Tuesday, September 28, 2010
Tuesday, September 21, 2010
Primary Hiv Skin Rash
Open Studio Days this weekend in GlogauAIR
This weekend we have the Open Studio Days in GlogauAIR where all who are staying in the residency present the project we are working with, not as much as ended pieces but as work in progress.
I will show some of the works of the Confetti Project!
If you guys are around don't miss it!
What: Open Studio Days in GlogauAIR
When: Friday 24th (19 -22 h.) and Saturday 25th (15 - 20 h.)
Where: GlogauAIR, Glogauerstr. 16 10999 Berlin
Participants
This weekend we have the Open Studio Days in GlogauAIR where all who are staying in the residency present the project we are working with, not as much as ended pieces but as work in progress.
I will show some of the works of the Confetti Project!
If you guys are around don't miss it!
What: Open Studio Days in GlogauAIR
When: Friday 24th (19 -22 h.) and Saturday 25th (15 - 20 h.)
Where: GlogauAIR, Glogauerstr. 16 10999 Berlin
Participants
Ellen Picken
Ignacio Chavarri
Asta Ost
Jakob LeBaron Dwight
Pedro Guirao
Toshifumi Hirose
Baptiste Roux
Angel de la Rubia
Lorenzo Sandoval
Ali Hanoon
Tobias Sternberg
Ateate
Belen Rodriguez
Monday, September 13, 2010
Macys Employee Pay Period
The executive decision-making
Paradigms and new lines of action
original management system Deming
Conference Tuesday October 19
Location: PTV - Parc Technologic del Valles (Barcelona)
Hours: 11:00 to 13:00
Foreword
The manager of today faces new challenges and in a situation, the result of an environment and paradigms, which influence their decisions. The future of your organization depends on the degree of success in their decisions. To succeed and do the right thing, not just individual effort is not enough that the manager give the best of yourself, you need to have the "knowledge" adequate.
Today it is generally assumed that the way they are managed organizations need a new approach (see the study "Capitalizing on Complexity" by IBM in 2010, after interviewing CEOs 1541). It concluded that as the complexity of the different forms of interaction within and outside organizations increases, managers must acquire new management skills according to changing needs.
short-term benefits and linear thinking, without considering or side effects or long-term consequences of today's decisions, would lead to a disastrous situation if a change is made rationally and effectively.
The manager now has a crucial responsibility in the future of our society. It is therefore important to take constant training, like a doctor or a lawyer, let him keep abreast of relevant developments. But it must also display its ability to generate knowledge through self-education and creative experimentation. The principle of continuous improvement applied where it is most important to apply: the system and optimizing organizational decisions.
have been developed in recent decades many management models and tools (ISO 9000, EFQM, Six Sigma, ...), but the profit margin point, none of them ultimately failed to ensure proper implementation of business performance and organizational as expected for a suitable model. Yet some of these models and tools have allowed significant practical improvements in the short term.
The first point to note is that the current Management errors remain the same as 1984 listed W. Edwards Deming in his book "Out of the Crisis" and repeated in his work published in 1994, "The New Economics." Indeed Deming
anticipated how difficult it would be to accept and implement, with the record that he considered fundamental, counterintuitive solutions he proposed for change, and according to need decades he advocated.
This lack of constancy of purpose explains the shortcuts that have been developed that have prevented the widespread attachment of a successful solution outlined in the original doctrine established Deming. Recover the original base, no shortcuts, is the ultimate purpose of this conference.
Deming gave us a thorough and reasoned guide to follow, the best solution for change, in what he called Sopko - "System of Profound Knowledge." A systemic view of organizations enriched in four dimensions. A system for knowledge generation and to facilitate the difficult task of making good decisions.
In this lecture, using paradigms and correct errors as made today, will reflect on the way forward in the generation of decisions and new roles and responsibilities of the executive processor, who wants to ensure competitiveness and maintaining your organization long-term and balancing short-term sustainability.
The purpose of this conference is to consider how to help managers in their primary function: to make decisions.
decision making exercise a high degree of prediction, which involves taking risks. A rigorous study lessens these risks would lead to theoretical models now impossible to implement.
The complexity of organizations and their relationship with the environment we are taught that decisions based on a "linear thinking", considering the situation as too simple without seeing the interrelationships are often wrong. We spent a lot of resources to solve the problems caused by yesterday's solutions.
talk about the existence of a pragmatic management style, allowing managers to exercise their office of "decision makers considering each type of organization which aspects should be considered.
There is no single solution for every organization, not a single model of adaptive management to all. But a guide, a philosophy to follow and basic knowledge and necessary in all cases.
The management style to be presented is based on the principles of W. Edwards Deming, more valid than ever. The man who drove the industrial revolution in Japan and anticipated the current crisis based on management style and economic mainstream.
As evidence of the effectiveness of the ideas of Deming, NASA is currently promoting among its suppliers and applying knowledge of management style proposed by Deming in his latest book "The New Economics."
Today, a group of professionals in the international arena, we have considered the importance of reviving the original ideas of W. Edwards Deming. This conference is part of this consideration. 
Paradigms and new lines of action
original management system Deming
Conference Tuesday October 19
Location: PTV - Parc Technologic del Valles (Barcelona)
Hours: 11:00 to 13:00
Foreword
The manager of today faces new challenges and in a situation, the result of an environment and paradigms, which influence their decisions. The future of your organization depends on the degree of success in their decisions. To succeed and do the right thing, not just individual effort is not enough that the manager give the best of yourself, you need to have the "knowledge" adequate.
Today it is generally assumed that the way they are managed organizations need a new approach (see the study "Capitalizing on Complexity" by IBM in 2010, after interviewing CEOs 1541). It concluded that as the complexity of the different forms of interaction within and outside organizations increases, managers must acquire new management skills according to changing needs.
short-term benefits and linear thinking, without considering or side effects or long-term consequences of today's decisions, would lead to a disastrous situation if a change is made rationally and effectively.
The manager now has a crucial responsibility in the future of our society. It is therefore important to take constant training, like a doctor or a lawyer, let him keep abreast of relevant developments. But it must also display its ability to generate knowledge through self-education and creative experimentation. The principle of continuous improvement applied where it is most important to apply: the system and optimizing organizational decisions.
have been developed in recent decades many management models and tools (ISO 9000, EFQM, Six Sigma, ...), but the profit margin point, none of them ultimately failed to ensure proper implementation of business performance and organizational as expected for a suitable model. Yet some of these models and tools have allowed significant practical improvements in the short term.
The first point to note is that the current Management errors remain the same as 1984 listed W. Edwards Deming in his book "Out of the Crisis" and repeated in his work published in 1994, "The New Economics." Indeed Deming
anticipated how difficult it would be to accept and implement, with the record that he considered fundamental, counterintuitive solutions he proposed for change, and according to need decades he advocated.
This lack of constancy of purpose explains the shortcuts that have been developed that have prevented the widespread attachment of a successful solution outlined in the original doctrine established Deming. Recover the original base, no shortcuts, is the ultimate purpose of this conference.
Deming gave us a thorough and reasoned guide to follow, the best solution for change, in what he called Sopko - "System of Profound Knowledge." A systemic view of organizations enriched in four dimensions. A system for knowledge generation and to facilitate the difficult task of making good decisions.
In this lecture, using paradigms and correct errors as made today, will reflect on the way forward in the generation of decisions and new roles and responsibilities of the executive processor, who wants to ensure competitiveness and maintaining your organization long-term and balancing short-term sustainability.
The purpose of this conference is to consider how to help managers in their primary function: to make decisions.
decision making exercise a high degree of prediction, which involves taking risks. A rigorous study lessens these risks would lead to theoretical models now impossible to implement.
The complexity of organizations and their relationship with the environment we are taught that decisions based on a "linear thinking", considering the situation as too simple without seeing the interrelationships are often wrong. We spent a lot of resources to solve the problems caused by yesterday's solutions.
talk about the existence of a pragmatic management style, allowing managers to exercise their office of "decision makers considering each type of organization which aspects should be considered.
There is no single solution for every organization, not a single model of adaptive management to all. But a guide, a philosophy to follow and basic knowledge and necessary in all cases.
The management style to be presented is based on the principles of W. Edwards Deming, more valid than ever. The man who drove the industrial revolution in Japan and anticipated the current crisis based on management style and economic mainstream.
As evidence of the effectiveness of the ideas of Deming, NASA is currently promoting among its suppliers and applying knowledge of management style proposed by Deming in his latest book "The New Economics."
Today, a group of professionals in the international arena, we have considered the importance of reviving the original ideas of W. Edwards Deming. This conference is part of this consideration.
Sunday, September 12, 2010
Friday, September 10, 2010
Thursday, September 9, 2010
Pokemon Soul Silver R4 Cheats Australia
Baby Head Fix During Pregnancy
DREAMS
In a mural of Belgrano C station in the middle of a prestigious neighborhood in Buenos Aires, rests peacefully the following announcement: "Maids as before", and below it reads the contact phone number and then makes the proviso: "24 hours, care for the elderly sick, home, marriage."
As before. I suppose it refers to those well-dressed housekeeper who knew all about the crafts of home and worked 18 hours a day from Sunday to Sunday without requiring any labor claim, those who did for art's sake. Or to such other maids, also known as maids, Julio Argentino Roca won with kindness and generosity to the homes of locals distinguished newcomers from Europe in the late nineteenth century, that lived from childhood in the great houses of those masters, owners the country, in fact, Indians were orphans and orphans, survivors of the Desert Campaign.
Or will cover even more ancient maids? "Those who also had slaves by name and brought in boats from Cape Verde and New Guinea?
What will, then, in the XXI century, the maids as before? "Daughters of who, what survivors, trained by whom brought from where?
As I was asking, we kept walking and went to the Park Barracks Belgrano, which is right across from where the notice of the maids as before. Everything was as usual in this place on a Sunday drew neighborhood residents to walk their pets and dozens of people lay on the grass pitches and drabs letting go the remainder of Sunday rest. Suddenly the scene: two couples who had warned on arrival, they improvised a picnic on the lawn and took photos and passed them with wine, were protesting because they had stolen a bag with camera and all the money. As a scent hound millimeter, invisible and inaudible from the curves of autumn light, the thief had stolen one bag in their noses without being noticed.
immediately relate a fact to the other: the poster of the maids to the thief who stole from unsuspecting couples, because the stupidity of class boundaries. Customers are able to offer maids as before, as workers, trained to submission and toilet at low cost, must also be willing to have thieves as before, so quick, so clever and so efficient.
But then, like a never ending story, we see that when these thefts like they used to multiply the final poverty of households headed by those maids as before, the big bosses back to convince the public that someone comes down hard to fight these thieves who fish every Sunday the three hundred dollars of your week and fight for the dignity of their mothers. We require (demand) patterns with big headlines in the media, the reactionaries will ask the head of the disaffected at any cost, but the whole society will pay it and get it again one of these dictators, as efficient, such a good houseboy of the powerful, so smart and trained so as murderer and thief ... like before. 
In a mural of Belgrano C station in the middle of a prestigious neighborhood in Buenos Aires, rests peacefully the following announcement: "Maids as before", and below it reads the contact phone number and then makes the proviso: "24 hours, care for the elderly sick, home, marriage."
As before. I suppose it refers to those well-dressed housekeeper who knew all about the crafts of home and worked 18 hours a day from Sunday to Sunday without requiring any labor claim, those who did for art's sake. Or to such other maids, also known as maids, Julio Argentino Roca won with kindness and generosity to the homes of locals distinguished newcomers from Europe in the late nineteenth century, that lived from childhood in the great houses of those masters, owners the country, in fact, Indians were orphans and orphans, survivors of the Desert Campaign.
Or will cover even more ancient maids? "Those who also had slaves by name and brought in boats from Cape Verde and New Guinea?
What will, then, in the XXI century, the maids as before? "Daughters of who, what survivors, trained by whom brought from where?
As I was asking, we kept walking and went to the Park Barracks Belgrano, which is right across from where the notice of the maids as before. Everything was as usual in this place on a Sunday drew neighborhood residents to walk their pets and dozens of people lay on the grass pitches and drabs letting go the remainder of Sunday rest. Suddenly the scene: two couples who had warned on arrival, they improvised a picnic on the lawn and took photos and passed them with wine, were protesting because they had stolen a bag with camera and all the money. As a scent hound millimeter, invisible and inaudible from the curves of autumn light, the thief had stolen one bag in their noses without being noticed.
immediately relate a fact to the other: the poster of the maids to the thief who stole from unsuspecting couples, because the stupidity of class boundaries. Customers are able to offer maids as before, as workers, trained to submission and toilet at low cost, must also be willing to have thieves as before, so quick, so clever and so efficient.
But then, like a never ending story, we see that when these thefts like they used to multiply the final poverty of households headed by those maids as before, the big bosses back to convince the public that someone comes down hard to fight these thieves who fish every Sunday the three hundred dollars of your week and fight for the dignity of their mothers. We require (demand) patterns with big headlines in the media, the reactionaries will ask the head of the disaffected at any cost, but the whole society will pay it and get it again one of these dictators, as efficient, such a good houseboy of the powerful, so smart and trained so as murderer and thief ... like before.
Sunday, September 5, 2010
Dell Experience Certificate Model
Conference-debate on-line (Prologue)
post comes from: Conference-debate "The new role of management"
Jordi Cabré - September 9, 2010 Organized
by: meeting + 2.0
Social Webinars Foreword to conference-debate
The current management is faced with new challenges and in a situation, the result of an environment and paradigms, which influence their decisions. The future of your organization depends on the degree of success in their decisions. To succeed and do the right thing, not just individual effort is not enough that the manager give the best of yourself, you need to have the "knowledge" adequate. Today
is generally assumed that the way they are managed organizations need a new approach (see the study "Capitalizing on Complexity" by IBM in 2010, after interviewing CEOs 1500). It concluded that as the complexity of the different forms of interaction within and outside organizations increases, managers must acquire new management skills according to changing needs.
short-term benefits and linear thinking, without considering or side effects or long-term consequences of today's decisions, would lead to a disastrous situation if a change is made rationally and effectively.
have been developed in recent decades many management models and tools (ISO 9000, EFQM, Six Sigma, ...), but the profit margin point none has ultimately failed to ensure proper development of business and organizational results as expected for a suitable model. Yet some of these models and tools have allowed significant practical improvements in the short term.
The first point to note is that the current Management errors remain the same as those listed as 1984 W. Edwards Deming in his book "Out of the Crisis." Indeed Deming
anticipated how difficult it would be to accept and implement, with the record that he considered fundamental, counterintuitive solutions he proposed for change, and as he himself called for required decades.
This lack of constancy of purpose explains the shortcuts that have been developed that have prevented the widespread attachment of a successful solution outlined in the original doctrine established Deming.
Deming gave us a thorough and reasoned guide to follow, the best solution for change, in what he called Sopko - "System of Profound Knowledge." A systemic view of organizations enriched in four dimensions. A system for knowledge generation and to facilitate the difficult task of making good decisions.
In this debate, using paradigms and correct errors as made today, will reflect on the lines to follow in the generation of decisions and new roles and responsibilities of the executive processor, who wants to ensure competitiveness and maintaining your organization's long-term and short-term balance with sustainability.
The purpose of this conference-debate is to consider how to help managers in their primary function: to make decisions.
decision making exercise a high degree of prediction, which involves taking risks. A rigorous study lessens these risks would lead to theoretical models now impossible to implement.
The complexity of organizations and their relationship with the environment We are taught that decisions based on a "linear thinking", according to the reality as too simple without seeing the interrelationships are often wrong.
This debate will discuss the existence of a pragmatic management style, allowing managers to exercise their office of "decision makers considering each type of organization which aspects should be considered.
There is no single solution for every organization, not a single model of adaptive management to all. But a guide, a philosophy to follow and basic knowledge and necessary in all cases.
Management style to be presented is based on the principles of W. Edwards Deming, more valid than ever. The man who drove the industrial revolution in Japan and which anticipated the current crisis based on management style and economic mainstream.
As evidence of the effectiveness of the ideas of Deming, NASA is currently promoting among its suppliers and applying knowledge of management style proposed by Deming in his latest book "The New Economics."
Today, a group of professionals in the international arena, we have considered the importance of reviving the original ideas of W. Edwards Deming. This conference-debate was framed in this regard. 
post comes from: Conference-debate "The new role of management"
Jordi Cabré - September 9, 2010 Organized
by: meeting + 2.0
Social Webinars Foreword to conference-debate
The current management is faced with new challenges and in a situation, the result of an environment and paradigms, which influence their decisions. The future of your organization depends on the degree of success in their decisions. To succeed and do the right thing, not just individual effort is not enough that the manager give the best of yourself, you need to have the "knowledge" adequate. Today
is generally assumed that the way they are managed organizations need a new approach (see the study "Capitalizing on Complexity" by IBM in 2010, after interviewing CEOs 1500). It concluded that as the complexity of the different forms of interaction within and outside organizations increases, managers must acquire new management skills according to changing needs.
short-term benefits and linear thinking, without considering or side effects or long-term consequences of today's decisions, would lead to a disastrous situation if a change is made rationally and effectively.
have been developed in recent decades many management models and tools (ISO 9000, EFQM, Six Sigma, ...), but the profit margin point none has ultimately failed to ensure proper development of business and organizational results as expected for a suitable model. Yet some of these models and tools have allowed significant practical improvements in the short term.
The first point to note is that the current Management errors remain the same as those listed as 1984 W. Edwards Deming in his book "Out of the Crisis." Indeed Deming
anticipated how difficult it would be to accept and implement, with the record that he considered fundamental, counterintuitive solutions he proposed for change, and as he himself called for required decades.
This lack of constancy of purpose explains the shortcuts that have been developed that have prevented the widespread attachment of a successful solution outlined in the original doctrine established Deming.
Deming gave us a thorough and reasoned guide to follow, the best solution for change, in what he called Sopko - "System of Profound Knowledge." A systemic view of organizations enriched in four dimensions. A system for knowledge generation and to facilitate the difficult task of making good decisions.
In this debate, using paradigms and correct errors as made today, will reflect on the lines to follow in the generation of decisions and new roles and responsibilities of the executive processor, who wants to ensure competitiveness and maintaining your organization's long-term and short-term balance with sustainability.
The purpose of this conference-debate is to consider how to help managers in their primary function: to make decisions.
decision making exercise a high degree of prediction, which involves taking risks. A rigorous study lessens these risks would lead to theoretical models now impossible to implement.
The complexity of organizations and their relationship with the environment We are taught that decisions based on a "linear thinking", according to the reality as too simple without seeing the interrelationships are often wrong.
This debate will discuss the existence of a pragmatic management style, allowing managers to exercise their office of "decision makers considering each type of organization which aspects should be considered.
There is no single solution for every organization, not a single model of adaptive management to all. But a guide, a philosophy to follow and basic knowledge and necessary in all cases.
Management style to be presented is based on the principles of W. Edwards Deming, more valid than ever. The man who drove the industrial revolution in Japan and which anticipated the current crisis based on management style and economic mainstream.
As evidence of the effectiveness of the ideas of Deming, NASA is currently promoting among its suppliers and applying knowledge of management style proposed by Deming in his latest book "The New Economics."
Today, a group of professionals in the international arena, we have considered the importance of reviving the original ideas of W. Edwards Deming. This conference-debate was framed in this regard.
Wednesday, September 1, 2010
Gta How To Transport Cars
Conference-Debate On-Line "The new role of senior manager "The Evolution of Knowledge
register for the conference to register for the webinars 2.0 SOCIAL group and go to following link: http://www.linkedin.com/groupItem?view=&gid=1885870&type = member & item = 28397180 & qid = 74a3a35d-0040-43a1-9f61-ca7308dfcc3d & GoBack =% 2Egmp_1885870 
register for the conference to register for the webinars 2.0 SOCIAL group and go to following link: http://www.linkedin.com/groupItem?view=&gid=1885870&type = member & item = 28397180 & qid = 74a3a35d-0040-43a1-9f61-ca7308dfcc3d & GoBack =% 2Egmp_1885870
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