Poor Supervision Quotes

Well, Mr. Frankel, who started this program, began to suffer from the computer disease that anybody who works with computers now knows about. It's a very serious disease and it interferes completely with the work. The trouble with computers is you *play* with them. They are so wonderful. You have these switches - if it's an even number you do this, if it's an odd number you do that - and pretty soon you can do more and more elaborate things if you are clever enough, on one machine. After a while the whole system broke down. Frankel wasn't paying any attention; he wasn't supervising anybody. The system was going very, very slowly - while he was sitting in a room figuring out how to make one tabulator automatically print arc-tangent X, and then it would start and it would print columns and then bitsi, bitsi, bitsi, and calculate the arc-tangent automatically by integrating as it went along and make a whole table in one operation. Absolutely useless. We *had* tables of arc-tangents. But if you've ever worked with computers, you understand the disease - the *delight* in being able to see how much you can do. But he got the disease for the first time, the poor fellow who invented the thing.

Your inability to manage a company is not my problem.

poor supervision or inadequate job design, the ‘solution’ will be temporary as the new staff themselves will shortly need to be replaced. Thus

Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.

Ron Paul is crazy,” the guardians of respectable opinion assured us. What they really meant was that Ron Paul defied traditional political categories and advanced positions outside the Clinton-to-Romney continuum. People whose minds have been formed in ideological prison camps for 12 years have learned to confine themselves within an approved range of possibilities. Tax me 35 percent or tax me 40 percent, but don’t raise the possibility that taxation itself may be a moral issue rather than just a matter of numbers. Either bomb or starve that poor country, but don’t tell me there might be a third option. The Fed should loosen or the Fed should tighten, but don’t tell me our money supply doesn’t need to be supervised by a central planner. As always, confine yourself to the three square inches of intellectual terrain the New York Times has graciously allotted to you.

Poor black neighborhoods, in which poverty and its demographic correlates are highly concentrated, also lack the web of social networks that can supervise children after school, watch the street, and quickly seek help if it’s needed. Several statistical studies have found close links between violent crime and economic and racial inequality. Usually examining cities or states, these studies

When Gabriel was about Ivo's age," the duchess remarked almost dreamily, staring out at the plum-colored sky, "he found a pair of orphaned fox cubs in the woods, at a country manor we'd leased in Hampshire. Has he told you about that?" Pandora shook her head, her eyes wide. A reminiscent smile curved the duchess's full lips. "It was a pair of females, with big ears, and eyes like shiny black buttons. They made chirping sounds, like small birds. Their mother had been killed in a poacher's trap, so Gabriel wrapped the poor th-things in his coat and brought them home. They were too young to survive on their own. Naturally, he begged to be allowed to keep them. His father agreed to let him raise them under the gamekeeper's supervision, until they were old enough to return the f-forest. Gabriel spent weeks spoon-feeding them with a mixture of meat paste and milk. Later on, he taught them to stalk and catch prey in an outside pen." "How?" Pandora asked, fascinated. The older woman glanced at her with an unexpectedly mischievous grin. "He dragged dead mice through their pen on a string." "That's horrid," Pandora exclaimed, laughing. "It was," the duchess agreed with a chuckle. "Gabriel pretended not to mind, of course, but it was qu-quite disgusting. Still, the cubs had to learn." The duchess paused before continuing more thoughtfully. "I think for Gabriel, the most difficult part of raising them was having to keep his distance, no matter how he loved them. No p-petting or cuddling, or even giving them names. They couldn't lose their fear of humans, or they wouldn't survive. As the gamekeeper told him, he might as well murder them if he made them tame. It tortured Gabriel, he wanted to hold them so badly." "Poor boy." "Yes. But when Gabriel finally let them go, they scampered away and were able to live freely and hunt for themselves. It was a good lesson for him to learn." "What was the lesson?" Pandora asked soberly. "Not to love something he knew he would lose?" The duchess shook her head, her gaze warm and encouraging. "No, Pandora. He learned how to love them without changing them. To let them be what they were meant to be.

Thomas and his siblings constitute a natural experiment in the effects of such a caring, supervised, value-laden upbringing, compared with a more typical poor, fatherless childhood. It is the difference between freedom and victimhood.

He was disorganized, forgetful, perpetually dissolute, and famous for his tremendous benders. One year he missed fifty straight weekly meetings at the Office of Works. His supervision of the office was so poor that one man was discovered to have been on holiday for three years. When sober, however, he was much liked and widely praised for his charm, good nature, and architectural vision. A bust of him in the National Portrait Gallery in London shows him clean shaven (and indeed clean, a slightly unusual condition for him), with a very full head of hair and a face that seems curiously mournful or perhaps just slightly hungover. Despite

Your rival has ten weak points, whereas you have ten strong ones. Although his army is large, it is not irresistible. “Yuan Shao is too caught up in ceremony and show while you, on the other hand, are more practical. He is often antagonistic and tends to force things, whereas you are more conciliatory and try to guide things to their proper courses, giving you the advantage of popular support. His extravagance hinders his administrative ability while your better efficiency is a great contribution to the government, granting you the edge of a well-structured and stable administration. On the outside he is very kind and giving but on the inside he is grudging and suspicious. You are just the opposite, appearing very exacting but actually very understanding of your followers’ strengths and weaknesses. This grants you the benefit of tolerance. He lacks commitment where you are unfaltering in your decisions, promptly acting on your plans with full faith that they will succeed. This shows an advantage in strategy and decisiveness. He believes a man is only as good as his reputation, which contrasts with you, who looks beyond this to see what kind of person they really are. This demonstrates that you are a better judge of moral character. He only pays attention to those followers close to him, while your vision is all-encompassing. This shows your superior supervision. He is easily misled by poor advice, whereas you maintain sound judgment even if beset by evil council. This is a sign of your independence of thought. He does not always know what is right and wrong but you have an unwavering sense of justice. This shows how you excel in discipline. He has a massive army, but the men are poorly trained and not ready for war. Your army, though much smaller, is far superior and well provisioned, giving you the edge in planning and logistics, allowing you to execute effectively. With your ten superiorities you will have no difficulty in subduing Yuan Shao.

The aim of both little books, if you're interested," he said, " is supposedly to wake everybody up to the need and benefits of saying the Jesus Prayer incessantly. First under supervision of a qualified teacher - a sort of Christian guru - and then, after the person's mastered it to some extent, he's supposed to go on with it on his own. And the main idea is that it's not suppose to be just for pious bastards and breast-beaters. You can be busy robbing the goddam poor box, but you're to say the prayer while you rob it. Enlightenment's supposed to come with the prayer, not before it." Zooey frowned, but academically." The idea, really, is that sooner or later, completely on its own, the prayer moves from the lips and the head down to a center in the heart and becomes an automatic function in the person, right along with the heartbeat. And then, after a time, once the prayer is automatic in the heart, the person is supposed to enter into the so-called reality of things. The subject doesn't really come up in either of the books, but, in Eastern terms, there are seven subtle centers in the body, called chakras, and the one most closely connected with the heart is called anahata, which is supposed to be sensitive and powerful as hell, and when it's activated, it, in turn, activates another of these centers, between the eyebrows, called ajna - it's the pineal gland, really, or, rather, an aura around the pineal gland - and then, bingo, there's an opening of what mystics call the 'third eye'. It's nothing new, for God's sake. It didn't just start with the little pilgrim's crowd, I mean. In India, for God knows how many centuries, it's been known as japam. Japam is just the repetition of any of the human names of God. Or the names of his incarnations his avatars, if you want to get technical. The idea being that if you call out the name long enough and regularly enough and literally from the heart, sooner or later you'll get an answer. Not exactly an answer. A response.

I have a good friend, let’s call him Slim Berriss, who’s devised a schedule for himself that combines practical microdosing and pre-planned 1- to 2-day treks into deeper territory. For him, this blend provides a structured approach for increasing everyday well-being, developing empathy, and intensively exploring the “other.” Here is what it looks like: Microdosing of ibogaine hydrochloride twice weekly, on Mondays and Fridays. The dosage is 4 mg, or roughly 1/200 or less of the full ceremonial dosage at Slim’s bodyweight of 80 kg. He dislikes LSD and finds psilocybin in mushrooms hard to dose accurately. Woe unto he who “microdoses” and gets hit like a freight train while checking in luggage at an airport (poor Slim). The encapsulated ibogaine was gifted to him to solve this problem. Moderate dosing of psilocybin (2.2 to 3.5 g), as ground mushrooms in chocolate, once every 6 to 8 weeks. His highly individual experience falls somewhere in the 150 to 200 mcg description of LSD by Jim later in this piece. Slim is supervised by an experienced sitter. Higher-dose ayahuasca once every 3 to 6 months for 2 consecutive nights. The effects could be compared (though very different experiences) to 500+ mcg of LSD. Slim is supervised by 1 to 2 experienced sitters in a close-knit group of 4 to 6 people maximum. NOTE: In the 4 weeks prior to these sessions, he does not consume any ibogaine or psilocybin.

If anything, the LAPD had long and famously been guilty of overreaction, as they had shown, for example, during the infamous 1988 raid on two small, adjacent apartment buildings on South Central’s Dalton Avenue. There, eighty LAPD officers had stormed the buildings looking for drugs on a bullshit tip. After handcuffing the terrorized residents—including small children and their grandparents—they then spent the next several hours tearing all the toilets from the floors; smashing in walls, stairwells, bedroom sets, and televisions with sledgehammers; slashing open furniture; and then sending it all crashing through windows into the front yard and arresting anyone who happened by to watch. As they were leaving, the officers spray-painted a large board located down the street with some graffiti. “LAPD Rules,” read one message; “Rolling 30s Die” read another. So completely uninhabitable were the apartments rendered that the Red Cross had to provide the occupants with temporary shelter, as if some kind of natural disaster had occurred. No gang members lived there, no charges were ever filed. In the end, the city paid $3.8 million to the victims of the destruction. A report later written by LAPD assistant chief Robert Vernon called it “a poorly planned and executed field operation [that] involved . . . an improperly focused and supervised aggressive attitude of police officers, supervisors and managers toward being ‘at war’ with gang members.” The

A Chicago study of 20,000 infants, all from poor families, all under the supervision of local welfare clinics, revealed that at nine months of age the artificially fed infants were 50 times more likely to die than those who were still breastfeeding.

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

me into quite the chatterbox. There are a thousand things I wish to tell you. But where should I begin? Where should I stop? And yet I confess I find that a written letter is a poor substitute for being able to look into your eyes and listen while you talk in that lively and inimitable way you have. Please permit me to say that since we met, I have not stopped thinking of you. The evening we spent together, and then the walk we took through that incomparable landscape enchanted me. You, Ruth, enchanted me! I am a man of numbers, a sober-headed chief clerk, and yet I find myself asking Fate what it could mean that we met. I hardly dare hope that you might consider our meeting anything more than a commercial transaction. Though this, too, has its charm—it seldom happens that I find myself negotiating with such a charming partner. Mr. Woolworth, by the way, says that he found the way you did business very “American.” You may be assured that he means that as a compliment. As I sit in my office and look out the window, I see steamers setting out for the New World every day. In only a few weeks I, too, will set foot aboard one of these oceangoing giants to accompany your Christmas baubles—and the many other glasswares from your home village—to America. But before that time comes, I wish you to know that I am considering a visit to Sonneberg on the 29th of September. Given the quantity of goods that are to be transported to Hamburg on the 30th, it might be a good idea for me to supervise the loading and packing of these wares myself. Most respected Ruth, if you chose to come from Lauscha to Sonneberg, we could be certain that the wares are treated with the due respect. After all, glass is very fragile, is it not? I would be very pleased indeed to receive a few lines with your reply. I have already given you my address in Hamburg. You will also find it on the back of the envelope to this letter. With hopes of a positive reply, I remain, Yours sincerely, Steven Miles Lauscha, 9 September 1892   Dear Steven, Thank you for being so kind as to write. Your letter was delightful! (If one may say this sort of thing of a letter.) I would be very pleased if we could meet in Sonneberg on the 29th of September. Of course I plan to accompany our Christmas decorations—after all, I must make sure that they don’t end up in a ditch by the side of the road somewhere between Lauscha and Sonneberg!

Turning a losing trade into an “investment” is a common disease among small private traders, but some institutional traders also suffer from it. Disasters at banks and major financial firms occur when poorly supervised traders lose money in short-term trades and stick them into long-term accounts, hoping that time will bail them out

Harrington never worked in a place like this, a system where ‘underbudgeting’ is designed to arbitrarily keep costs down while acting as a defense against public attack. The city and state thus appear magnanimous, politicians fair-minded regulators of the public good . . . until the closed cases lead to starvation, child abuse and suicides at rates so great they arouse the public’s conscience. Then it all starts again— bigger budgets, closer supervision, more MSW programs . . . while the poor are blamed because according to our Puritan tradition of self-reliance those too weak or stupid to contribute get pushed aside, deserve not to survive

Conversely, he would tell us things like "If you see two black kids riding around on one bike, put your bike in the garage." This wasn't racism; it was experience. Those kids were coming from West Philly to steal bikes. The social factors that caused their behavior were irrelevant to a Depression baby. When you grow up getting an orange for Christmas, you're going to make sure the twenty-five-dollar bike you bought your kid doesn't get ripped off. Norman Lear might want us to take time to understand that those kids went to poorly funded schools and that their parents, while loving and dignified, were unable to supervise their children's behavior because they were both at work doing minimum-wage jobs, but by then our bikes would be gone.

Then comes the stiff, unnatural awkward mess of a supervised visit. Meaning that instead of a father and son spending some nice time doing something together, there’s always a third person right there to be sure I don’t rape the poor kid.

I was also really fortunate at Eton to have had a fantastic housemaster, and so much of people’s experience of Eton rests on whether they had a housemaster who rocked or bombed. I got lucky. The relationship with your housemaster is the equivalent to that with a headmasterat a smaller school. He is the one who supervises all you do, from games to your choice of General Certificate of Secondary Education (GCSE), and without doubt he is the teacher who gets to know you the best--the good and the bad. In short, they are the person who runs the show. Mr. Quibell was old-school and a real character--but two traits made him great: he was fair and he cared. And as a teenager those two qualities really matter to one’s self-esteem. But, boy, did he also get grief from us. Mr. Quibell disliked two things: pizzas and the town of Slough. Often, as a practical joke, we would order a load of Slough’s finest pizzas to be delivered to his private door; but never just one or two pizzas--I am talking thirty of them. As the delivery guy turned up we would all be hidden, peeping out of the windows, watching the look of both horror, then anger, as Mr. Quibell would send the poor delivery man packing, with firm instructions never to return. The joke worked twice, but soon the pizza company got savvy.

There Are Five Hallmark Symptoms of ADD Short attention span, for regular, routine, everyday tasks. People with ADD have a difficult time with boring tasks and need stimulation or excitement in order to stay engaged. Many people with ADD can pay attention just fine for things that are new, novel, interesting, highly stimulating, or frightening. Distractibility. People with ADD tend to notice more in their environment than others, which makes them easily distracted by outside stimuli, such as light, sounds, smells, certain tastes, or even the clothes they wear. Their keen sensitivity causes them to get easily off task. Disorganization. Most people with ADD tend to struggle with organization of time and space. They tend to be late and have trouble completing tasks on time. Many things get done at the last moment or even later. They also tend to struggle keeping their spaces tidy, especially their rooms, book bags, filing cabinets, drawers, closets, and paperwork. Procrastination. Tasks and duties get put off until the last moment. Things tend not to get done until there are deadlines or someone else is mad at them for not doing it. Poor internal supervision. Many people with ADD have issues with judgment and impulse control, and struggle not to say or do things without fully thinking them through. They also have a harder time learning from their mistakes.

I had observed similar problems in numerous poor performing high altitude workers I had supervised to the ill health that I displayed at age 48.

3.​A new general manager arrives at a manufacturing plant and finds that there are multiple layers of supervision and management between him and the hourly workers. Real-time updates take too long to move up or down the line and are often inaccurate. Decisions are delayed until, finally, someone acts. Then implementation slows as it filters down level by level. “Too many managers,” he announces. “We’re going to trim the workforce and flatten the pyramid.” Of the 30 managers and supervisors, 8 are close to retirement, so they are offered enhanced benefits to retire. Three others are poor performers and are laid off, and five more are “reassigned”—which means “demoted,” although no one will admit that. “There,” says the GM. “Now we’re trim and efficient.” But as months go by the results get worse and worse. People are dragging their feet. Rumors abound. The GM keeps talking about how much better the new structure is than the old, hoping that somehow he can convince people to make it work. In logical terms it is better, but he doesn’t realize that his words sound hollow to people who have lost their familiar turf, their sense of self-worth, and many of their good friends.

There is a group of core symptoms common to those who have ADD. These include short attention span for routine, everyday tasks, distractibility, organizational problems (for spaces and time), difficulty with follow-through, and poor internal supervision or judgment. These symptoms exist over a prolonged period of time and are present from an early age, although they may not be evident until a child is pushed to concentrate or to organize his or her life.

If in a province you see the poor oppressed, right and justice violated, do not be surprised. You will be told that officials are under the supervision of superiors, 8 who are supervised in turn; ·you will hear talk of "the common good" and "the service of the king.

Conversely, he would tell us things like “If you see two black kids riding around on one bike, put your bike in the garage.” This wasn’t racism; it was experience. Those kids were coming from West Philly to steal bikes. The social factors that caused their behavior were irrelevant to a Depression baby. When you grow up getting an orange for Christmas, you’re going to make sure the twenty-five-dollar bike you bought your kid doesn’t get ripped off. Norman Lear might want us to take time to understand that those kids went to poorly funded schools and that their parents, while loving and dignified, were unable to supervise their children’s behavior because they were both at work doing minimum-wage jobs, but by then our bikes would be gone.

Indeed, the excise tax system had very elaborate record keeping. Officers kept three different types of records, all of which were supposed to match one another, and any tampering with these records was a serious offense. This remarkable level of state supervision of society exceeds what the governments of most poor countries can achieve today, and this in 1710.