Taste Android 4.1 Jelly Bean for Samsung Galaxy S3 i9300 [Installation Guide]

The XDA developers have claimed success porting an AOSP ROM, dubbed LiquidSmooth ROM for the S3 model number i9300. Available key features include faster and more responsive User Interface (UI), customisable center clock, improved battery icons, native overclocking/undervolting performance and more. The LiquidSmooth ROM is in the early stages of its development and some features, like the camera and Google Now, have been reported as not functioning.

Check out the steps to install LiquidSmooth Jelly Bean ROM for the international version of the Samsung Galaxy S3. IBTimes UK warns users the ROM is compatible only with the international version and not any other variants. In addition, we recommend users back-up all important data and settings. ? ??

Android 4.1 Android Jelly Bean with Liquidsmooth ROM ported to Samsung Galaxy S3.

Steps to Install Android 4.1 LiquidSmooth ROM for Samsung Galaxy S3

• Install ClockWorkMod (CWM) recovery and download LiquidSmooth ROM and copy downloaded files to device's SD card
• Boot Galaxy S3 into CWM recovery (turn off device and simultaneously press Volume Up, Home and Power buttons and wait for device to boot into CWM recovery and select the "recovery" option)
• Back-up current ROM (navigate to Back-Up and Restore and select Back-up). Return to main menu after back-up
• Select Wipe Data / Factory Reset and confirm data wipe
• Navigate to SD card with downloaded ROM and select to start installation
• Upon completion, reboot device into LiquidSmooth ROM

Congratulations... your Samsung Galaxy S3 now runs Android 4.1 LiquidSmooth ROM.

To contact the editor, e-mail:

Source: http://au.ibtimes.com/articles/368096/20120730/samsung-galaxy-s3-i9300-android41-jellybean.htm

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Senate report calls for congressional action on for-profit colleges

(Reuters) - U.S. for-profit colleges care more about how much they earn than about their students and need more rules to govern them, according to a U.S. Senate report published on Sunday.

The report blamed colleges, such as Apollo Group's University of Phoenix and Washington Post's Kaplan, for their poor quality of education and wasting billions of dollars of taxpayers' money.

The report - which concludes a two-year long investigation led by Tom Harkin, chairman of the Senate Health, Education, Labor and Pensions Committee - mostly reiterated earlier findings, but called for Congress to take legislative action to control the industry.

"The available evidence shows that many for-profit colleges make decisions that prioritize their bottom line, even when those decisions limit their students' opportunities for academic success," the report said.

For-profit colleges, which received $32 billion in federal aid in 2009-10 to fund student loans, frequently misuse government funds, attract students through deceptive advertising, and burden students with debt without providing them with good job prospects, investigations have revealed.

CONGRESS ACTION

The report, titled 'For profit higher education: the failure to safeguard the federal investment and ensure student success,' blamed Congress for not doing enough to make for-profits accountable for taxpayer money.

"Congress has failed to adjust the unique legislative framework that governs this sector of higher education to ensure that the demands of shareholders and investors do not overrun those of taxpayers and students," it said.

The report called for significant policy changes to govern the sector, which it said were necessary to fill capacity gaps in the U.S. education system.

It said Congress needs to examine placing more rigorous performance-based limitations on access to federal funds and should prevent colleges from spending the funds on marketing.

The report also suggested that colleges should be required to provide a minimum standard of student services, including tutoring, remediation, financial aid, and career counseling and job placement.

BMO Capital Markets analyst Jeff Silber said while the proposals could pass the Senate, it may prove difficult to get them passed through the Republican-controlled House of Representatives.

The U.S. Department of Education had introduced rules last year to improve the quality of these colleges, but some of these were struck down by the courts.

The new rules introduced last year prompted a sharp fall in profits and student enrollments at most for-profit colleges.

(Reporting by A. Ananthalakshmi in Bangalore; Editing by Supriya Kurane)

Source: http://news.yahoo.com/senate-report-calls-congressional-action-profit-colleges-140145464--sector.html

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XTRASports1360: RT @CBSSportsNFLSD: #Chargers Sports Squawk Sunday with Doug Young and Dan McLellan live at 9 am on @xtrasports1360

Sorry, Readability was unable to parse this page for content.

Source: http://twitter.com/XTRASports1360/statuses/229607037309440000

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Foot Health Comfort Shoes | All About Health

The pedicure is a complex process that most people can probably deal with in their daily lives. The number of people who have a wide range of foot problems in the United States and around the world ?live with? is simply amazing. The zoo is true for the types of foot injuries and illnesses should be enough to scare people straight, but generally not.

Everything from step-parents, skin athlete?s foot, dry, and actual physical pain and cuts to the beginning of a serious foot problems, the people who have difficulty walking or amputation can leave worse. The methods for maintaining healthy feet are not very difficult, but can be hard to do with the consideration of all the figurative and literal execution around the modern man. Having said that keeping the toenails cut and maintained, and his feet in the shoes of fine comfort sole and companies can make a big difference.

As with most of it comes to health biggest thing and most important thing you do to keep your feet healthy is, each and everyone as they arise, deal. If you feel overwhelmed by the shoes begin immediately when investing in an extra wide shoes. If you find the soles are unlikely to come their way in orthopedic shoes. Although there are always bubbles and ulcers on the feet, which should immediately be brought before the attention of a podiatrist authorized person.

A podiatrist provides a wide range of guidelines to manage as best suited to their feet and the best types of footwear and foot care, invest in it with a little care, you can make your feet healthy and above all, their level of High comfort for decades, but only the slightest slip, take the opposite approach. Keep your feet clean and dry the shoes can help the development of athlete?s foot like athlete?s foot. A stone can help to control dry skin.

In all, there is a growing focus on foot health worldwide. As people live longer and more time on their feet more and more by the ravages of time taxed. It is in many ways more important than ever to make things comfortable and healthy in all parts of the body. Time is not kind to the human form and the longer you allow yourself the right to all the best to work in the long run.

Source: http://polstina-preklady.com/2012/07/foot-health-comfort-shoes/

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Surgical patient safety program lowers SSIs by one-third following colorectal operations

Public release date: 30-Jul-2012
[ | E-mail | Share ]

Contact: Sally Garneski
pressinquiry@facs.org
312-202-5409
American College of Surgeons

Study reports that a combined approach reduces surgical site infection rates in a high-risk patient population

Chicago(July 30, 2012): A surgical patient safety program that combines three componentsaccurate outcome measurement, support of hospital leadership, and engaged frontline providersreduces surgical site infections (SSIs) by 33 percent in patients who undergo colorectal procedures, according to a new study published in the August issue of the Journal of the American College of Surgeons.

SSIs are the most common complication for this high-risk population, occurring in 15 to 30 percent of patients after colorectal operations, according to the study authors. "Colorectal surgical site infections have been tough to prevent. This is a first step to understanding a strategy for prevention. Wound infections are an important risk factor for hospital readmission, increased length-of-stay, and reoperations," said lead study author Elizabeth Wick, MD, FACS, a colorectal surgeon at The Johns Hopkins Hospital, and assistant professor of surgery at Johns Hopkins School of Medicine, Baltimore.

The Johns Hopkins Hospital participates in the American College of Surgeons National Surgical Quality Improvement Program (ACS NSQIP). ACS NSQIP is the leading nationally validated, risk-adjusted, outcomes-based program to measure and improve the quality of surgical care in private sector hospitals. While participating in a pilot program of ACS NSQIP called "Procedure Targeted Module," which monitored outcomes in all patients undergoing colorectal surgery," the colorectal operating team at Johns Hopkins discovered that they had a very high colorectal wound infection rate, approximately 30 percent.

To address the problem, Dr. Wick and her colleagues decided to apply the comprehensive unit-based safety program, known as CUSP, to colorectal wound infections. The five-step quality improvement strategy was designed to bring about patient safety improvements through an interdisciplinary team approach focusing on frontline providers with the goal of changing the unit's workplace culture.

"The CUSP program is unique because it focuses on the frontline providersthe nurses and the medical techs taking care of the patients day to dayand it gives them the power to identify and fix defects in the operating room. A key component of the program is a hospital executive is part of the team to help overcome barriers and reiterate the importance of the work," Dr. Wick said.

For the study, the CUSP team identified four defects in their surgical care: antibiotic selection and dosing, skin preparation, maintenance of normal body temperature, and intra-operative sterile technique. All defects surfaced from querying frontline providers.

Further, to evaluate the association between the CUSP intervention and postoperative SSIs, the researchers studied patients undergoing colorectal operations over a two-year period. They used one year of pre- and post-CUSP intervention SSI rates from the ACS Procedure Targeted Module, which collects outcomes data on high-risk procedures such as colectomies (surgical excision of the colon) and proctectomies (surgical excision of the rectum).

The study included 278 colorectal surgery patients in the 12-month preintervention period and 324 patients in the 12-month postintervention period. Patient risk factors were similar in both groups. In one year, researchers found that the overall SSI rate fell from 27.3 percent to 18.2 percent, a notable reduction of 33 percent in this high-risk patient population.

"Changes evolved over one year it was not a bundle, it didn't happen all at once. Therefore, it's hard to figure out what specifically led to our wound infection reduction. But interestingly, as soon as we got this team together and engaged, our wound infection rate dropped," Dr. Wick observed. Based upon the post-CUSP implementation SSI rate, the study authors estimate that 28 infections were prevented during the study period, and that the CUSP intervention resulted in a cost savings of up to a $280,000 at the institution in one year.

"This project would not have been possible without ACS NSQIP. It gives feedback, which motivated the team to realize that this was a correctable problem and that played a role in improving patient outcomes," Dr. Wick said. "We had a clear metric and reliable data, which allowed for tangible improvements in patient safety."

The study authors speculate that widespread application of the CUSP intervention may reduce the number of SSIs by 170,000 per year, saving up to $170 million each year.

Based on these results and the successful implementation of CUSP to reduce healthcare associ-ated infections in the OR, the researchers currently have Agency for Healthcare Research and Quality funding to reduce SSIs, and other major surgical complications, through a national implementation of a surgical-based CUSP program.

"This work is extremely important because it demonstrates it is possible to engage a team of frontline providers to solve a very difficult and common problem in surgery," said Clifford Y. Ko, MD, FACS, Director, Division of Research and Optimal Patient Care, American College of Surgeons. "The CUSP technique has achieved extremely noteworthy results in and out of surgeryboth in improving clinical issues as well as culture. We are very excited to be involved in this partnership with the John Hopkins group to advance surgical care and outcomes."

###

About the American College of Surgeons

The American College of Surgeons is a scientific and educational organization of surgeons that was founded in 1913 to raise the standards of surgical practice and to improve the care of the surgical patient. The College is dedicated to the ethical and competent practice of surgery. Its achievements have significantly influenced the course of scientific surgery in America and have established it as an important advocate for all surgical patients. The College has more than 78,000 members and is the largest organization of surgeons in the world. For more information, visit www.facs.org (.)

---

[ | E-mail | Share ]

?

AAAS and EurekAlert! are not responsible for the accuracy of news releases posted to EurekAlert! by contributing institutions or for the use of any information through the EurekAlert! system.

Public release date: 30-Jul-2012
[ | E-mail | Share ]

Contact: Sally Garneski
pressinquiry@facs.org
312-202-5409
American College of Surgeons

Study reports that a combined approach reduces surgical site infection rates in a high-risk patient population

Chicago(July 30, 2012): A surgical patient safety program that combines three componentsaccurate outcome measurement, support of hospital leadership, and engaged frontline providersreduces surgical site infections (SSIs) by 33 percent in patients who undergo colorectal procedures, according to a new study published in the August issue of the Journal of the American College of Surgeons.

SSIs are the most common complication for this high-risk population, occurring in 15 to 30 percent of patients after colorectal operations, according to the study authors. "Colorectal surgical site infections have been tough to prevent. This is a first step to understanding a strategy for prevention. Wound infections are an important risk factor for hospital readmission, increased length-of-stay, and reoperations," said lead study author Elizabeth Wick, MD, FACS, a colorectal surgeon at The Johns Hopkins Hospital, and assistant professor of surgery at Johns Hopkins School of Medicine, Baltimore.

The Johns Hopkins Hospital participates in the American College of Surgeons National Surgical Quality Improvement Program (ACS NSQIP). ACS NSQIP is the leading nationally validated, risk-adjusted, outcomes-based program to measure and improve the quality of surgical care in private sector hospitals. While participating in a pilot program of ACS NSQIP called "Procedure Targeted Module," which monitored outcomes in all patients undergoing colorectal surgery," the colorectal operating team at Johns Hopkins discovered that they had a very high colorectal wound infection rate, approximately 30 percent.

To address the problem, Dr. Wick and her colleagues decided to apply the comprehensive unit-based safety program, known as CUSP, to colorectal wound infections. The five-step quality improvement strategy was designed to bring about patient safety improvements through an interdisciplinary team approach focusing on frontline providers with the goal of changing the unit's workplace culture.

"The CUSP program is unique because it focuses on the frontline providersthe nurses and the medical techs taking care of the patients day to dayand it gives them the power to identify and fix defects in the operating room. A key component of the program is a hospital executive is part of the team to help overcome barriers and reiterate the importance of the work," Dr. Wick said.

For the study, the CUSP team identified four defects in their surgical care: antibiotic selection and dosing, skin preparation, maintenance of normal body temperature, and intra-operative sterile technique. All defects surfaced from querying frontline providers.

Further, to evaluate the association between the CUSP intervention and postoperative SSIs, the researchers studied patients undergoing colorectal operations over a two-year period. They used one year of pre- and post-CUSP intervention SSI rates from the ACS Procedure Targeted Module, which collects outcomes data on high-risk procedures such as colectomies (surgical excision of the colon) and proctectomies (surgical excision of the rectum).

The study included 278 colorectal surgery patients in the 12-month preintervention period and 324 patients in the 12-month postintervention period. Patient risk factors were similar in both groups. In one year, researchers found that the overall SSI rate fell from 27.3 percent to 18.2 percent, a notable reduction of 33 percent in this high-risk patient population.

"Changes evolved over one year it was not a bundle, it didn't happen all at once. Therefore, it's hard to figure out what specifically led to our wound infection reduction. But interestingly, as soon as we got this team together and engaged, our wound infection rate dropped," Dr. Wick observed. Based upon the post-CUSP implementation SSI rate, the study authors estimate that 28 infections were prevented during the study period, and that the CUSP intervention resulted in a cost savings of up to a $280,000 at the institution in one year.

"This project would not have been possible without ACS NSQIP. It gives feedback, which motivated the team to realize that this was a correctable problem and that played a role in improving patient outcomes," Dr. Wick said. "We had a clear metric and reliable data, which allowed for tangible improvements in patient safety."

The study authors speculate that widespread application of the CUSP intervention may reduce the number of SSIs by 170,000 per year, saving up to $170 million each year.

Based on these results and the successful implementation of CUSP to reduce healthcare associ-ated infections in the OR, the researchers currently have Agency for Healthcare Research and Quality funding to reduce SSIs, and other major surgical complications, through a national implementation of a surgical-based CUSP program.

"This work is extremely important because it demonstrates it is possible to engage a team of frontline providers to solve a very difficult and common problem in surgery," said Clifford Y. Ko, MD, FACS, Director, Division of Research and Optimal Patient Care, American College of Surgeons. "The CUSP technique has achieved extremely noteworthy results in and out of surgeryboth in improving clinical issues as well as culture. We are very excited to be involved in this partnership with the John Hopkins group to advance surgical care and outcomes."

###

About the American College of Surgeons

The American College of Surgeons is a scientific and educational organization of surgeons that was founded in 1913 to raise the standards of surgical practice and to improve the care of the surgical patient. The College is dedicated to the ethical and competent practice of surgery. Its achievements have significantly influenced the course of scientific surgery in America and have established it as an important advocate for all surgical patients. The College has more than 78,000 members and is the largest organization of surgeons in the world. For more information, visit www.facs.org (.)

---

[ | E-mail | Share ]

?

AAAS and EurekAlert! are not responsible for the accuracy of news releases posted to EurekAlert! by contributing institutions or for the use of any information through the EurekAlert! system.

Source: http://www.eurekalert.org/pub_releases/2012-07/acos-sps072612.php

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Penn State adequately covered for lawsuits, president says

WASHINGTON (AP) -- Penn State is adequately covered to handle lawsuits stemming from the sexual abuse scandal that has enveloped the campus, its president said, repeating that the university hopes to settle many of them ''as quickly as possible'' even though its insurer has sought to limit claims.

Rodney Erickson told CBS's ''Face the Nation'' program in an interview taped for broadcast Sunday that the university has general liability coverage like any institution of its size.

''We believe that we are adequately covered,'' he said in a clip posted Saturday on the program's website.

''In addition to that, we hope to be able to settle as many of these cases as quickly as possible,'' Erickson said. ''We don't want to, if at all possible, drag victims through another round of court cases and litigation. If we can come to an agreement with them, with their attorneys, we believe that would be the best possible outcome in this whole very, very difficult, tragic situation.''

Retired assistant football coach Jerry Sandusky was convicted last month of abusing 10 boys over 15 years in one of the worst scandals in sports history.

Penn State's general liability insurer sought last week to deny or limit coverage for Sandusky-related claims. Pennsylvania Manufacturers' Association Insurance argued that Penn State withheld key information needed to assess risk.

In a memo filed in court in Philadelphia, the company argued that Penn State failed to disclose that it had information about Sandusky that ''was material to the insurable risk assumed by PMA.'' The company, which has long insured the university, also argued that its policies after March 1, 1992, were amended to exclude ''abuse or molestation'' and that coverage for such behavior is excluded as a matter of public policy in Pennsylvania.

On Thursday, attorneys announced that a man has come forward to say that he was the one that prosecutors say Sandusky assaulted in the school's football locker room showers. The identity of that boy has been one of the biggest mysteries of the case, and the handling of that accusation against Sandusky cost veteran coach Joe Paterno his job and brought accusations of a cover-up by high-level university officials, two of whom await trial on charges of perjury and failure to report suspected child abuse.

Another accuser has filed paperwork indicating an additional complaint is in the works, while other lawyers also have indicated they represent men with potential claims.

In June, after Sandusky was convicted of 45 sex abuse counts, the university said it hoped to quickly compensate victims and would reach out to their lawyers. Penn State spokesman Dave La Torre declined to comment on anything related to the victims and any settlement discussions.

Erickson said in a Washington Post op-ed on Saturday that he didn't suggest NCAA sanctions imposed Monday - a $60 million fine, a four-year bowl game ban, reduced football scholarships and the forfeiture of 112 wins - and didn't take the repercussions lightly, but the actions were preferable to ''the alternative'' - a multiyear ban on football.''

Such a ban, he wrote, ''would have been far more detrimental to the healing process of our students and alumni.''

Erickson said many feel it is unfair that students, faculty, staff and alumni ''who had no involvement, or even knowledge of who Jerry Sandusky was, now share in the responsibility of leaders who failed.''

''I think, however, that acceptance of this responsibility will be essential to our ability to lay a new foundation and integral to the long-term character of our institution,'' he said. ''In the face of this adversity, I am proud of the many students, faculty and alumni who have banded together with grace, humility and determination.

---

Online:

http://www.cbsnews.com/video/watch/?id=7416380n

Source: http://news.yahoo.com/penn-st-president-school-covered-170038554--spt.html

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Arsene Wenger says no signings imminent

Manager Arsene Wenger on Saturday denied speculation that Arsenal were about to buy Spanish winger Santi Cazorla, saying the club were "not close to signing anybody".

Speaking in Hong Kong where the north London club are on the final leg of their pre-season tour of Asia, Wenger dismissed recent rumours that the Gunners had agreed terms with the highly rated Malaga player.

"At the moment we're are not close to signing anybody," Wenger told reporters in the southern Chinese city a day before his side were due to take on local outfit Kitchee.

"And when we do we will inform you," he added.

The Arsenal boss has already brought in German striker Lukas Podolski and French forward Olivier Giroud this summer with reports suggesting that a fee of around 16 million pounds had been agreed with Malaga for their 27-year-old star playmaker.

Wenger expressed his admiration for the player during a press conference in Beijing earlier this week but his comments Saturday suggested a deal now looks far from complete.

The news will disappoint Arsenal supporters who are keen to see the squad strengthened, especially while the future of club captain Robin van Persie remains in doubt.

Van Persie, 28, won both the Players' and Football Writers' Player of the Year awards last season, but stunned fans when he declared after Euro 2012 that he wanted to leave because he felt the club's ambitions did not match his own.

A visibly irritated Wenger, who has been asked repeatedly about Van Persie during the Asia tour, refused to be drawn Saturday on whether the Dutchman would still be at the club come the start of the season.

"I can understand it interests journalists but I have nothing special to say about him and the day we have to say some something, don't worry, we will come out and inform you," he said.

"All the rest is only speculation and makes maybe good newspaper articles but it doesn't help us much to play football."

The Arsenal manager, however, hinted that he was thinking about life after the Dutch striker, who has refused a new contract offer, saying that there were always young players who could follow in Van Persie's footsteps.

"Van Persie was behind Thierry Henry when he started to play and people said to me, 'You have Thierry Henry but you play Van Persie but he's not good enough.'

"Today he is the name but behind (Van Persie) there will be somebody who will make a name."

Arsenal play Kitchee at the 40,000 capacity Hong Kong Stadium on Sunday. Kick-off is at 5:00pm (1000 GMT).

It will be the north London club's third and final game of their tour of Asia.

On Tuesday they defeated Malaysia XI, a select squad of Malaysian League players, 2-1 in Kuala Lumpur. Friday saw them lose 2-0 to Manchester City at Beijing's Bird Nest stadium.

Source: http://news.yahoo.com/arsene-wenger-says-no-signings-imminent-070945865--sow.html

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Swimming robot to help future Olympians

13 hrs.

John Roach

Japanese researchers are building a human-like robotic swimmer that could help athletes swim faster, or at least wear speedier swimsuits.

Among other things, the Swumanoid will give researchers insight into the propulsive force created by a swimmer?s hands, which is difficult to gauge with sensors on an actual human, Motomu Nakashima from the Tokyo Institute of Technology told the video news website Diginfo TV.?

The robot is modeled after a competitive swimmer, built to half scale. Waterproof motors reproduce swimming motions. It currently swims about three times slower than the?current 100-meter freestyle record-holder,?Brazilian Cesar Cielo.?

Nakashima said the robot will find use in sports research. It might also serve as a rescue robot. Given other developments on the robot lifeguard front, it?s beginning to look like a favorite summer job is about to be automated.

--Via Diginfo TV?

John Roach is a contributing writer for NBC News Digital. To learn more about him, check out his website. For more of our Future of Technology series, watch the featured video below.

Source: http://www.futureoftech.msnbc.msn.com/technology/futureoftech/swumanoid-robot-help-future-olympians-go-gold-913877

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Glasgow Rangers move to fourth tier approved

Associated Press Sports

updated 6:39 p.m. ET July 27, 2012

GLASGOW, Scotland (AP) - Glasgow Rangers will begin next season in the fourth tier, Scotland's lowest professional league, after the move was approved by the country's soccer authorities on Friday.

The Scottish Football League announced that agreement had been reached following weeks of discussions to allow a reformed Rangers conditional membership in the Scottish Football Association.

Rangers, Scottish champion a record 54 times, were put in bankruptcy protection because of tax debts exceeding $30 million. The team is now set to visit grounds with seats for just a few hundred fans next season.

Americans Carlos Bocanegra, Maurice Edu and Alejandro Bedoya are on Rangers but may leave.

? 2012 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.

advertisement

More newsCarl Court / AFP - Getty Images

Terry not off hook in racism case

PST: The British courts have had their say on the alleged John Terry ugliness, but now England?s FA will have something more to say about it.

Source: http://nbcsports.msnbc.com/id/48362063/ns/sports-soccer/

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Nothing Like Dance to Make YOu Happy | BodiMojo Teen Health ...

July 28th, 2012 by BodiMojo Staff ? No Comments

Dance like no one is watching.

Really, give it a try. There?s nothing like letting it loose to your favorite music. It?s National Dance Day today, July 28th. (Who knew? We just found out.) And while many of us may be catching replays of the awesome Olympic Games in London, we challenge you to dance like there?s no tomorrow.

At least for 3 minutes.

..by yourself, with a friend, with your Wii set.

Then tell us what it felt like @bodimojo

P.S.?The United States Postal Service is offering tribute to four influential choreographers ? Isadora Duncan, Jos? Lim?n, Katherine Dunham, and Bob Fosse ? with Innovative Choreographers stamps. How cool is that?

?

More Info About National Dance Day

?

Similarly Awesome Articles:

1. One Teen Tells Why She Loves Dance, Dance, Dance
2. Dance, Dance: My Workout Revolution
3. Best Bones Forever! Presenting The Let?s Dance Contest Featuring Savvy
4. From Dance Dance Revolution to an Exercise Revolution
5. Building Teen Confidence ? Fake It ?Til You Make It

Source: http://www.bodimojo.com/blog/nothing-like-dance-to-make-you-happy/

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Starwood Reports Second Quarter 2012 Results | Timeshare News ...

STAMFORD, CT (July 27, 2012) ? Starwood Hotels & Resorts Worldwide, Inc. (NYSE: HOT) has reported second quarter 2012 financial results.

Second Quarter 2012 Highlights

• Excluding special items, EPS from continuing operations was $0.70, including income from the St. Regis Bal Harbour residential project. Including special items, EPS from continuing operations was $0.66.
• Adjusted EBITDA was $323 million, which included $35 million of EBITDA from the St. Regis Bal Harbour residential project, up 23.3% compared to 2011.
• Excluding special items, income from continuing operations was $138 million, including income from the St. Regis Bal Harbour residential project. Including special items, income from continuing operations was $129 million.
• Worldwide Systemwide REVPAR for Same-Store Hotels increased 6.9% in constant dollars (4.2% in actual dollars) compared to 2011. Systemwide REVPAR for Same-Store Hotels in North America increased 7.3% in constant dollars (6.8% in actual dollars).
• Management fees, franchise fees and other income increased 10.4% compared to 2011.
• Worldwide Same-Store Company-Operated gross operating profit margins increased approximately 150 basis points compared to 2011.
• Worldwide REVPAR for Starwood branded Same-Store Owned Hotels increased 3.1% in constant dollars (decreased 0.4% in actual dollars) compared to 2011.
• Margins at Starwood branded Same-Store Owned Hotels Worldwide increased approximately 140 basis points compared to 2011.
• Earnings from Starwood?s vacation ownership and residential business increased approximately $41 million compared to 2011, including $35 million of earnings from the St. Regis Bal Harbour residential project.
• During the quarter, the Company signed 34 hotel management and franchise contracts, representing approximately 8,300 rooms, and opened 14 hotels and resorts with approximately 2,700 rooms.

Second Quarter 2012 Earnings Summary

Starwood Hotels & Resorts Worldwide, Inc. (?Starwood? or the ?Company?) has reported EPS from continuing operations for the second quarter of 2012 of $0.66 compared to $0.77 in the second quarter of 2011. Excluding special items, EPS from continuing operations was $0.70 for the second quarter of 2012, including income from The St. Regis Bal Harbour Resort residential project (?Bal Harbour?), compared to $0.50 in the second quarter of 2011. Special items in the second quarter of 2012, which totaled a charge of $9 million (after-tax), primarily related to costs associated with the early extinguishment of debt. Special items in the second quarter of 2011, which totaled a benefit of $53 million (after-tax), primarily related to a tax benefit associated with the sale of two wholly-owned hotels. Excluding special items, the effective income tax rate in the second quarter of 2012 was 31.5%, including the tax effects associated with income from Bal Harbour, compared to 25.4% in the second quarter of 2011.

Income from continuing operations was $129 million in the second quarter of 2012, compared to $150 million in the second quarter of 2011. Excluding special items, income from continuing operations was $138 million in the second quarter of 2012, including income from Bal Harbour, compared to $97 million in the second quarter of 2011.

Net income was $122 million and $0.62 per share in the second quarter of 2012, compared to $131 million and $0.68 per share in the second quarter of 2011.

Frits van Paasschen, CEO, said, ?We kept up our momentum in the second quarter, despite a choppy global economy. Our REVPAR grew 6.9%, with occupancy over a healthy 71%. Despite the uncertain global environment, we expect the trends we saw in our business for the past quarter to continue through the second half of the year.?

?Our approach to an uncertain global marketplace is to be both smart and bold. What we mean by ?smart? is having a business model, balance sheet, and cost structure that can weather economic turbulence. At the same time, we are being bold in our efforts to grow our footprint in the right way, and to invest in building guest loyalty to gain more than our fair share of business.?

Six Months Ended June 30, 2012 Earnings Summary

Income from continuing operations was $258 million in the six months ended June 30, 2012 compared to $179 million in the same period in 2011. Excluding special items, income from continuing operations was $262 million in the six months ended June 30, 2012, including income from Bal Harbour, compared to $155 million in the same period in 2011.

Net income was $250 million and $1.27 per share in the six months ended June 30, 2012 compared to $159 million and $0.82 per share in the same period in 2011.

Adjusted EBITDA was $620 million in the six months ended June 30, 2012 compared to $470 million in the same period in 2011.

Second Quarter 2012 Operating Results

Management and Franchise Revenues

Worldwide Systemwide REVPAR for Same-Store Hotels increased 6.9% in constant dollars (4.2% in actual dollars) compared to the second quarter of 2011. International Systemwide REVPAR for Same-Store Hotels increased 6.3% in constant dollars (0.9% in actual dollars).

Changes in REVPAR for Worldwide Systemwide Same-Store Hotels by region:

		REVPAR
Region		Constant Dollars					Actual Dollars
North America		7.3	%				6.8	%
Europe		2.3	%				(8.0	)%
Asia Pacific		9.3	%				7.2	%
Africa and the Middle East		11.2	%				8.5	%
Latin America		6.1	%				6.1	%

Increases in REVPAR for Worldwide Systemwide Same-Store Hotels by brand:

		REVPAR
Brand		Constant Dollars					Actual Dollars
St. Regis/Luxury Collection		4.5	%				(0.5	)%
W Hotels		8.8	%				7.3	%
Westin		7.5	%				5.2	%
Sheraton		6.3	%				4.4	%
Le M?ridien		6.9	%				0.8	%
Four Points by Sheraton		7.0	%				5.3	%
Aloft		9.7	%				8.7	%

Worldwide Same-Store Company-Operated gross operating profit margins increased approximately 150 basis points compared to 2011. International gross operating profit margins for Same-Store Company-Operated properties increased 160 basis points. North American Same-Store Company-Operated gross operating profit margins increased approximately 150 basis points, driven by REVPAR increases and cost controls.

Management fees, franchise fees and other income were $222 million, up $21 million, or 10.4% compared to the second quarter of 2011. Management fees increased 13.5% to $126 million and franchise fees increased 6.1% to $52 million. Year-over-year base management fee and franchise fee comparisons were impacted by the conversion of some franchise agreements to management contracts in Germany.

Development

During the second quarter of 2012, the Company signed 34 hotel management and franchise contracts, representing approximately 8,300 rooms, of which 30 are new builds and four are conversions from other brands. At June 30, 2012, the Company had approximately 365 hotels in the active pipeline representing approximately 95,000 rooms.

During the second quarter of 2012, 14 new hotels and resorts (representing approximately 2,700 rooms) entered the system, including The St. Regis Doha (Qatar, 336 rooms), The Westin Xiamen (China, 304 rooms), The Sheraton Madrid Mirasierra Hotel & Spa (Spain, 182 rooms), Four Points by Sheraton Perth (Australia, 277 rooms), and Aloft, Ontario (Canada, 131 rooms). Five properties (representing approximately 1,000 rooms) were removed from the system during the quarter.

Owned, Leased and Consolidated Joint Venture Hotels

Worldwide REVPAR at Starwood branded Same-Store Owned Hotels increased 3.1% in constant dollars (decreased 0.4% in actual dollars) when compared to 2011. REVPAR at Starwood branded Same-Store Owned Hotels in North America increased 1.1% in constant dollars (decreased 0.1% actual dollars). Excluding Canada, REVPAR at Starwood branded Same-Store Owned Hotels in North America increased approximately 4%. REVPAR at Canadian owned hotels decreased 6.5% in constant dollars as group business continues to be negatively impacted by the strong Canadian dollar. Internationally, Starwood branded Same-Store Owned Hotel REVPAR increased 5.3% in constant dollars (decreased 0.8% in actual dollars).

Revenues at Starwood branded Same-Store Owned Hotels Worldwide increased 2.0% in constant dollars (decreased 1.4% in actual dollars) while costs and expenses decreased 0.1% in constant dollars (3.3% in actual dollars) when compared to 2011. Margins at these hotels increased approximately 140 basis points.

Revenues at Starwood branded Same-Store Owned Hotels in North America decreased 0.7% while costs and expenses decreased 1.7% when compared to 2011. Margins at these hotels increased approximately 70 basis points.

Internationally, revenues at Starwood branded Same-Store Owned Hotels increased 3.6% in constant dollars (decreased 2.2% in actual dollars) while costs and expenses increased 0.5% in constant dollars (decreased 5.1% in actual dollars) when compared to 2011. Margins at these hotels increased approximately 220 basis points.

Revenues at owned, leased and consolidated joint venture hotels were $453 million, compared to $478 million in 2011. Expenses at owned, leased and consolidated joint venture hotels were $360 million compared to $381 million in 2011. Second quarter results were negatively impacted by five asset sales that took place since the second quarter of 2011.

Vacation Ownership

Total vacation ownership revenues increased 2.8% to $148 million in the second quarter of 2012 when compared to 2011, primarily due to the timing and recognition of deferred revenues and favorable trends with respect to default rates on notes receivable. Originated contract sales of vacation ownership intervals and numbers of contracts decreased 5.0% and 1.8%, respectively, primarily due to lower closing efficiency partially offset by increased tour flow. The average price per vacation ownership unit sold decreased 2.6% to approximately $14,400, driven by inventory mix.

Residential

The Company?s residential revenues were $168 million compared to $2 million in 2011. The Company realized residential revenues from Bal Harbour during the second quarter of 2012 of $167 million and generated EBITDA of $35 million. During the second quarter of 2012, the Company closed sales of 45 units and realized incremental cash proceeds of $148 million associated with these units. From project inception through June 30, 2012, the Company has closed contracts on approximately 60% of the total residential units.

Selling, General, Administrative and Other

Selling, general, administrative and other expenses decreased 2.3% to $86 million compared to $88 million in 2011, primarily due to changes in foreign exchange rates. The Company continues to target a 4% to 5% increase for the full year.

Capital

Gross capital spending during the quarter included approximately $22 million of maintenance capital and $70 million of development capital.

Share Repurchase

In the second quarter of 2012 and through July 25, the Company repurchased 2.84 million shares at a total cost of approximately $140.0 million. As of July 25, 2012, approximately $110.0 million remained available under the Company?s share repurchase authorization.

Balance Sheet

At June 30, 2012, the Company had gross debt of $1.652 billion, excluding $449 million of debt associated with securitized vacation ownership notes receivable. Additionally, the Company had cash and cash equivalents of $410 million (including $140 million of restricted cash), and net debt of $1.242 billion, compared to net debt of $1.383 billion as of March 31, 2012. Net debt at June 30, 2012, including debt and restricted cash ($18 million) associated with securitized vacation ownership notes receivables, was $1.673 billion.

At June 30, 2012, debt was approximately 88% fixed rate and 12% floating rate and its weighted average maturity was 4.4 years with a weighted average interest rate of 7.05%, excluding the securitized debt. The Company had cash (including current restricted cash) and availability under the domestic and international revolving credit facility of approximately $1.912 billion.

During the second quarter of 2012, the Company redeemed all $495 million of its 6.25% Senior Notes due February 2013. Redemption premiums and other costs associated with the redemption were approximately $15 million. Additionally, the Company prepaid a loan secured by one owned hotel of approximately $52 million.

Outlook

For the Full Year 2012:

• Including Bal Harbour, which is expected to contribute at least $120 million of EBITDA, adjusted EBITDA is expected to be approximately $1.190 billion to $1.210 billion.
• Excluding Bal Harbour, adjusted EBITDA is expected to be approximately $1.070 billion to $1.090 billion, assuming:
  • REVPAR increases at Same-Store Company-Operated Hotels Worldwide of 6% to 8% in constant dollars (approximately 300 basis points lower in dollars at current exchange rates).
  • REVPAR increases at branded Same-Store Owned Hotels Worldwide of 4% to 5% in constant dollars (approximately 300 basis points lower in dollars at current exchange rates).
  • Margins at branded Same-Store Owned Hotels Worldwide increase 100 to 150 basis points.
  • Management fees, franchise fees and other income increase approximately 9% to 11%.
  • Earnings from the Company?s vacation ownership and residential business of approximately $150 million to $155 million.
  • Selling, general and administrative expenses increase 4% to 5%.
• Full year outlook is negatively impacted by exchange rate shifts and weaker Owned hotel trends in Canada and Argentina
• Depreciation and amortization is expected to be approximately $285 million.
• Interest expense is expected to be approximately $192 million, excluding the $15 million of redemption premiums and other costs associated with the Senior Notes redemption in the second quarter of 2012.
• Including Bal Harbour, full year effective tax rate is expected to be approximately 31%, and cash taxes are expected to be approximately $100 million.
• Including Bal Harbour, EPS before special items is expected to be approximately $2.49 to $2.56.
• Full year capital expenditures (excluding vacation ownership and residential inventory) is expected to be approximately $200 million for maintenance, renovation and technology. In addition, in-flight investment projects and prior commitments for joint ventures and other investments are expected to total approximately $375 million.
• Vacation ownership (excluding Bal Harbour) is expected to generate approximately $150 million in positive cash flow. Bal Harbour is expected to generate at least $350 million in net cash flow.

For the three months ended September 30, 2012:

• Including Bal Harbour, which is expected to contribute at least $5 million of EBITDA, adjusted EBITDA is expected to be approximately $260 million to $270 million.
• Excluding Bal Harbour, adjusted EBITDA is expected to be approximately $255 million to $265 million, assuming:
  • REVPAR increases at Same-Store Company-Operated Hotels Worldwide of 6% to 8% in constant dollars (approximately 500 basis points lower in dollars at current exchange rates).
  • REVPAR increases at branded Same-Store Company Owned Hotels Worldwide of 4% to 5% in constant dollars (approximately 500 basis points lower in dollars at current exchange rates).
  • Management fees, franchise fees and other income increase approximately 9% to 11%.
  • Earnings from the Company?s vacation ownership and residential business are flat to up $5 million year over year.
• Third quarter outlook is negatively impacted by approximately $5 million due to exchange rate shifts and weaker Owned hotel trends in Canada and Argentina.
• Depreciation and amortization is expected to be approximately $71 million.
• Interest expense is expected to be approximately $45 million.
• Including Bal Harbour, income from continuing operations is expected to be approximately $99 million to $106 million, reflecting an effective tax rate of approximately 31%.
• Including Bal Harbour, EPS is expected to be approximately $0.50 to $0.54.

Special Items

The Company?s special items netted to a charge of $16 million ($9 million after-tax) in the second quarter of 2012 compared to a benefit of $2 million ($53 million after-tax) in the same period of 2011.

Starwood will be conducting a conference call to discuss the second quarter financial results at 10:30 a.m. EDT today at (866) 921-0636 with conference ID 86194681. The conference call will be available through a simultaneous webcast in the News & Events section of the Company?s website at?http://www.starwoodhotels.com/corporate/investor_relations.html. A replay of the conference call will also be available from 1:30 p.m. EDT today through Thursday, August 2, 2012 at 12:00 midnight EDT by telephone at (855) 859-2056 with conference ID 86194681. A webcast replay will be active beginning at 1:30 p.m. EDT today and will run for one year.

Definitions

All references to EPS, unless otherwise noted, reflect earnings per diluted share from continuing operations attributable to Starwood?s common stockholders. All references to continuing operations, discontinued operations and net income reflect amounts attributable to Starwood?s common stockholders (i.e. excluding amounts attributable to noncontrolling interests). All references to ?net capital expenditures? mean gross capital expenditures for timeshare and fractional inventory net of cost of sales. EBITDA represents net income before interest expense, taxes, depreciation and amortization. The Company believes that EBITDA is a useful measure of the Company?s operating performance due to the significance of the Company?s long-lived assets and level of indebtedness. EBITDA is a commonly used measure of performance in its industry which, when considered with GAAP measures, the Company believes gives a more complete understanding of the Company?s operating performance. It also facilitates comparisons between the Company and its competitors. The Company?s management has historically adjusted EBITDA (i.e., ?Adjusted EBITDA?) when evaluating operating performance for the Company, as well as for individual properties or groups of properties, because the Company believes that the inclusion or exclusion of certain recurring and non-recurring items, such as restructuring, goodwill impairment and other special charges and gains and losses on asset dispositions and impairments, is necessary to provide the most accurate measure of core operating results and as a means to evaluate comparative results. The Company?s management also uses Adjusted EBITDA as a measure in determining the value of acquisitions and dispositions and it is used in the annual budget process. The Company has historically reported this measure to its investors and believes that the continued inclusion of Adjusted EBITDA provides consistency in its financial reporting and enables investors to perform more meaningful comparisons of past, present and future operating results and provides a means to evaluate the results of its core on-going operations. EBITDA and Adjusted EBITDA are not intended to represent cash flow from operations as defined by GAAP and such metrics should not be considered as an alternative to net income, cash flow from operations or any other performance measure prescribed by GAAP. The Company?s calculation of EBITDA and Adjusted EBITDA may be different from the calculations used by other companies and, therefore, comparability may be limited.

All references to Same-Store Owned Hotels reflect the Company?s owned, leased and consolidated joint venture hotels, excluding condo hotels, hotels sold to date and hotels undergoing significant repositionings or for which comparable results are not available (i.e., hotels not owned during the entire periods presented or closed due to seasonality or natural disasters). References to Company-Operated Hotel metrics (e.g. REVPAR) reflect metrics for the Company?s owned, leased and managed hotels. References to Systemwide metrics (e.g. REVPAR) reflect metrics for the Company?s owned, managed and franchised hotels. REVPAR is defined as revenue per available room. ADR is defined as average daily rate.

All references to revenues in constant dollars represent revenues, excluding the impact of the movement of foreign exchange rates. The Company calculates revenues in constant dollars by calculating revenues for the current year using the prior year?s exchange rates. The Company uses this revenue measure to better understand the underlying results and trends of the business, excluding the impact of movements in foreign exchange rates.

All references to contract sales or originated sales reflect vacation ownership sales before revenue adjustments for percentage of completion accounting methodology. All references to earnings from vacation ownership and residential represents operating income before depreciation expense.

All references to management and franchise revenues represent base and incentive fees, franchise fees, amortization of deferred gains resulting from the sales of hotels subject to long-term management contracts and termination fees.

Starwood Hotels & Resorts Worldwide, Inc. is one of the leading hotel and leisure companies in the world with 1,112 properties in nearly 100 countries and 154,000 employees at its owned and managed properties. Starwood is a fully integrated owner, operator and franchisor of hotels, resorts and residences with the following internationally renowned brands: St. Regis^?, The Luxury Collection^?, W^?, Westin^?, Le M?ridien^?, Sheraton^?, Four Points^? by Sheraton, Aloft^?, and Element^SM. The Company boasts one of the industry?s leading loyalty programs, Starwood Preferred Guest (SPG), allowing members to earn and redeem points for room stays, room upgrades and flights, with no blackout dates. Starwood also owns Starwood Vacation Ownership, Inc., a premier provider of world-class vacation experiences through villa-style resorts and privileged access to Starwood brands. For more information, including reconciliations of non-GAAP financial measures to GAAP financial measures, please visit?www.starwoodhotels.com or contact Investor Relations at (203) 351-3500.

Note: This press release contains forward-looking statements within the meaning of federal securities regulations. Forward-looking statements are not guarantees of future performance and involve risks and uncertainties and other factors that may cause actual results to differ materially from those anticipated at the time the forward-looking statements are made. Further results, performance and achievements may be affected by general economic conditions including the impact of war and terrorist activity, natural disasters, business and financing conditions (including the condition of credit markets in the U.S. and internationally), foreign exchange fluctuations, cyclicality of the real estate (including residential) and the hotel and vacation ownership businesses, operating risks associated with the hotel, vacation ownership and residential businesses, relationships with associates and labor unions, customers and property owners, the impact of the internet reservation channels, our reliance on technology, domestic and international political and geopolitical conditions, competition, governmental and regulatory actions (including the impact of changes in U.S. and foreign tax laws and their interpretation), travelers? fears of exposure to contagious diseases, risk associated with the level of our indebtedness, risk associated with potential acquisitions and dispositions and the introduction of new brand concepts and other risks and uncertainties. These risks and uncertainties are presented in detail in our filings with the Securities and Exchange Commission. Future vacation ownership units indicated in this press release include planned units on land owned by the Company or by joint ventures in which the Company has an interest that have received all major governmental land use approvals for the development of vacation ownership resorts. There can also be no assurance that such units will in fact be developed and, if developed, the time period of such development (which may be more than several years in the future). Some of the projects may require additional third-party approvals or permits for development and build out and may also be subject to legal challenges as well as a commitment of capital by the Company. The actual number of units to be constructed may be significantly lower than the number of future units indicated. There can also be no assurance that agreements will be entered into for the hotels in the Company?s pipeline and, if entered into, the timing of any agreement and the opening of the related hotel. Although we believe the expectations reflected in forward-looking statements are based upon reasonable assumptions, we can give no assurance that our expectations will be attained or that results will not materially differ. We undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events or otherwise.

Related Posts

1. Wyndham Worldwide Reports Second Quarter 2012 Earnings
2. Interval Leisure Group Reports First Quarter 2012 Results
3. Marriott Vacations Worldwide Reports First Quarter 2012 Financial Results
4. Starwood Reports First Quarter 2012 Results
5. Wyndham Worldwide Reports First Quarter 2012 Results

Source: http://www.insidethegate.com/2012/07/starwood-reports-second-quarter-2012-results/

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Why China is founding a new city on a coral reef

The new city of?Sansha lies on tiny coral reefs in the?Paracel Islands, one of the many disputed specks of land in the South China Sea.?

By Ralph Jennings,?Correspondent / July 25, 2012

In this photo taken on Saturday, July 21, Chinese people chat in front of an administration office building for the Xisha, Nansha, Zhongsha islands on Yongxing Island, the government seat of Sansha City off the south China's Hainan province. China has rolled out the red carpet for its newest city, on a small, remote island in the South China Sea that is also claimed by Vietnam.

AP

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Official Chinese media just announced the founding of a city that spans a series of tiny coral reefs, some often submerged. Chinese leaders can?t quite replicate the glass towers of Shanghai or the city walls of Beijing there. But that?s not the point.

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China?s establishment of Sansha City in the disputed, resource-rich South China Sea shows the nation?s commitment to edge out five other claimants to most or all of the ocean area in a tense sovereignty dispute and keep the United States at bay ? all without using military force.

Its city springs from the coral at a tense juncture in the stubborn 30-year-old sovereignty dispute over the sea as oil drilling takes off and China and the Philippines warily back away from this April?s standoff at Scarborough Shoal near Luzon Island.

The other claimant governments have little choice but to accept the not-so-hidden meaning behind Sansha. The city sits on Yongxing, one of the disputed Paracel Islands. China says the city government will oversee administration of the land and water of three archipelagos within the 200-some contested atolls in the wider South China Sea. That means, other countries keep out.?

The city approved by Beijing in June has a mayor and a municipal people?s congress, the official Xinhua News Agency said in a report on Tuesday. Yongxing already supports a Chinese military and civilian airport. A garrison under the People?s Liberation Army will police the new city.

But China christened the city not to start a fight, just to let the other countries know to respect its claims to the ocean packed with fish, privy to half the world?s commercial shipping traffic and home to vast undersea oil reserves. China looks to those resources as its economy grows and its 1.35 billion people get wealthier.

?Beijing?s strategy is to do more, say less,? says Raymond Wu, managing director of Taipei-based political risk consultancy e-telligence. ?But it wants to send a number of messages. It wants to build the city to assert that it holds the rights to those islands.?

Other claimant countries, already miffed that Beijing declined to sign a South China Sea code of conduct at the East Asia Summit in Cambodia earlier this month, may follow China?s lead by raising their own actual presence in the 3.5 million square-kilometer (1.4 million square-mile) sea area.

Taiwan, for example, is studying plans to add military in the Dongsha Islands, which are not disputed but put the often quiet claimant closer to the fire. The more stuff at sea, the higher the risk of a hostile collision between claimants.

China?s rivals to sovereignty over the sea are Brunei, Malaysia, Taiwan, Vietnam, and the Philippines. Vietnam and China were party to the two worst clashes to date, in 1976 and 1988.

China?s new city also elbows aside US Secretary of State Hillary Clinton, who has irked China this month by urging it to get along better with smaller claimants. The United States, though on the other side of the world, uses the sea for ship traffic and doesn?t want China, the world?s rising superpower, to get too tight of a grip. China, naturally, wants its rival superpower out of the region.

Sansha?s newly appointed Mayor Xiao Jie calls his mission ?a challenge and test for me.? That would be putting it mildly.

Source: http://rss.csmonitor.com/~r/csmonitor/globalnews/~3/8DLJ4mXPhxY/Why-China-is-founding-a-new-city-on-a-coral-reef

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Dissertation Thesis: Dissertation on Communication

It is often said that we are living in the age of information or ?Information Age,? as it is usually called.? In fact, this is true indeed, moreover, this truth seems to be blatantly obvious. By just looking around we see that the communication and information technologies spread through our homes, our workplaces, our schools and kindergartens, even our own bodies. An average modern person has a similarly easy access to a cell-phone, a regular phone, a radio and/or (almost certainly and) television, and the Internet. These vast communications networks have in fact become as ever-present as to be almost too small to see. Now we do not even take time to think of how they work, how they got here, and who took part in creating them.

We can write a custom dissertation on Communication for you!

As we can see, presently the face-to-face discussion almost completely ?fell by the wayside? and the personal touch in communication simply starts to disappear. At the same time, the speed and volume of communication via e-mail, cell phones, voice mail and instant messaging increase rapidly.

According to the 2007 statistic, the top methods of communicating for most of the modern leaders are the e-mail, web conferencing and the phone. In spite of this fact, according to the survey carried out by NFI more than 67 percent of SEOs and managers say their organization would be much more productive if the staff communicated by personal discussion (Martin 2007). The efficacy and convenience of the modern communicational technologies cannot be underestimated. Still, nobody would deny the importance and value of the non-verbal factors that become visible only during the face to face communication. So the today?s leaders are placed before a question of what way to communicate in to achieve better results at lower costs.? In my essay I would like to deal with this complicated dilemma and see the pros and cons of the both communicational methods.

To begin with, I would like to say that the efficiency and effectiveness of modern communicational tools is obvious.? Computerized electronic telecommunications have created a global community within which people across the globe can share conversations, images, maps, graphics, and tours.

Today the decisions can be maid and the agreements can be signed by parties located on different ends of the world without leaving their offices. Moreover, the process of decision making has also became faster because of the instant access to databanks of information held in the immense computerized memory banks.? However, a disadvantage of the stated above may be that the managers and employees are simply not able to understand properly such vast pieces of information. As well as managers are unable to provide the feedback to the large amounts of information inputted.

One of the definite advantages of the modern technical communication methods is that they allowed less personable and extrovert people to feel less uncomfortable to communicate. It has been proven, that psychologically when people do not see the opponent and can not be seen it is much easier for them to express their ideas.? Furthermore, during the face to face relationship the question of unequal status persists, and people may be in fear to lose something because of sharing thoughts. Without a shadow of doubt, when facing each other the opponents may feel vulnerable, but communicating by means of the Internet, for example, removes this level of vulnerability while still allowing people to express themselves. The new communicational technologies have also increased opportunities for secluded and disabled people to have relationships, friendships and contact they would never otherwise have. The Internet eradicates the physical aspect of the relationships, which is often an obstacle for many disabled people.

The arguments stated above seem persuasive, however what should be remembered is that personal discussion is the base of communications and only by building this base the leader can achieve success with his team.? Having a personal connection builds trust and minimizes misinterpretation and misunderstanding. Also the new methods of communication decrease the responsibility for and even necessity of decision making. A lot of executives avoid face to face conversations because in them they feel forced to make decision, take responsibilities and state a strong opinion (Martin). The technical means of communication simply act in favor of those who refuse to be active and work through all the stages of a process with the staff members to achieve success.? Of course, it is not always easy to find time for personal discussion, nonetheless, in the long term it is purely necessary.

Nowadays, as they get more efficient at communicating electronically, managers and leaders tend to forget how much emotion is conveyed through the body language and voice tone. In fact, the non-verbal signs account for around 70-80% of the communication (Brockmann 1996). For example, when you say with words that you disagree with someone, the tone, the attitude, the smile, and the eye contact may at the same time be saying, that even though you disagree with a person on a particular matter you still respect and value him/her. But, it is impossible to show your inclination through an email, for example, when rebuking the employee.

Such a situation leaves managers and leaders in general at a very complicated state. From one point the technical communication is very convenient, while at the same time the advantages of face to face communicate are obvious. The key to this problem for leaders is to use the correct communication method at the right time (Larry 1998).? For example, when the joint efforts are needed there is no better method to communicate than going out there and speaking to the person or the team.? On the other hand, if a personal discussion is not an option, the telephone or Web conferencing may be an acceptable second choice. If the response is not of a great importance to the leader, he may use an e-mail, a text message and memos can be the best way to communicate. The electronic mail is great for setting up and confirming business meetings. A phone or a cell phone is very useful for quick conversations that require two-way communications. A memo should be the number one choice for long background pieces of communication. And, of course, the face to face meetings are always the best method when the reaching of consensus is desired (Martin 2007).

Without a shadow of doubt, the leaders and managers will achieve better results and save a considerable amount of time and money if they always use the right method to meet the particular communication objectives.

This is a small excerpt from dissertation on Communication topic. As free dissertation samples and dissertation proposal examples are plagiarized we recommend you not to use it in your own dissertation or thesis paper. Why not to get online dissertation writing help on Communication from professional dissertation writing company? Top-rated PhD academic writers will write a custom dissertation on any topic and discipline from scratch!

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Source: http://dissertationthesis.blogspot.com/2012/07/dissertation-on-communication.html

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Play2Fun.com ? Improve your business with social network ...

Technology has made great advancement in its field from past few decades. Internet technology is one such development in the field of technology which has changed the view of human mind. Internet has become necessary for the complete networking strategies of the people. Social networking is the latest updation in the internet world which has brought revolutionary change in the field of internet. Basically social networking on internet means where a person can interact to people across the whole world easily. There are many companies in the market which provide the services for Social Network Design.

With online social networking design, people can get chance to interface their business with help of social networking because it has caught the imagination of the people in a big way. People get chance to interface with many things and social networking sites are that places where people can put up all the information like dating, gossip, photography, politics, sports, games, hobbies, and so on. These companies work on Social Network Development and the best social networking site according to your need. These companies have professional website developers who are there for website development.

Social networking sites have built a global network for individuals and millions of people across the world that are using social networking websites frequently. People can also use this social networking websites for e-commerce purpose. These companies which conduct work for social networking sites provide many facilities for the users. These companies have team of professionals who provide following services of web development and providing one of the best, affordable, professional and within the time and budget solutions in Social Networking Applications development.

The team of social networking applications development is well qualified, imaginative and always tries to improve their skill. All these websites which are developed for social networking website will be consisted of invite friends, networking, events, classifieds, audio, video, music, group, reviews, featured lists, ads and many more. People will even get interface to best social network applications with Social Networking Website Design. These companies have team of professionals who are experienced and specialized in the field of social network design. All these services are provided at affordable rates and at competitive market prices.

Source: http://play2fun.com/?p=4911

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Manager Total Compensation - HigherEdJobs

Under the general direction of the Chief Human Resources Officer, this position is a strategic member of the Human Resource Management team
and responsible for the administration of all compensation and benefits functions for the University. Primary responsibilities include but
are not limited to compensation including executive compensation; organizational and job design; job evaluation; workforce planning;
benefits counseling and administration; tuition assistance program; and applicable HR systems. The position will also coordinate as
appropriate with University System Shared Services for various benefit, pension, and health services
programs.

Qualifications
Minimum Education Requirements Bachelor's Degree in Human Resources, Business, Public Administration or related field; five years of progressively responsible experience in managing compensation/classification and benefits programs.

Preferred Qualifications/Skills:
Master's Degree in Human Resources, Business, Public Administration or related field.

Prefer strong knowledge of University System of Georgia compensation/classification system and salary administration policies and procedures.

Responsibilities Summary
? Consults with the Chief Human Resources Officer (CHRO) and other members of management team on all matters related to compensation, organization, and job design and performance management matters. This includes coordinating salary plans, salary management, incentive and recognition/award programs, organization and workforce planning. Additionally, will provide leadership in developing and maintaining related University policies/procedures, including the design of creative solutions to issues in these areas.

? Monitors compensation practices to ensure compliance with Board of Region (BOR), University policies, Federal and State regulations and guidelines, and best practices. Notify line managers where practices are not compliant and may expose the institution to litigation, remediation and penalties, etc. Notify CHRO of all findings, remedial actions and status of external actions.

? Ensure appropriate job classification for staff positions. Develop, refine and manage job evaluation methods, criteria, standards and tools to facilitate consistency in classification decisions. Oversee and administer the staff salary plans and wage agreements, in coordination with the Payroll Office. Oversee participation in and utilization of compensation surveys to collect and analyze competitive salary information to determine the organization's competitive position.

? Coordinate with University payroll to ensure appropriate compensation and benefit adjustments are applied accurately and in a timely manner.

Benefits:
? Responsible for ensuring all benefit materials and processes are consistent and in compliance with Clayton State and University System of Georgia(USG) policy, federal, and state regulations. Notify CHRO and USG Shared Services Benefits section of known and suspected discrepancies as they become apparent.

? Monitors and coordinates the processing of benefits claims to ensure compliance with policy, contractual provisions, and relevant laws and regulations; provides individual benefits counseling to faculty and staff employees, as appropriate.

? Provides technical support to lower level benefits staff regarding the processing of benefits documentation to ensure compliance with policy, procedure, and regulatory requirements; provides input into design, implementation, and/or modification of documentation, as appropriate.

? Develop, maintain, and manage communication and work flows with interfacing departments such as payroll and accounts payable regarding benefits enrollment and premium collection functions.

? Manage tuition assistance program for all employees.

? Work with benefit representatives in ongoing reconciliation of premium discrepancies and to ensure benefit premium adjustments are handled in a timely manner.

? Provide employees and their dependents with accurate, current, and timely information regarding benefit options through individual counseling, group meetings, and dissemination of printed and electronic materials.

? In concert with benefits representatives and within HIPAA guidelines, coordinate as necessary with benefit consultant, insurance carriers and providers to troubleshoot and resolve employee claim issues in a timely manner.

? Manage coordination of benefits payments and related reconciliations with Financial Services staff; oversee resolution of discrepancies, corrections, arrears contributions, etc.

? Propose, plan and present benefit events such as benefit fairs and wellness fairs for all faculty and staff, including the development of content materials. Coordinate activities with broader campus events and health initiatives. May engage area health providers as sponsors and information resource services.

? Administers employee education benefits and ensures compliance with Clayton State and USG policy, federal, and state regulations.

General Administration:
? Serve as a subject matter expert, campus resource and/or active participate in workgroups and committees, particularly for systems related to compensation/classification, human resources data warehouse, and benefits on campus and system wide technology initiatives.

? May participate in the development and implementation of operating budgets, systems implementation and enhancements, and the integration of department procedures; participates in overall organizational decision making as a member of the management team.

? Hire, train and develop, assign work, and evaluate performance of professional staff in the Compensation and Benefits areas.

? Performs miscellaneous job-related duties as assigned.

Source: http://www.higheredjobs.com/details.cfm?JobCode=175652781

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