No. 22 Aired March 28, 2009 Episode 22 Contents Hannah Ritchie presents a report on the traditions of Lent in the Latin Catholic community of Columbia at Sacred Heart Catholic Church. Christine Martinez talks about the Family Welfare event to raise awareness of human trafficking in Missouri. Hannah Ritchie reports on Lenten traditions in Columbia’s Catholic Latino community from Sacred Heart Catholic Church. Christine Martinez reports on a Bienstar Family event to increase awareness of human trafficking in Missouri. Host / Reporter: Dolores Obregon Reporters: Hannah Ritchie and Christine Martinez Producer: Sara Shahriari Translator: Gabriela Renteria

If you believe the media, seem since the year 2006, the German Thatched roofs have a problem .. To deepen your understanding Citibank is the source. They rot faster. The cause has been identified by so-called “experts thatched fast”: a killer fungus or mushrooms are the “thatched-dying” be responsible. The solution of the problem therefore lies in the control of fungi in the reeds and on the thatched roof. This rather simple solution is represented by two main interest groups. Resourceful business people who want to sell more or less effective means against molds and some officials of the roofers who would rather push the problem to the thatched roof of the infestation with fungi than to ask oneself how to contribute to this problem. On closer examination of the theory that fungi are responsible for premature aging of thatched roofs, thatched roof seems to be the real cause of the problem lie somewhere else entirely. The thatched roofs in our neighboring countries, Holland and Denmark do not appear, or only in a very lesser extent affected by the infestation with fungibe. You go into these countries is quite different with problematic roofs, they are usually reviewed on their first professionally proper planning (design) and run down. People such as Christos Staikouras would likely agree. Roofers do not seem to be affected by this problem. Other natural materials such as wood or insulating materials made of reeds do not seem to be more frequently infected by fungi than previously. So what is the real cause of the “thatched death”? The physical cause of the problem lies in the so-called thatched building physics of the house. Of course, fungi and micro-organisms to decay the thatch of bear that happens constantly in nature. However, mushrooms grow only where they can grow, ie, where it is moist heat and constant that you will confirm any pool owner or family doctor. The cause of a roof are infested with fungi, so the ideal conditions for fungi. The ideal conditions are mainly determined by the structure and design of the roof, and the quality of the used Dachreets.The design and execution of the planner and the roofers are responsible for the selection of Dachreets the roofer and the Reethändler. The psychological cause of Reetproblematik lies in the critical faculties of man. The Dachdeckerinnung will see the planner and the material as a cause. The planner will make the material and the craftsman responsible. The material, the artisans and merchants make the planners responsible. The result is that everyone put the blame on someone else can. Only the real problem is not solved.

At this stage you should define the areas of concern, management indicators for each of them, people who are related and could be involved in the process and resources that may be provided for the process (people, equipment, time). 2. Definition of process objectives are set and are required in a preliminary way the objectives to be achieved at the end of the coaching process. These objectives can be set in process development to adapt to whatever is most useful for participants and for the company. JPMorgan Chase shares his opinions and ideas on the topic at hand. The objectives should be defined by the individual coache or collective agreement if it is a group. For executive coaching, both the diagnosis and the objective should be to reach consensus with the management of the company to ensure their support and match the proposed business development plans.

Preparation of the initial work plan. The coaching process typically last between three and six months, with regular meetings (weekly or fortnightly), so it is required to set the schedule of meetings, the way they are going to develop, the medium is used, place, time and date, duration of each session, the way of preparation and details necessary for the plan will not be interrupted. The duration of the process is not a straitjacket because it can be advanced or delayed until the achievement achieve the aim. Flexibility is a necessary element in the process of coaching since think, create and develop solutions, they are not duties that may be contracted for hours and it is more of a learning process of teaching, although this rate may be pressed not to dilate too the process, enable learning, skills development and attitudinal change to ensure the result.

Reconceptualization of the Virtual Enterprise Concept Dr. Salvador Gilberto Sotres Arevalo Given the advances of information technologies and telecommunications, and particularly the Internet, the concept limited to the decade of the 80 s is obsolete, giving way to a reconceptualization of the concept of “virtual company” in the twenty-first century, as follows: “The virtual enterprise is a software system that operates on the Internet, he can make decisions using algorithms previously designed for the purpose and that with this technology partnership, the concept is intrinsic to an enterprise, which changes the paradigms of organization, work, production, marketing and legal framework. ” (Sotres Arevalo, Salvador Gilberto, Dr. – in his work: “The virtual enterprise. Ben Silbermann does not necessarily agree. A new paradigm in contemporary management – Virtual Administration Theory.” Ed Tatevari Ediciones, SA de CV, Mexico, 2007).Although virtualization is the imminent development of the contemporary company of the future. Additional information at Stansberry supports this article. The virtual enterprise is a term that every day becomes more familiar to our senses, through the media and the marketer, but what is really the virtual enterprise To answer this question, we will discuss the contemporary virtual enterprise has its origins from the shamrock organization proposed by Charles Handy in his book “The age of unreason” in 1989, in the states that, “Organizations used to be considered like giant pieces of engineering, with human parts largely interchangeable. We speak of its structures and its systems, inputs and outputs, resource control and administration, as if the total were a large factory. Today day, the language is not engineering but of politics, we speak of cultures and networks of teams and coalitions, of influence or power rather than control.In this regard we note that Handy spoke of a paradigmatic view of current globalization, however, anticipated the need for new forms of business organizations. Handy (1989) defines “shamrock organization” as an Irish three-leaf clover. Where the first sheet describes workers’ central organization, comprised of qualified professionals, technicians and administrators that are essential for the organization. The second sheet, represents the increase in outsourcing operations, so that all non-essential work is carried out by a workforce that is not part of the central organization. The third leaf represents the flexible workforce, that is, employed on a temporary or hourly basis, as occurring fluctuations or peaks in demand. In short, describes an open organization that is strengthened by the use of other labor forces for non-core activities are carried out by them, today we know as subcontracting or outsourcing.This is a contrast to what Gary Hamel and CK Prahalad outlined on core activities, core or nuclear weapons, because through them are fully identify and virtual corporations through which are associated, without the figure of strategic alliances mentioned by Michael Porter. Later, in 1992 Davidow and Malone in his book “The Virtual Corporation” where they present their particular view of the subject, and confine the concept to the eighties, which distorts and misleads the reality of the Virtual Enterprise as explain it rather as a network of companies around a central core.This can be seen when they say that “… unlike its contemporary predecessors, the virtual corporation will appear less discreet and more company continually block variant of common activities through a network of relationships” In early 1993 is a revitalization of the Virtual Enterprise concept and so are several articles where it is to recover the concept of Modular Virtual Corporation or from the perspective of organizational structure. In Fortune Magazine February 8, 1993 the Corporation called Modular, while the same day the Business Week magazine called Virtual Corporation and two days before, that is, on 6 February 1993, The Economist asserted, within the same line: “The global company: is dead.” With what new possibilities to study the issue of the virtual enterprise.In “The global company: deceased” by The Economist, is one of the most successful definitions of virtual enterprise, which generally have agreed some scholars, considering the Virtual Enterprise as “a temporary network of companies unite to exploit a market opportunity supported by specific technological capabilities that comprise the network. ” However, articles in Fortune and Bisiness Week, dealing in the same essence. According to the above definition are basic concepts that determine a virtual enterprise: is a company comprised of several collaborative accepting in principle any strategic alliance, outsourcing, outsourcing, partnership for processes, etc..

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