Internet Tethering on Ubuntu

Posted on September 27, 2010 by Steven

Using iPhone’s Internet Tethering on Ubuntu 10.4 is now being enable. See the following instruction…………..

1). sudo add-apt-repository ppa:pmcenery/ppa

2). sudo apt-get update

After that steps…,

3). sudo apt-get install gvfs ipheth-utils

When it finishes plug in your iPhone via USB, if internet tethering is enabled you should see a new interface pop up and a blue banner on your iPhone along with a dialog on your computer notifying you about a new ethernet connect. If not, check to see if tethering is enabled by opening the Settings application on your iPhone and navigating to “General>Network”, near the bottom you should see “Internet Tethering” (if you don’t then you will need to download and install the proper carrier profile) press on it and turn it on. Open up a browser and enjoy your mobile internet.

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Tourism impacts on Economic Costs

Posted on September 25, 2010 by Steven

Inflation

Tourism development often creates inflationary effects on local economies, relating to land, property and goods. The increased demand for land increases the price. While this is beneficial to those selling land, there is a negative side-effect on the local population, particularly those who are not involved in tourism. Local people are then forced into competition for land and housing with tourism development interests.

Opportunity costs

Opportunity costs relate to the time, effort and money of developing tourism at the expense of other activities or areas of investment. If a government invests in tourism, then the money spent is unavailable for other uses. This may be detrimental to the well-being of local communities. Tourism investment can, of course, benefit local people through improved infrastructure, services and employment potential. This necessitates a cost-benefit approach to the analysis of tourism impacts, which is often expressed in terms of the leverage of additional investment or tourist spending, where a public sector investment occurs.

Dependency

Heavy reliance on a single industry in any region or country is a risky strategy in the long-term. Economic dependency on tourism is a much criticized policy, particularly for less developed countries and peripheral regions in the developed world. Some less developed countries rely on tourists from a small number of generating countries, which is the case for many small islands. Changes in their markets are not controllable and decreases in demand for tourism will have huge effects on the receiving country. The Concentration Index is used to identify the level of dependency on one or more generating countries. It is more favourable for a destination to attract a broad base of tourists so that, if there is a downturn in one particular market, then the consequences are not so damaging.

Styles to handle Conflict

Posted on July 28, 2010 by Steven

Teams and individuals develop specific styles for dealing with conflict, that are based on the desire to satisfy their own concern or the other’s. Effective team members vary their style of handling conflict to fit a specific situation. Each of these five styles is appropriate in certain cases.

The competing style reflects assertiveness to get one’s own way, and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting.
The avoiding style reflects neither assertiveness nor cooperativeness. It is appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be costly.
The compromising style reflects a moderate amount of both assertiveness and cooperativeness. It is appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure.
The accommodating style reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to myself, when building social credits for use in later discussions, and when maintaining harmony is especially important.
The collaborating style reflects both a high degree of assertiveness and cooperativeness. The collaborating style enables both sides to win, although it may require substantial bargaining and negotiation. The collaborating style is important when both sets of concerns are too important to be compromised, when insights from different people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus.

These styles of handling conflict are especially effective when an individual disagree with others. According to research, it suggests that several techniques can be used as strategies for resolving conflicts among people or organizations.

Reference: New Era of Management

Locus of Control

Posted on July 23, 2010 by Steven

Locus of control defines whether people place the primary responsibility within themselves or on outside forces. Some people believe that their own actions strongly influence what happens to them. They feel in control of their own fate. These individuals have a high internal locus of control. Other people believe that events in their living occur because of chance, luck, or outside people and events. They feel more like pawns of their fate. These individuals have a high external locus of control. Many top leaders of e-commerce and high-tech organizations possess a high internal locus of control. These managers have to cope with rapid change and uncertainty associated with Internet business. They must believe that they and their employees can counter the negative impact of outsides forces and events.

Research on locus of control shows real differences in behavior across a wide range of settings. People with an internal locus of control are easier to motivate because they believe the rewards are the result of their behavior. They are better better able to handle complex information and problem solving, are more achievement oriented, but are also more independent and therefore more difficult to manage. However, people with an external locus of control are harder to motivate, less involved in their jobs, more likely to blame others when faced with a poor performance evaluation, but more compliant and conforming and, therefore, easier to manage.

Big five personality factors

Posted on July 16, 2010 by Steven

The Big Five Personality Factors describe an individual’s extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience:

Extroversion. The degree to which a person is outgoing, sociable, assertive, and comfortable with interpersonal relationships.
Agreeableness. The degree to which a person is able to get along with others by being good-natured, likable, cooperative, forgiving, understanding, and trusting.
Conscientiousness. The degree to which a person is focused on a few goals, thus behaving in ways that are responsible, dependable, persistent, and achievement oriented.
Emotional stability. The degree to which a person is calm, enthusiastic, and self-confident, rather than tense, depressed, moody, or insecure.
Openness to experience. The degree to which a person has a broad range of interests and is imaginative, creative, artistically sensitive, and willing to consider new ideas.

Reference: The New Era of Management.

People can suffer from Information Overload

Posted on July 7, 2010 by Steven

Getting data and information to people who need it and to those who can use it to improve their performance and decision-making is important. But advance in technology may lead the company to become a quagmire of information, with employees so overwhelmed by the sheer volume that they miss to dig the valuable from the useless.

In many cases, the ability to produce data and information is outstripping employees’ ability to process it. One British psychologist claims to have mentioned a new mental disorder caused by too much information; he has termed it information fatigue syndrome. Information technology is a primary culprit in contributing to this new “disease.”

However, managers have the ability to encounter the problem and improve information quality. Firstly the suppliers of information technology and CIOs need to ensure to collaborate with employees to identify the kinds of questions they must answer and the kinds of data and information they really need. Specialists are often attracted with the volume of data a system can produce and overlook the need to provide small amounts of quality information in a timely and useful manner for decision making. Top executives should be actively engage in setting limit by focusing the organization on key strategies and on the critical questions that must be answered to pursue those strategies.