Change Your Thinking to have Financial Security

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To create a stable financial foundation, it is important to review your past remembering your restraining opinions and worries around money. Reviewing your financial history and thinking patterns will help you identify the blockages to your financial security. Being mindful of your financial obstacles gives you the opportunity figure out when you accepted these thoughts. It will also help you eventually reconfigure your financial plan to be financially secure. It’s astonishing that people are repressed by restricting anxieties and views about money. This understanding of money has been rooted in us from our experiences, environment and what we were told about money.

I use a three step process to help my clients understand their money attitude. The three steps are realization, perception and remodeling. The first step is to become conscious of your money mental blocks. The next step is to comprehend when and where these beliefs started. After you have determined what the limits are and their origin, the final step is restructuring that specific thought to an affirmative view.

Below is an outline of three steps to uncover past experiences that may be replaying in your sub consciousness.
Familiarize yourself with your money background: Working with clients, I request straightforward explanations to intriguing questions regarding money in their childhood and how money has come to them in the present. Ask yourself the questions below to help pinpoint contrary beliefs that may be hindering your progress.
What is the money history from your childhood? What did you observe, experience or listen to regarding money?
Who taught you about money? Who was the significant person that affected your thinking about money?

Comprehend the effect your money history has on you currently: After classifying your past experiences and observations about money, you will next review the way this story influence your money actions and decisions. Ask the next questions below.
In what ways did past money experiences and observations appear in your current behavior? This includes, monetarily, your feelings, materially, faith or religion. It also includes any other affects these moments have had on your present life.
What is the bottom-line idea in the money story? Some examples are:
I dont manage money well.
Too much money will decrease my faith.
I dislike people that have lots of money.
Doing work you enjoy will not make you wealthy.

Recondition your behavior: After becoming knowledgeable of your money history and its affect on your current actions, you are now ready to reorganize your thinking. One of the best methods to re-program your thinking is by placing a rubber band on your wrist and snapping yourself for every negative thought that surfaces in your mind regarding money. This works because you become upset and sore from this action. In case you want a milder path, keep a journal to record of every negative thought and prove why its false. Write down the instances, where your life has demonstrated the opposite.Being completely honest, I went through this process a few times discovering deterring beliefs about money that I have accepted subconsciously through life. My parents gave me excellent money management knowledge and also implanted that financial security derives from money earned and perks. Basically, being an employee provides financial security – but this belief is not supportive for a business owner. I changed my thoughts to believe that I could depend on myself.

This practice of analyzing your money beliefs can be more significant than creating a financial plan or knowing your current financial position to decrease debts and accumulate wealth. You need a strong financial foundation which is your conscious and sub conscious state of mind.

File Processing Systems

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Even the earliest business computer systems were used to process business records and produce information. They were generally faster and more accurate than equivalent manual systems. These systems stored groups of records in separate files, and so they were called file processing systems. Although file processing systems are a great improvement over manual systems, they do have the following limitations:

Data is separated and isolated.

Data is often duplicated.

Application programs are dependent on file formats.

It is difficult to represent complex objects using file processing systems. Data is separate and isolated. Recall that as the marketing manager you needed to relate sales data to customer data. Somehow you need to extract data from both the CUSTOMER and ORDER files and combine it into a single file for processing. To do this, computer programmers determine which parts of each of the files are needed. Then they determine how the files are related to one another, and finally they coordinate the processing of the files so the correct data is extracted. This data is then used to produce the information. Imagine the problems of extracting data from ten or fifteen files instead of just two! Data is often duplicated. In the record club example, a member’s name, address, and membership number are stored in both files. Although this duplicate data wastes a small amount of file space, that is not the most serious problem with duplicate data. The major problem concerns data integrity. A collection of data has integrity if the data is logically consistent. This means, in part, that duplicated data items agree with one another. Poor data integrity often develops in file processing systems. If a member were to change his or her name or address, then all files containing that data need to be updated. The danger lies in the risk that all files might not be updated, causing discrepancies between the files. Data integrity problems are serious. If data items differ, inconsistent results will be produced. A report from one application might disagree with a report from another application. At least one of them will be incorrect, but who can tell which one? When this occurs, the credibility of the stored data comes into question. Application programs are dependent on file formats. In file processing systems, the physical formats of files and records are entered in the application programs that process the files. In COBOL, for example, file formats are written in the DATA DIVISION. The problem with this arrangement is that changes in file formats result in program updates. For example, if the Customer record were modified to expand the ZIP Code field from five to nine digits, all programs that use the Customer record need to be modified, even if they do not use the ZIP Code field. There might be twenty programs that process the CUSTOMER file. A change like this one means that a programmer needs to identify all the affected programs, then modify and retest them. This is both time consuming and error-prone. It is also very frustrating to have to modify programs that do not even use the field whose format changed. It is difficult to represent complex objects using file processing systems. This last weakness of file processing systems may seem a bit theoretical, but it is an important shortcoming.

th Century Business Methods Used Today Are The Problem, Not The Solution

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Throughout the 20th century, various business methods for operating and developing the company have been contrived and refined, becoming the conventional business methods that we use today. We improve management and effect business change by laying new contrived business methods and structures over the methods in place. Even with all the improvements, we continue to have fundamental problems with re-organizations, intangible assets, accounting limitations, cost control, information management, alignment, etc. Even with all the business organization and management methods, we still have not found the one right method to organize and manage the company business.
Until now. Result-performance Management, newly launched in 2008, provides the one right method to organize and manage the business in the 21st century company, and leave problems with 20th century business methods behind.

Conventional business methods are the generally-accepted wrong ways

Over the past decade, we implemented breakthroughs like business process re-engineering, business transformation methods, business performance management, and enterprise resource planning. But, these turned out to be just new names for conventional business methods to do the same old things.

Why are there so many different business methods to do the same thing? Why isn’t there just one right business method? It is simply because all of these different business methods are wrong methods, and we do not know the one right business method. Since all the different business methods we use are wrong, we can only define the right method by identifying the wrong methods that are generally-accepted. The basis for our management and accounting methods is not that they are the fundamentally-sound and understood right business methods, but that they are the generally-accepted wrong business methods. When we come up with the one right business method, it will be known and accepted, and all of the wrong business methods will be obsolete.

Conventional thinking prevents the new breakthrough needed

Since the beginning of business, no one has ever stopped to think, “Are the business methods that have always been used the best business methods”. We accept existing business methods as the basis and try to improve the methods.

New business methods contrive ways to alleviate the symptoms of fundamental problems inherent in the way things have always been done. This we can do ad infinitum without ever solving the problems. How many methods do we have and how many books have been written about corporate governance, business organization, change management, investment management, capital development, performance management, cost and value accounting and management, solution alignment, intangible assets, business collaboration, etc. Why do we keep coming up with new business methods, if previous business methods were supposed to have solved the problem?

Management improvement books are written using the existing body of knowledge or published record as the valid basis. Many of the books cut, reorganize, and paste what has already been written. Other books describe innovative ways enterprises are coping with contrived business methods. These approaches prevent new breakthroughs and can, at best, produce some incremental improvement.

Conventional 20th century business methods do not organize and manage the business

The problem is that conventional business organization and management methods do not organize and manage the business. Instead we contrived business methods to organize and manage people, departments, functions, activities, duties, positions, tasks, and numerous other entities. Each business method defines these entities in its own way. Each method is laid over the business obscuring the actual business and compounding the problems of business change. The many different business methods describe the company with different entities and definitions creating information complexity and proliferation of information systems.

The organization structure is laid over the business. The business changes, while the organization structure remains rigid, building pressure for reorganization and upheaval. Other business methods and structures are laid over the organization structure. The actual business lies hidden under a proliferation of methods.

We need one right way to organize and manage the business

We need to step back and take a completely new look at the basics of our company business and build the one right method to organize and manage the business. Conventional business organization and management methods manage contrived entities, but fail to specifically define the business and manage specific business entities.

The business definition is investments in capital as solutions of worth utilized for costs and effectiveness of performance to produce value and quality in results. Conventional business management methods do not identify and manage the three entities that define the business and must be managed:

1. Results: Specific economic outputs of value and quality produced at any level from business performance
2. Capital: Specific invested capital available as solutions to be utilized in business performance
3. Performance: Utilization of a specific solutions of worth to incur costs to produce specific results

These three entities are used in Result-performance Management (R-pM) to organize the company. Any other entities used must be defined in terms of results produced, capital investments as solutions, and performance in solutions utilized to produce results.
The business organization changes naturally as results are added, changed, or deactivated. The business organization changes with each new capital investment to implement solutions or to discontinue old solutions. Human capital personnel and capabilities are deployed as solutions where they have the capability to manage and produce results. Other capital is deployed as well as specific solutions to be utilized in performance to produce a result. The business organization changes with each redeployment of a solution to be utilized in performance to produce a result.

R-pM is the new breakthrough needed to organize the business

R-pM is a new breakthrough that defines the results that enterprise management wants to produce and adds and deletes results as needed. R-pM defines the capital utilized as solutions in performance, to show how costs are incurred. R-pM deploys solutions to be utilized in performance to the results to be produced to show total performance costs against the result value created.
Once the organization is simplified, R-pM manages the enterprise in three dimensions for ongoing advantage

1. Result: Manage economic output to reach revenue goals
2. Performance: Manage invested capital in performance to reach profit-margin goals
3. Management: Manage operation and development goals by time period for return and strategic value

R-pM develops new capital solutions over time to create value in new results. R-pM governs the company business performance over time to create strategic value.

R-pM is one simple integrated business method for 21st century management

R-pM removes conventional business complexity and provides one simple integrated business method that eliminates re-organizations, intangible assets, misalignments, ad-hoc development, change management, and unknown costs. R-pM enables strategic value creation, result value-quality chains, transparent governance, innovation technology management, beneficial development, cost and value accounting, result-performance optimization, business collaboration, consulting professionalism, solution-sharing, and many other advantages prevented by 20th century business methods.
When we employ R-pM, we have the one fundamental right business method to organize and manage any enterprise for 21st century management, and leave all the obsolete wrong business methods and unsolvable 20th century problems behind.

Take Your Business Brand At Top With Trade Promotion Management

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Today, staying the same in high struggle marketplace for initial business is not an easy. Owning a firm has always worried about management and trading system. It has several significant issues like execution & management, formulating appropriate business map and budget plan. These are the universal problems that every business man often occurs. It is more significant to make good management plan for proper and smooth business run. It is great compulsory for every firm to have some great tools like advertisement promotion to take the business, brand and its product at the top. These systems are important for the success of any business, brand and its products.

These days, many firms are using one or more applications in managing their compound business promotion activity with the improvement and inspired of technology. This management is referred as trade Promotion management. Nowadays, many firms offer quality management application to ease business promotion that would be giving successful result. With the help of professional adviser this department maintains projected budgeting and gives flexible and great solutions according to your business need. Only a good management can help to improve business promotion performance with the help of well approach, technology and process. To stay remain in this cut-throat competition; it is necessary for every organization have to make good business management strategy.

Based on changing business need and analysis, trade management system offered you to crate great promotion graph for improving your business, brand and its products. There are several things to manage in right method to take your business at the top. This management system gives you importance and good result with good choice. It plays an important role to increase growth and the level of earning of organization. For achieving more return on your brand and products you should make sure advanced with the growing technology. Nowadays, several organizations offer you great quality of promotional services. You should make sure before appointing a business promotion organization its services, confidentiality, reliability and security.

These days, several web-based techniques with ERP solutions available that help you to improve and enhance your trade efficiency as your business need. Trade management system is a great application that helps you to use your skill and fund in proper approach. Your business may ruin if you do not have correct and on time information about the running market. Your business brand may spoil, if you do not have correct and on time information. A professional management team helps you to make great decision and supports your business promotion. Nowadays, no any business owner wish to spoil their business, all small organizations as well as big firms are using management software system to take their business, products and brand at the top level.

Trends In Management Consulting The Rise Of Internal Management Consulting Group

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At first glance, this topic may not look like anything new to you; nor to me. After all, it is a routine fact that today hire many corporations hire business consultants all the time. Im guessing, as we speak someone out there has hired a consultant for an outside perspective of a specific business matter.

Over the years, an endless number of companies have outsourced this task to specialists. But in recent times, an important change in the industry has been the spin-off or separation of the consulting units of large diversified firms. Although an initially expensive proposition, the long term benefits of setting up such a group eventually out-weighs the cost. These corporations have set up their own internal consulting groups, hiring internal management consultants either from within the corporation or from external firms employees. Many corporations have internal groups of as many as 25 to 30 full-time consultants catering to functional areas such as organizational development, process management, information technology, design services, training, and development.

But before a corporation steps into the task of creating its own internal management consulting group, they need to be conscious of and consistent with how this internal cost is accounted for on both a project and organizational level. At the end of the day, it needs to be cost effectiveness as well as provide significant value to the organizations operations. On one hand, these internal groups are capable of evaluating the engagement on projects in sync with the corporations strategic and tactical objectives. Besides the low degree of dichotomy in terms of priorities (They put the company objectives first) and less ramp up time on a project due to its familiarity with the corporation, internal consulting groups also ensure that vital corporate information is not leaked out and is kept private. Moreover, the time and material cost of internal consultants is significantly less than external consultants operating in the same capacity. But the crucial difference lies in the fact that, unlike external consultants, the job of the internal management consulting team does not end with the mere presentation of the business solution. They are equally are involved in the monitoring and implementation of their recommendations.

However, there is always a flip side to everything good. The most important limitation of internal management consulting groups lies in the fact that they fail to bring the objectivity factor to the table s well as the best practices from other corporations like an external consultant can. Moreover though, it is often difficult to accurately measure the true costs and benefits of an internal consulting group. Last but not least, these groups pose an obstacle to the Human Resource department as well as the level of compensation in the consulting industry is high, it becomes difficult to attract good talent.