sábado, 2 de janeiro de 2010

"What Recruiting Executives Should Be Doing Now"- By Joseph Daniel McCool

Article received from Robin Thongkham
Please refer to the link below.
De: rthongkham@execunet.com [mailto:rthongkham@execunet.com]
Enviada em: sexta-feira, 18 de dezembro de 2009 12:42
Para: milton@cukierman.biz
Assunto: Great Article: What Executive Recruiters Should Be Doing Now
Dear Milton:
There’s a “new normal” in executive recruiting, so it could be a mistake to assume an improvement in the economic environment alone will drive new search assignments to your door.
Here are 10 tips for search consultants who are willing to adjust their game plan: What Executive Recruiters Should Be Doing Now.
 I’m passing this along to you because it may help you rebuild your business in 2010. Please pass it along to others who you think might also find it helpful.
If you have any questions, please don’t hesitate to contact me.
Best regards,
Robin Thongkham
ExecuNet Account Executive
295 Westport Avenue
Norwalk, CT 06851
800-637-3126 Ext. 178

Brazil's Country Facts

Full country name: Federative Republic of Brazil
Area: 8,547,403 sq km
Population: 200 million inhabitants (2009 estimate)
Capital City: Brasilia
Language: Portuguese
Currency: Real
Membership of international groupings/organisations:United Nations, Organisation of American States, Mercosul, World Trade Organisation, G77, ALADI (Latin American Integration Association), Rio Group, ECLAC (UN Economic Commission for Latin America & the Caribbean), Union of South American Nations.
Brazil is larger than the continental US and Australia. It is the fifth largest country in the world.
With a population of 190 million, Brazil is also the fifth most populous country and fourth largest democracy. Sao Paulo is the second most populous city in the world, with almost 12 million people.
Brazil is also one of the most unequal societies. 5% of the population own 85% of the wealth.
Brazil is the world’s largest exporter of iron ore and soya; it will soon be the largest exporter of frozen meat. Brazilian industry produces more cars than Mexico, more steel than Italy, the same amount as India.
Brazil is technically self-sufficient in oil and with recently discovered reserves is likely to become a major oil exporter in the future.
Brazil is the country outside the G8 with the best science base (as measured by the frequency its scientific papers are quoted).
Brazil has the world’s largest reserves of tropical forest, freshwater and of bio-diversity.
Environment and Climate Change
Brazil is a world leader in the production of biofuels, bioethanol in particular. It is however the fourth largest global emitter of greenhouse gases.
The country has one of the highest levels of bio-diversity in the world. This is of economic importance in terms of agriculture, as a source of minerals and natural resources, and of potential genetic and pharmaceutical products. It is also of cultural and spiritual significance to Brazil’s people who include over 200 indigenous groups. Brazil’s key biomes are: Amazon rainforest, wetlands (Pantanal), semi-arid area (caatinga), savannah lands (cerrado), Atlantic forest, and marine and coastal areas. It is home to 15-20% of the total number of world species described to date. The Amazon represents over half of the world’s remaining rainforest (8.5 million sq km); 60% of this is in Brazil. Brazil has 3.5 million sq km of coastal and marine waters.
Basic Economic Facts
GDP: R$2,900bn (2008) – approx. US$1,665 bn
GDP per head: US$ 10,100 (2008)
Annual Growth: 5.4% (2007) 3.7% (2006); 2.9% (2005); 5.7% (2004)
Inflation: 4.46% (2007) 5.90% (2008)
Major Industries: Agriculture (soya meat, sugar, fruit, vegetables), iron ore and minerals, iron and steel, oil and derivatives, food processing, wood products, footwear and textiles, automotive, aerospace, petrochemicals, financial services, electronics
Major trading partners: United States, China, Argentina, Germany, Japan, Italy, France, and the United Kingdom.
Brazil has the tenth-largest economy in the world. It is a diversified middle income economy, but with wide variations in development levels. Most large industry is agglomerated in the South and Southeast. The Northeast is the poorest region of Brazil, but it is beginning to attract new investment. Brazil has a history of economic boom and bust, where high inflation and foreign debt have hampered its development. Economic reforms in the 1990s, however, helped to bring stability to the country’s finances. These reforms included the launch of a new currency (the Real) to tackle inflation, an extensive programme of privatisation and a focus on fiscal discipline.
In the run up to the 2002 elections Brazil suffered a serious confidence shock as investors waited to see whether President Lula delivered on his commitment to a responsible economic policy. This led to sharp spikes in both Brazil’s risk rating and the exchange rate (with the Real peaking at R$4/US$). Since then, however, market sentiment has improved as President Lula and his team have carried through sound macroeconomic policies built on the three pillars of inflation targeting, a floating exchange rate and fiscal austerity. As a result, the 2006 elections brought about very little market reaction.
Annual headline inflation in 2007 was 4.46%, just below the 4.5% centre point of Brazil’s inflation target. However, rising food and energy prices, combined with rising domestic demand, have pushed up inflation in 2008 to well over 6%. But a high base rate (currently 13.75%), falling commodity prices and a reduction in the rate of domestic demand growth, appears to have brought this under control. Year end inflation is expected to be within the target band.
Brazil’s economy grew 5.4% in 2007 compared to 3.7% in 2006. Once again this was built on the back of strong balance of trade figures. (Brazil’s main export markets are the EU, US, Argentina and, increasingly, China. Commodities in particular have been strong performers.) And in mid-2008, as a result of Brazil’s solid macroeconomic performance, two of the three main ratings agencies uprated Brazil to investment grade.
Brazil has been hit less hard by the global economic crisis than many. It has a tightly regulated, domestically focussed, cash-rich economy, and is continuing to stick resolutely to orthodox macro-economic policies. Brazil’s banks are profitable and well capitalised. Brazil has a problem with liquidity, not solvency and the Government has taken a number of effective steps to minimise the impact (including significant reductions in reserve requirements). As a result, GDP growth for 2008 was 5.1% (growth in 2009 is forecast at around 1% positive).
Brazil has relatively little foreign debt, In December 2005 Brazil it re-paid its IMF debt (US$15.5bn) – two years ahead of schedule, saving US$900 million in interest payments. It has also fully re-paid its Paris Club obligations to the UK, and retired all of its Brady Bonds, again ahead of schedule.
The Brazilian Government remains committed to tackling its high public sector net debt/GDP ratio (of around 40 %) and has consistently surpassed its annual primary surplus target (which currently stands at 3.8% of GDP). However, public spending remains high and fundamental structural reform s, including of the taxation and social security systems, are widely acknowledged as impediments to growth. Investment has historically been low but the Government’s Accelerated Growth Plan (PAC), launched in January 2007, aims to rectify this.
Mercosul and UNASUL
Brazil is a founder member of Mercosul, (the Southern Cone Common Market – known as Mercosur to its Spanish speaking members) along with Argentina, Paraguay and Uruguay. Venezuela became a full member in July 2006 but its accession has yet to be approved by the Brazilian Congress. Bolivia, Chile, Peru, Ecuador and Colombia are currently Associate Members although discussions are underway regarding Bolivia’s request for full membership. Mercosul is the world’s fourth-biggest integrated market and represents 75% of South America’s GDP. Mercosul has been successful in promoting increased trade among its members as well as with the outside world. In recent years, however, regional economic instability has slowed the integration process. Negotiations over an EU/Mercosul agreement have yet to be concluded. Brazil is also a key member (and instigator) of USASUL , the Union of South American Nations which was formally created in May 2008 . The grouping, originally called the Community of South American Nations (CASA), was proposed by President Lula in 2004 with the aim of promoting regional integration. In effect, UNASUL combines the countries (Mercosul) with those from the Community of Andean Nations (CAN), along with Chile, Guyana and Suriname into a wider regional integration project.

"The Time Thieves " - By Don E. Westmore

By: Dr. Don E. Wetmore
President of Productivity Institute
You have 24 hours in every day, seven days a week for a total of 168 hours to accomplish what needs to be done in your life. And every day, nine time thieves gang up on you and work to take some of that precious time away from productive use. Let me introduce you to this inconsiderate troupe.
1. Poor planning. People don’t plan to fail but a lot of people fail to plan. Without a plan of action set up before your day begins you are likely to get caught up in “stuff”, responding the loudest voice that gets your time and attention. Will you have been productive for the day? Sure, but not as productive as you might have been.
2. Crisis management. When a deadline sneaks up on you it robs you of all choice and you are controlled by the clock. Crisis management, for the most part, is poor time management because you’re rushed and stressed, letting things slip through the cracks and often having to go back and redo what was not done well in the first place. Most of what puts you into crisis management is within your control, you could have seen it coming.
3. Procrastination. All the planning in the world does not substitute for the doing. Many find that they just can’t get going on the things that will make a big difference in their success. They have “permanent potential”. First thing in your day, get going on the most difficult tasks and get them out of the way.
4. Interruptions. Unanticipated events coming your way, in person or electronically, can steal your time away. Many interruptions are necessary and part of what you get paid for. However, most are unnecessary thieves of your time. Be less willing to automatically give away your time just because they demand it. Rather, determine whether or not they deserve it.
5. Not delegating. “If you want a job done well you better do it yourself.” What a thief! Look at everything you have to do and ask, “Is this the best use of my time?” If it is, do it. If not, delegate it. There’s a world of difference between “I do it” and “It gets done.” Leverage your time through others and don’t allow the things that can be delegated to steal your time.
6. Unnecessary meetings. If two or more people get together and nothing productive comes of the time spent together, that meeting was unnecessary and, sadly, most meetings are time thieves. Before meeting ask, “Is it really necessary?” If it is, then meet but take action as a result of the meeting and not let it be a time bandit.
7. The “shuffling blues”. Many people manage their time through piles. Piles of paper on their desk. Piles of “to be read” emails on their computer and lots of “to be heard” voicemails stored away. The piles require frequent review creating the shuffling blues which surrenders valuable time. Keep a clean work environment. When encountering something new, schedule it to your day planner under the day you plan to tackle it and then put it away so you are out of the shuffling blues.
8. Poor physical setup. Not having the things you need the most often within arm’s reach and having a lot of the things you rarely need close by causes you to waste a lot of time wearing out the carpet retrieving what you frequently need. And of course, as you pass others they will often pull you aside to steal some of your time. Have the most needed stuff near by, within arm’s reach and save that stolen time.
9. Poor networking. Quality relationships with others can be a huge time saver as they open doors for you with all kinds of opportunities. Failing to develop a good network base will cause you to waste time creating what you might have had through your network. Be a good networker. Help them whenever possible. You want a friend? You have to be a friend.
De: messages-noreply@bounce.linkedin.com [mailto:messages-noreply@bounce.linkedin.com] Em nome de Don Wetmore
Enviada em: sexta-feira, 18 de dezembro de 2009 19:05
Para: Milton R. Cukierman
Assunto: Greetings
Don Wetmore has sent you a message.
Date: 12/18/2009
Subject: Greetings
Seasons Greetings
There is no better time than the Holidays to express my
appreciation for your friendship.
May all the joys of the season be yours.
Don Wetmore, Professional Speaker
Productivity Institute
Time Management Seminars
127 Jefferson St., Stratford, CT 06615
(203) 386-8062
Visit the Time Management Supersite at: http://www.balancetime.com for 100 complimentary Time Management articles to help you get more done in less time, with less stress.
De: Milton R. Cukierman [mailto:milton@cukierman.biz]
Enviada em: sábado, 19 de dezembro de 2009 12:11
Para: Don Wetmore (Productivity Institute) (ctsem@msn.com)
Assunto: Greetings
Dear Don !
It is my pleasure to count with our recent contact, expertise and friendship.
I wish you too all the best this Holidays and a great 2010 with peace, health and prosperity !
Warmest Regards,

"Four Easy Ways To Get More Done And Go Home Early" - By Suresh Kolla

1. Organize your ideas with a mind map
2. Optimize your operations with a process map
3. Organize your team with a team chart
4. Manage your work with a project chart
In growing companies, many of us find ourselves with “management” thrust upon us. We start out as a talented engineer, sales person, or other specialist; and, before we know it, there’s a team of people reporting to us, operational responsibilities, and a pile of projects to manage. And our boss assumes thatbecause we were good at our area of expertise, we also know how to manage.
Management is just like anything else—it’s a learned skill. Thankfully, there are some simple techniques we can use to make us more productive and effective. Here are four of them that take very little time, but
payoff big very quickly:
1. Organize your ideas with a mind map
Before you tackle a new project or decision, take a few minutes to list all the issues, tasks, and ideasyou have. You can do this as a simple list with a word processor, but a much more effective way is to use a mind map. A mind map (or concept map) shows all topics around a central theme or idea
graphically, with subtopics below each major issue. This makes it easy to get the “big picture” on your project.
2. Optimize your operations with a process map
If you are responsible for some of the routine operations of your business, then you want the best possible outcome every time. For example, if you are responsible for shipping products to customers, you want to ensure that each order is handled promptly with the correct shipping method. The best way to make sure this happens is by describing shipping as a process: a series of steps that are carried out the same way each time. Once you see the whole process, it’s easy to identify ways that it can be improved.
3. Organize your team with a team chart
If your company is like most, there are two ways people are organized:
1. Top-down reporting relationships, and
2. Teams that work together on a project
Teams work more effectively when the roles and responsibilities of each member are clearly understood.
4. Manage your work with a project chart
Projects get completed on time when you can identify every task involved and the length of time each one is going to take. The best way to do this is to create a project chart ( officially called a Gantt chart) that lists each task in a project with a start and end date. This allows you to see at glance the estimated completion date and your progress so far.
Best Regards
Suresh Kolla
suresh kolla has sent you a message.
Date: 12/17/2009
Subject: Good To find in a Linked-In
Hi Milton,
Trust things are fine at your end…Thanks for added me into your professional network and also for your Compliments…
Suresh Kolla
Sr. Resource Manager
Miracle Software Systems