How to read ebooks on your China phone

Like me, you probably find it disturbing that most China phones have "ebooks" listed in their menus and yet no one knows how to use it. The only reason why the functionality is not being used is because no one really tells you how to.

After some researching I realized it is as simple saving txt format ebooks in your memory card and opening it using the menu. There is no installation required.

That may not sound exciting, but imagine this: you can actually paste any text to your PC's Notepad, save it, and wooollah, you now have a file that you can bring and read anywhere with your phone.

Reducing Overload Stress Workshop

When: May 6, 2011 (8:30am-5:30pm)
Where: Mandarin Oriental Hotel, Makati

STATUS: CONFIRMED
Available Seats: 9

Workshop Overview

In today's complex and fast-paced work environment, Supervisors are exposed to a constant barrage of pressure from top management, fellow Supervisors, Subordinates, customers, and suppliers. Indeed, medical research studies have shown that corporate executives including Supervisors are severely vulnerable to the damaging effects of unregulated and uncontrolled overload stress. Hence, Supervisors must have the skills set and the right attitude to achieve and maintain an optimal level of stress.

This workshop will develop a cohesive set of mental, behavioral, and psychomotor skills for the participants to reduce their work-related overload stress. Specifically, the participants will gain skills in detecting of the early warning symptoms of stress overload, classifying stress, defining the basic components of stress, isolating sources of the stressor, planning specific interventions to control stress, and monitoring the effectiveness of these interventions.

Target Participants

Key Supervisors

Instructional Methods

Lectures. Mental skills tests. Experiential activities.

Workshop Outline

I. Workshop Introduction

II. Reducing Overload Stress Framework
A. Definition
B. Key Principles
C. Short-Term And Long-Term Benefits
D. Job Performance-Stress Level Curve
1. Optimal
2. Under load
3. Overload
E. Overload Stress Reduction Process
1. Diagnosis
2. Intervention Planning
3. Implementation
F. Dangers of Mismanaged Stress

III. Diagnosis: Symptoms Identification
A. Symptoms Types
1. Physical Symptoms
2. Mental Symptoms
3. Emotional Symptoms
4. Behavioral Symptoms
B. Symptoms-Stress Zones Classification
1. Alarm Zone
2. Panic Zone
3. Burnout Zone
C. Symptoms Ranking
D. Symptoms Profile Worksheet

IV. Diagnosis: Stressors Identification
A. Stressors Identification
B. Preliminary Stressors Ranking
C. Stressors Profile Worksheet
D. Cause-Effect Analysis Worksheet
E. Final Stressors Ranking

V. Intervention Planning: Strategy Selection
A. Dismiss A Given Stressor
B. Compete With A Given Stressor
C. Resolve The Issue With A Given Stressor
D. Avoid A Given Stressor
E. Accept The Presence Of A Given Stressor
F. Stressor-Strategy Worksheet

VI. Intervention Planning: Techniques Selection
A. Physical Techniques
1. Sea Turtle Journey
2. Symphony Conductor
3. Free Body Movement
4. Mother Earth Connection
B. Mental Techniques
1. Guided Imagery
2. Passive Meditation
3. Dynamic Meditation
4. Personal Beliefs Modification
C. Emotional Techniques
1. Numerical Emotions
2. Forgiveness Journey
3. Personal Values Modification
4. Mascaras Modification
D. Social Networking Techniques
1. New Supportive Friends List Preparation
2. Toxic Friends Black List Preparation
3. Present Supportive Friends Maintenance
4. Dreams Exchange
E. Spiritual Techniques
1. Inner Child Journey
2. Spiritual Helpers Connection
3. Dream Symbols Meditation
4. Life/Map Interpretation

VII. Intervention Planning: Program Development
A. Proactive Work Day Plan
B. Proactive Weekend Plan
C. Techniques Sequencing Preference
D. Techniques Application Scheduling
E. Motivational Factors
F. Monitoring Results
G. Plan Modification Guidelines

VIII. Workshop Integration

Master Trainer

Norman Goss is the first and only recipient of the prestigious Washington SyCip Award from SGV & Co. in Applied Training Technology because of his exceptional competence in conducting information technology and management development courses in major countries across Asia. He has over 25 years experience in designing and conducting corporate training courses to more than 550 leading business organizations in the Philippines, Malaysia, Indonesia, Vietnam, Kuwait, and China.

Norman is the premier behavior-based corporate trainer in Asia whose landmark research in Filipino-based belief modification has made his training courses achieve measurable performance increase in the workplace. He completed his Top Management Program from the Asian Institute of Management and has served as a Faculty in various universities including the University of the Philippines and De La Salle University. In 1990 he served as the Executive Director of SGV-DDI, a firm associated with Development Dimensions International, Incorporated, the world’s leading provider of management leadership training solutions. He also served as Corporate Planning Manager, Southern Philippines Development Administration where he received Exemplary Service Award for his outstanding contribution in the preparation of a five-year strategic plan. He is a past president of the Philippine Society for Training and Development.

Norman is currently the Executive Vice President for Global Operations of HarryPound Consultants Inc.

Rates per participant:
P7, 500 + VAT starting March 22, 2011 and paid within the assigned due date
P8, 500 + VAT for on-site payments

FREE 1 SEAT for every 5 seats availed.
* Rate for five seats availed will be based on actual date of payment.
*10% discount no longer applicable.

Sales Planning and Forecasting Seminars

@ only P1, 499+VAT per seminar, per participant

RESERVE YOUR SEATS ONLINE! WWW.TRAININGFORLESS.PH

or WWW.TFLCONNECT.PH

Seminar #1: Sales Management Plan Development
Date & Time: May 5, 2011 (8:30am-12:30pm)
Venue: New Horizon Hotel, Mandaluyong CIty

Sales Management can be a complicated process with various tasks and responsibilities laid out for the sales leaders to accomplish. Without a solid plan to guide the efforts of both the leader and the sales team, it can be twice as difficult and stressful.

The bottom line of sales planning is to create a map of strategies and activities that would manage your resources and lead your salespeople to deliver the expected sales results. This program presents valuable planning tools and techniques for sales leaders by helping them:

1. Stop and think in order to reflect on the big picture of the sales environment that they compete in
2. Assess the internal and external challenges and risks that their sales team face in achieving their sales goals
3. Set a clear direction and definition of what they want to accomplish that guide their team's sales performance
4. Learn the basics of applying strategies and tactics to achieve their sales targets
5. Set a good example for their salespeople by creating plans that are both results and activity-oriented
6. Lighten their loads through the use of scenario and contingency planning

Sales Plans are the foundation of good sales initiatives. Effective Sales Planning in a dynamic and constantly changing sales environment is a must. It should be focused on the goal and not treated as a tedious obligation to show top management. Properly done and maximized for its full potential, sales plans will make the sales leaders more confident and determined to achieve their sales goals.

Module 1: Analyzing your Sales Challenges and Driving Forces

A. Planning your Sales Direction
1. The New Mindset on Planning
a. Assessing your Threats, Risks and Urgent Issues
1) Internal Issues
2) External Issues

b. Risk Management vs. Risk Control
c. Traditional Planning vs. Scenario Planning
d. Promoting Effective Participation: Creating a Sense of Ownership and Sense of Urgency in your Sales People

2. Sales Planning: Adapting a Proactive Approach
a. Sales Priorities and Schedules
b. Analyzing Sales Objectives
1) Company Objectives
2) Sales Manager's (OWN) Objectives
3) Salesperson's Objectives
4) Anticipating and Addressing the Issues in Meeting Objectives

B. Elements of Sales Planning
1. Situation Analysis
a. Market Conditions
b. Sales Team Conditions
c. Company Situation
d. Product or Service Situation

2. Sensitivity to Internal and External Forces
a. Internal Champions, Competitors and Blockers
b. Changes in the Competitive Situation
c. Changes in Existing Customers and New Prospects

3. Specifying Goals and Objectives
a. How to Set Motivating Goals for your Sales Team
b. Providing Salespeople the Ability to Negotiate Goals with you
c. Assigning Quotas, Territories and Accounts

4. Developing Action Steps with Timelines
5. Creating Contingency Plans
6. Communicating the Sales Plan
a. The 2-Way Communication System
b. Barriers to Communication
c. Elements of Effective Communication

7. Celebrating the Achievements and Correcting the Shortcomings

Module 2: Planning your Sales Management System

A. Planning your Sales Strategies and Tactics
1. Strategic Plans
a. Clarifying Vision, Mission and Objectives
b. Strategic Direction: Where to Compete

2. Tactical Plans
a. Translating Strategies into Tactical Plans
b. Tactical Direction: How to Compete

B. Elements of Sales Management Systems
1. Sales Management Areas to Systematize
a. Strategic Focus
b. Sales Performance Strengths and Weaknesses
c. Sales Challenges and Opportunities
d. Sales Capabilities and Resources

2. The Common Mistakes in Sales Management
a. Unfocused Sales Structure or System
b. Misdirected Feedforward and Feedback Systems
c. Deficient Training and Learning Opportunities
d. Mismanagement of Time and Resources

3. Specifying Key Activities based on Strategies and Tactics
a. Setting Performance Standards and Measures - Quotas, Targets, Sales Activities
b. Assigning Tasks and Responsibilities based on each Salesperson's capability to Deliver

4. Conducting Effective Sales Coordination Meetings

Seminar #2: Sales Forecast and Budget Development
Date & Time: May 5, 2011 (1:30pm-5:30pm)
Venue: New Horizon Hotel, Mandaluyong CIty

The most common way to forecast Sales is to compute future sales goals by using past results and adding a certain percentage increment.

However, it should be understood that this can be prone to various problems and concerns.
1. It can de-motivate salespeople especially if they feels the forecasts are too unrealistic
2. Assuming that sales performance should be better than last year without considering all other pertinent factors could lead to failed expectations
3. Pushing salespeople to achieve higher sales forecasts without giving them a chance to participate could lead to resistance and negative performance.

In the case of sales budgets, the primary issue is that even though the Sales Group is a supposed to be a profit center, it is also one of the biggest cost centers in a company. The concern of top management is that the return on every peso spent should be greater, especially in challenging business times. This puts the sales leaders in a dire situation. As sales targets increase, the sales budgets decrease.

The key point is to understand the ROI concept that although for salespeople the customer is king, on the side of the company, cash is king. The returns should be justified and substantial enough to sustain the company's growth and success in the marketplace.

This seminar focuses on the importance of pegging sales forecasts and developing sales budgets with an ROI mindset. Not only returns in terms financial investments but also in terms of time, effort and other investments that we make in each customer in our client base. This program presents key concepts and tools to help the participants realize the importance of cost vs. benefit in forecasting, spending their budgets or investing their time and effort.

The expected result is to develop a more holistic mindset in the participants as they carry out their forecasting and budgeting functions. This would not only benefit their sales teams and their companies, but most importantly their most valuable customers to strengthen the sales relationships that they build.

Module 1: Forecasting Sales and Budgeting your Resources

A. Addressing the Important Issue: Big Expense, Small Returns
1. Justifying Sales Costs and Sales Benefits
2. The Value of the "ROI" Mindset
3. Targeting your Sales Activities to get Tangible Results

B. The Need for Sales and Marketing Integration
1. Stop Playing the Blame Game
2. The Focused and Diffused Sales and Marketing Strategy
3. Aligning the Sales and Marketing Thrust

C. Avoiding the "Rear-View Mirror" Forecasting
1. Forecasting to Please or Forecasting to Achieve?
2. Using Past Sales Performance as Basis of Forecasts
3. Scenario Planning: Prepare for the Worst but Hope for the Best
a. Best Case Scenario
b. Most Likely Case Scenario
c. Worst Case Scenario

D. Utilizing the Sales Budget to get the "Best" Results
1. The New Challenge: Higher Targets but Lower Budgets
2. Making Do with what you Have: The Creative Approach
E. Using Value-based Analysis when Investing on Customers and Prospects

a. Star Customers
b. Vulnerable Customers
c. Free-Rider Customers
d. Lost Cause Customers

Module 2: Managing and Balancing your Time and Tasks

A. Sales Activity Management
1. Identifying Time Wasters and Time Savers
2. The 3 Types of Sales Activities
3. The Dilemma of Tracking Sales Team Activities

B. Time Management Principles for Sales Managers
1. Setting your Priorities
a. High Pay-off vs. Low Pay-off Activities
b. The Have-to-do vs. Want-to-do Activities
c. Teaching Salespeople to Manage their Time

2. Understanding how Sales Priorities Shift
a. Developing Time-Use Consciousness
b. Analyzing your Goals
c. Matching Time Allotment to your Goals

3. Narrowing your Focus
a. Urgent and Important
b. Not urgent but Important
c. Urgent but not Important
d. Not urgent and not important

C. Goal-Oriented Time Management
1. Categorizing your Activities based on Goals
2. Clarifying the Importance of these Goals
3. Developing an Action Plan to reach your Goals
a. Developing a Schedule and Time frame that works for you and your Team
D. Charting your Valuable Activities daily - the MUST DO List

The P1499+VAT per participant, per seminar rate will be applied for reservations made until April 17, 2011 and paid within the assigned due date.

The P1, 699+VAT per participant, per seminar rate will be applied for reservations made starting April 18, 2011 and paid within the assigned due date and P1, 999+VAT per participant, per seminar will be applied for on-site payments.

[ Seminar Fee includes snacks, materials and certificate of completion ]

Negoskwela's schedule for April 2011

It has been some time since I posted the upcoming schedules of Negoskwela. I still think they have the most affordable training seminars on the most number of livelihood opportunities. Below is their schedule for April 2011.

Pacific Management Forum's Training Calendar for Q1 2011

Below is Pacific Management Forum's Training Calendar for the 1st Quarter of 2011:

ADMINISTRATIVE PROFESSIONALS/OFFICE AND ADMINISTRATIVE SUPPORT

· How to Better Organize and Maintain Files and Records January 19–20

· Professional Skills for Secretaries and Administrative Assistants January 21–22

· How to be an Outstanding Office ReceptionistJanuary 22

· Projecting a Professional Corporate Image January 27

· Records and Information Management February 10–11

· Management and Interpersonal Skills for Executive Secretaries and Administrative Assistants February 11–12

· Professional Telephone Skills February 12

· Records Management Training Course February 24–25

· Administrative and Communication Skills for Secretaries and Administrative Assistants February 25–26

· Personality Development, Business Etiquette, and Social Graces February 25–26

· Administrative and Office Management February 28–March 1

· Records Retention, Retrieval, and Destruction March 11

· Critical Skills for Administrative Assistants and Executive Secretaries March 11–12

COMMUNICATION, PRESENTATION, AND INTERPERSONAL SKILLS

· Effective Communication Skills January 25–26

· Assertiveness Training Program January 27–28

· Effective Business Communication February 2–3

· Effective Negotiation Skills February 2–3

· Effective Business Writing February 9–10

· Professional Telephone Skills February 12

· Effective Presentation Skills February 14–15

· Business Writing Skills for Secretaries and Administrative Assistants February 18–19

· Effective Technical Writing March 4–5

· Business Grammar and Oral Communication March 7–8

· Conflict Management and Effective NegotiationMarch 7–8

· Business Writing and Grammar Skills March 14–15

· How to Create a Compelling Business Case March 29

· Cross-Functional Communication: Strategies for Workplace Effectiveness March 30–31

· Leading and Facilitating Effective Meetings April 1

FINANCE, ACCOUNTING, AND AUDITING

· Accounting for Non-Accountants January 17–18

· Profit Planning: Cost-Volume-Profit AnalysisJanuary 26

· Financial Statement Analysis January 27–28

· Effective Telephone Collection Techniques January 28

· Budgeting for Profit and Control February 1–2

· Effective Internal Auditing February 9–10

· Fundamentals of Finance and Accounting February 14–15

· Financial Management Program February 21–22

· Business Fraud Prevention, Detection, and ControlFebruary 22–23

· Effective Collection Management February 25–26

· Credit and Financial Analysis March 2–3

· How to Read and Understand Financial StatementsMarch 8

· How to Implement Effective Internal ControlsMarch 9–10

· Fundamentals of Financial Forecasting March 11

· Effective Strategies for Collecting Accounts Receivable March 26

HUMAN RESOURCES AND TRAINING

· Strategic Organizational Development January 20–21

· Developing Your Skills as an HR Assistant January 22

· Training the Trainer January 24–25

· Recruiting, Interviewing, Selecting, and Orienting Employees January 29

· Fundamentals of Human Resources ManagementFebruary 4–5

· People Management: Strengthening Your People Skills in the Workplace February 7–8

· Developing Teamwork February 10–11

· Emotional Competencies for Organizational LeadersFebruary 10–11

· Behavioral Interviewing February 12

· Coaching, Counseling, and Mentoring SkillsFebruary 15–16

· Leading and Appraising Staff Performance: The Supervisor’s Role February 17–18

· Legal Aspects of Human Resources Management and Salary Determination February 19

· Advanced Techniques for the Experienced TrainerFebruary 21–22

· Effective Training Implementation: The Role of TNA and Post-Training Interventions in Building Job Competencies February 24–25

· Job Competency Course: Differentiating People Through Competencies March 3–4

· Building and Managing Employee Relations March 11–12

· How to Conduct Effective Workplace InvestigationsMarch 12

· Instructional Design for Trainers March 17–18

· HR Analytics and the Bottom Line: Metrics that Matter for HR Professionals March 19

· Performance Management and Appraisal March 21–22

· Labor Relations Law for Managers and SupervisorsMarch 24

· Best Practices in Effective Employee DisciplineMarch 25

· Worker’s Compensation Law and Practice for HR Managers and Professionals March 26

· Kirpatrick’s Four Levels: Increasing Training Effectiveness Through Evaluation March 28

INFORMATION TECHNOLOGY

· IT Audit Tools and Techniques February 16–17

· IT Protection, Security, Auditing, and Control March 21–22

INVENTORY, PURCHASING, AND WAREHOUSE MANAGEMENT/MANUFACTURING MANAGEMENT

· Inventory Planning and Control January 25–26

· Purchasing Management and Negotiation StrategiesFebruary 1–2

· Total Quality Management February 3–4

· Supplier Relationship Management February 16–17

· Warehouse and Operation Management March 8–9

· Total Productive Maintenance and 5S March 17–18

· Production Planning and Control March 22–23

MANAGEMENT, SUPERVISION, AND LEADERSHIP

· Basic Supervisory Course January 17–18

· Strategic and Operational Planning January 21–22

· Project Management January 24–25

· Assertiveness Training Program January 27–28

· Management Essentials for New Managers and Supervisors January 31–February 1

· Effective Negotiation Skills February 2–3

· Problem Solving and Decision Making February 4–5

· Supervisory Leadership Training Program February 4–5

· People Management: Strengthening Your People Skills in the Workplace February 7–8

· Developing Teamwork February 10–11

· Management and Interpersonal Skills for Executive Secretaries and Administrative Assistants February 11–12

· Coaching, Counseling, and Mentoring SkillsFebruary 15–16

· Leading and Appraising Staff Performance: The Supervisor’s Role February 17–18

· Management and Leadership Skills for New Managers and Supervisors February 17–18

· How to Write More Effective Memos, Letters, and Reports February 21–22

· Leadership Development Program February 21–22

· Business Fraud Prevention, Detection, and ControlFebruary 22–23

· Administrative and Communication Skills for Secretaries and Administrative Assistants February 25–26

· Personality Development, Business Etiquette, and Social Graces February 25–26

· Administrative and Office Management February 28–March 1

· Building Better Work Relationships February 28–March 1

· Managerial Skills and Techniques for New or Prospective Managers March 1–2

· Personal Skills for Professional Excellence March 1–2

· Effective Contract Management March 2–3

· Job Competency Course: Differentiating People Through Competencies March 3–4

· Conflict Management and Effective NegotiationMarch 7–8

· Supervisory Development Program March 11–12

· Risk Management March 16–17

· Critical Thinking Skills: Making Better Business Decisions March 17–18

· Time Management: Managing Multiple Projects, Competing Priorities, and Tight Deadlines March 21

· Performance Management and Appraisal March 21–22

· Balanced Scorecard March 23

· Advanced Supervisory Skills Development ProgramMarch 24–25

· 5-Day MBA Workshop: Essential Elements of High-Level Courses March 28–April 1

· How to Create a Compelling Business Case March 28–29

· Leading and Facilitating Effective Meetings April 1

MARKETING, SALES, AND CUSTOMER SERVICE

· Professional Selling Skills January 31–February 1

· Sales Management: Managing Your Sales Team for Results February 18–19

· Customer Relationship Management March 2–3

· Strategic Sales Negotiations March 3–4

· Customer Service Skills and Techniques March 10–11

· Key Accounts Management and Development Strategies March 14–15

· Fundamentals of Marketing for New or Prospective Marketers March 15–16

· Customer Service Excellence: How to Gain and Keep Customers March 17–18

Schedule of Seminar Fees: Fees are based on the number of training days, that is, for 1 day P5,995, and for 2 days P7,995. Please make all checks payable to Pacific Management Forum.

Seminar Time: 8:30 a.m. to 5:00 p.m., except as otherwise indicated.

Venue: Seminars will be held in Makati City at AIM Conference Center or similar venues. Registered participants for each seminar will be advised of the specific venue.

Outlines/Inquiries/Registrations: Call (02) 823-5929/828-2786

Fax: (02) 828-2786 Mobile No. 0917-897-8498

E-mail: seminars_pmf@yahoo.com.ph