If you can't read a balance sheet, you'd better read this.

Having trouble viewing this email? Click here to see it in a web browser. MANAGERS: LEARN WHAT THE NUMBERS REALLY MEAN The Financial Intelligence Collection: Savvy Advice for Managers Looking to Increase Their Knowledge, Confidence, and Impact Many managers can't read a balance sheet, recognize a liquidity ratio, or calculate investment returns. Can you? ORDER NOW AND SAVE 20% The Financial Intelligence Collection comes with a 30-day money-back guarantee.   Yours for only $105* Companies expect managers to use financial data to allocate resources and run their departments. But many managers can't read a balance sheet, wouldn't recognize a liquidity ratio, and don't know how to calculate return on investment. This specially priced collection gives managers mastery of the financial basics they need to plan, budget, forecast, and control resources with confidence. The Financial Intelligence Collection will enable you to mine every bit of meaning from the financial reports that cross your desk, to employ financial techniques that can multiply your effectiveness, and to foresee business opportunities that remain invisible to others. If you're not a "numbers person," this is the perfect way to learn what you've always needed to know. Don't miss this chance to do it. THIS MANAGEMENT DEVELOPMENT PROGRAM WILL HELP YOU: Read and understand the most common financial reports. Calculate ROI and other key ratios and employ them in your own decision making. Influence your organization's budgeting process. Accurately predict economic turning points that will affect your business. Understand why cash is suddenly the "hot" number in corporate boardrooms and on Wall Street. SAVE 20% The Financial Intelligence Collection is yours for only $105* and comes with a 30-day money-back guarantee. ORDER NOW The Financial Intelligence Collection includes: HARDCOVER Financial Intelligence, Revised Edition: A Manager's Guide to Knowing What the Numbers Really Mean The authors, Karen Berman, Joe Knight, and John Case, explain not only the essentials of finance in a way that everyone can understand and put to work right away, but also where the numbers come from. PAPERBACK HBR Guide to Finance Basics for Managers This guide provides the fundamentals of financial literacy, offering tips on reading and deciphering financial statements, preparing a breakeven analysis, and how to speak the language of ROI. CD-ROM Finance Essentials for Managers This interactive program, designed for the nonfinancial manager, includes three modules: Budgeting, Finance Essentials, and Preparing a Business Plan. Each module includes tips, a self-test, tools, and interactive exercises to help you practice and apply what you've learned. HARDCOVER Ahead of the Curve: A Commonsense Guide to Forecasting Business and Market Cycles A Wall Street veteran unveils a new forecasting approach that will enable managers to anticipate turning points in business cycles up to 18 months in advance. Ellis explains critical economic indicators in non-technical language, identifies and documents the recurring cause-and-effect relationships that predict turning points in the economy, and provides the tools managers and investors need to position themselves ahead of upturns and downturns. Product #9632BN • Special Collection To order by phone, call us toll-free at 800-668-6780 and mention referral code 02300. Outside the U.S. and Canada, 617-783-7450. * Purchasers are responsible for all shipping charges, duties, taxes, brokerage fees, and/or import fees imposed by the country of import. Please check with your customs office for details. If you do not wish to receive special offer email messages from Harvard Business Review, click here. If you do not wish to receive any email messages from Harvard Business Review, click here. ORDER NOW AND SAVE 20% The Financial Intelligence Collection is yours for only $105* and comes with a 30-day money-back guarantee. Save 20% off the individual component prices. Copyright © 2014 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)

Weekly Hotlist: Morning People Are Less Ethical at Night

 

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July 01, 2014 Morning People Are Less Ethical at Night By Christopher M. Barnes And night owls cheat more in the morning, according to new research.

Managing people How to Help an Underperformer by Amy Gallo First, see if you're the problem. Entrepreneurship More Women Starting Businesses Isn't Necessarily Good News by Morra Aarons-Mele The underlying causes are nothing to cheer about. Innovation Patents Are Eating the World and Hurting Innovation by Walter Frick Litigation is out of control. Managing yourself When to Schedule Your Most Important Work by Ron Friedman And the ideal time for a dull staff meeting. Managing people Good Managers Look Beyond Their "Usual Suspects" by Ron Ashkenas If your most trusted people are spread too thin, they won't get much done. Communication Say No Without Burning Bridges by Holly Weeks Learn how to stay neutral. Strategy How to Succeed in Business by Bundling – and Unbundling by Justin Fox Marc Andreessen and Jim Barksdale explain how the business world is being taken apart and put back together. Managing yourself Do You Really Want to Be Yourself at Work? by Andrea Ovans Some people don't.

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FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store Download on Google Play

FEATURED PRODUCT HBR Guide to Coaching Your Employees HBR Press Book When you're swamped with your own work, how can you make time to coach your employees—and do it well? If you don't help them build their skills, they'll keep coming to you for answers instead of finding their own solutions. Got a star on your team who's eager to advance? An underperformer who's dragging the group down? A steady contributor who feels bored and neglected? You'll need to agree on goals for growth, motivate your people to achieve them, support their efforts, and measure their progress. This guide gives you the tools to do that. You'll get better at (1) Matching people's skills with your organization's needs; (2) Creating realistic but inspiring plans for growth; (3) Customizing your approach; (4) Prompting with questions before you dispense advice; (5) Providing the support your employees need to achieve peak performance; (6) Giving them feedback they'll actually apply; (7) Tapping their learning styles to make greater progress; (8) Giving people room to grapple with problems and discover solutions; (9) Engaging your employees and fostering independence. Buy It Now

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HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2014 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

The Daily Stat from Harvard Business Review

 

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July 01, 2014 The Magical Power of Touched Objects Really Works, If You Believe Research participants with intuitive thinking styles demonstrated higher creativity after handling papers supposedly touched by creative people and lower creativity after handling papers said to have been touched by less-creative people, say Thomas Kramer of the University of South Carolina and Lauren G. Block of the City University of New York. Those who believed the papers had been touched by creative people came up with about 67% more ways to use a paperclip than those who thought the papers had been touched by people with low creativity (there was no such effect among participants with highly rational thinking styles). The findings suggest that intuitive-minded employees may perform better on assigned tasks when using pens or computers previously used by creative or intelligent people, the researchers say. SOURCE: Like Mike: Ability contagion through touched objects increases confidence and improves performance

PREVIOUS STATS Do Men in Traditional Marriages Block Women's Advancement? It Pays to Put Your Team in a Good Mood If a Firm Declines Under a Female or Minority CEO, a White Male "Savior" Will Soon Arrive For PGA Players, Driving Now Beats Putting as the Most Lucrative Skill Insider Trading Is More Commonplace Than You Might Think You're More Likely to Reject Hierarchies if You Feel Unattractive

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

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FEATURED PRODUCT HBR Guide to Finance Basics for Managers eBook + Tools HBR Paperback Series Money. For a business, it might as well be oxygen. If you don't know how to manage it effectively, your company – and potentially your career – is likely to suffer. The problem is, many businesspeople don’t have a sufficient grasp of the common financial management tools and techniques that they need to survive – balance sheets, income statements, break-even analyses, financial ratio calculations and more. But there's no need to fear. The HBR Guide to Finance Basics for Managers eBook + Tools can help you master the fundamentals of finance or even teach them to others. Buy Now

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HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2014 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

The Management Tip of the Day from Harvard Business Review

 

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July 01, 2014 4 Situations a Meeting Can’t Solve We are meeting-ed out. So before adding another one to everyone's calendars, see if there's a better way to accomplish your goal. You definitely should not schedule a meeting if: The subject isn't worth everyone's time. Say you discover a vendor overcharged your unit on several recent orders. The overcharges are minor, and you can deal with the situation simply by calling the vendor and addressing the errors. Group members are upset and aren't ready to talk. When there's a conflict, people may need time apart before they're ready to tackle the situation. The issue is better handled one-on-one. For example, if you're gathering information about an employee's poor performance. You need to get a lot of individual opinions. You'll likely get more honest feedback if you send out an electronic survey than if you ask attendees to provide feedback in a group setting. Adapted from Running Meetings (20-Minute Manager).

PREVIOUS TIPS Establish Your Worth Before Negotiating a Raise When It Doesn’t Help to Be Too Nice Cut Down on Errors and Improve Quality To Manage Your Time, Track It How to Discuss Compensation with Employees Give Someone Else Credit If You Want to Be Seen

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store Download on Google Play

FEATURED PRODUCT Harvard ManageMentor HARVARD MANAGEMENTOR Arm yourself with the expert advice, hands-on tools, and potent practices you need to tackle your toughest managerial challenges. Harvard ManageMentor's Full Access is a comprehensive online resource of 44 modules that allows you to build and refresh the skills you need to succeed, whenever and where you want. Harvard ManageMentor provides you with: Interactive exercises to prepare you for real-world challenges Flexible features to follow your own learning path Downloadable tools and templates you can use right away Engaging audio and video An online forum with answers and advice from managers like you Buy Now

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HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2014 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

Permanent Position - Work from home

To whom it may concern.

A new long term opportunity is available!

Employment Form: Full-Time, Part-Time or Contractor, Work from home
Position Title: Supplier Development
Wage Range: $59,800.00 - $82,800.00 per year. Wage Rate depends on qualifications.
Benefits package available : Medical and Dental insurance available date of hire, Company paid life insurance, Supplemental life insurance
Relocation Essential: No Relocation required

The position will perform principles and practices to guarantee the most thrifty movement of materials through the supply chain. The ideal candidate will own faculty to analyze data and market conditions for the present and future lead-time, and capacity of goods and maintenance.

Responsibilities:
- Maintain buying schedules to determine appropriate product purchases and delivery timing
- Find project delay root cause and implement countermeasure to ensure zero late customer shipments
- Ensure effective client research and vendor management regulations are used with best execution
- Develop a strategic plan for purchasing. Proceed closely with company cost modeling to handle catalogue costs
- Control new device and product stock
- Supervise procurement processes to support client
- Operate very quickly with supply chain department to give information regarding the competition, potential entrants, pricing forecast and service issues

Requirements:
- Ability to show up, work out with a wide range of technical and none-technical errors
- Ability to write routine reports and correspondence
- Ability to work with minimal supervision, communicate internally
- Advanced Microsoft applications dexterity for heavy reporting
- Ability to hoist up to 15 pounds and at times lift or move up to 35 pounds
- Valid driver�s license is essential
- over 21; US Lawful Permanent Resident
- No relocation is essential

Know in advance we conduct background checks and pre-employment screening.
All applicants applying for this job opening must be authorized to work in the United States, must be a U.S. Citizen.

Apply with the employer firsthand :
- Complete Employment Application Form in MS Word format http://www.docdroid.net/e28l/employment-application-to-apply.doc.html or Adobe .PDF format http://www.docdroid.net/e299/employment-application.pdf.html
- Send the Employment Application via Email back
- Send your Resume with your Credit Score for Salary consideration