The improvement--well-bred,gentleness,

First of all, always being alert to what things are going, stop missing yourself,please.
Second of all, everyday need to speak more english and spanish, need to realize that english need to have more vocabularies for specific topics;As for daily communication, need to practice more and more.

1ST,YOUR ENGLISH SUCKS, SABRINA!

Third of all, spanish need to practice as well, listening,speaking,written,reading,none of them should be ignored.

2ND,YOUR SPANISH SUCKS AS WELL,SABRINA!

Forth of all, need to do yoga,it is emergent, very emergent.
Fifth of all, YOU NEED TO KNOW WHAT IS "GENTLENESS"!VERY IMPORTANT, NEED TO FIGURE OUT THE ESSENCE OF IT, AND "well-bred" is just not only a manner, it is sth that from your indeep spirit, how much you care about others, how much is your self-center, how much is your gentleness.

3RD,YOU ARE IN LACK OF WELL-BRED,SABRINA.

Where is the GAIN, because of you are in lace of PAIN.
You will OBTAIN nothing if you are just afraid of PAIN.

(GOD,i miss you so much tonight. Best wishes to my heart,my poor poorest mommy.......)

I WON'T CRY ANYMORE

I WON'T CRY ANYMORE.
THIS IS MY PROMISE TO MYSELF.
ALSO FOR MY RYSTER.


LET'S ROCK N ROLL!
RYSTER,MY BABY!

darling, do you have the guts to speak the truth???

why do you tell everybody that you love her, that much?

why do you never ever care anything about her, that much?

why do you want to marry her,that much?

why do you never give her freedom for seeking her own dream, that much?

why do you only know how to love yourself,that much?

why do you only know how to realize your own dream,that much?

Why finally does the persone who give the most get the least, even without any understanding from anybody?

It was her mistake cos she spoiled you that much, which stopped the growth of your affection, the maturity of your mind, the understanding of the love, it was her mistake, and she accepted all of them.

She just admires you so much, ever, there was a girl, tried her all courage all her braveness all her life all her tears all her scariness just for the sake of the benefit of your company，she blinded your understanding of the true spirit of her, the true nervous girl who acted like an unconquable woman,for the name of love.

And you,stupidly thought she was omnipotent, how could you ever thought a small girl who only can reach your shoulder when she standed side by you, she could be that smart and that brave and could be omnipotent, you left her alone for facing all the risks all the dangerous situations, without carness and any love, just expected more and more, just blamed this to that.........

Do you even know that only love makes women strong, only love makes women brave, only love makes women bright,only love makes women omnipotent???

And Once you took advantage of it, when you acted like a naughty baby, just tryed to take more and more, just acted in any way whatever you wanted,just played everything whatever you felt to play, played trust,played respect,played promises, without caring how much hurt you could bring for her,until you hollowed-out all of her love, you should have understanded that the heart would become empty one day.

Whereas today, she will have to struggle for her future alone lonely, you were so lucky, cos she was with you from the start to the end, from the spring to winter, from day to night, from all the stormes to all the bitter cold, she started a struggling start of your baby GLOBE with you, and drew a perfect Period before she left! And ryster, even not be able of standing up! How could you ever have rights to blame she has been acting like a stone with you for 2 years, what have you ever given her???

She has suffered from a lot of disasters there in another country, and you even added more burdens, you never be hesitated to bring any more tears on her face, bring any un-sleep night with a hopeless and painful heart.

God made you guys together for loving, but he forgot to give you a key to open her heart, he even didnot remind you to give when you receive, this is the source of the tragedy.

Why don't you just speak out the truth: I just need her, i just need to get marry with a girl who can protect me, who can bring the brave babies for me, who is smart enough to avoid business-crisises for my company!

Darling, DO YOU HAVE THE GUTS to speak the truth????!!!!!

Well, where to get more tears for you?????

Move slow, move slow,very slow.

I need to move slow, very slow.
Graduately, i know Human Nature more and more day by day.
When you figure out some truths of Human Nature, You will become so sad.
But truth is true.

My face will always turning to the "Sunny""Beautiful"Sides of each thing and each person.
I have great confidence that Human Nature, is like in the mirror, sometime may not work out, But most of time, It is!

Today must be a good day.

Move slowly.
I Have to look the facts in the face, escaping will never release my pain from my deep heart, i just hided but it hasn't been erased, So i will always facing up to all of them,no matter how much pain i am gonna suffer from, Still I WILL SMILE AT THEM and Remember all of them in my brain, and they will protect me from the same hurt in the future.

To hate a person is just stupid.
Life is full of happiness, I only need spend most of time to seek for them.

Thanks for juan, pancho,pablo,monica,christina,rem,and the girl in the immigration office......
you guys bring me the positive visual angle of judging each thing in a positive and rational way.

I love you all.

thanks

The economics of social progress--By Iqbal Z. Quadir

 

Working in the private sector early in my career, I gained an appreciation for commerce as a powerful force for meeting economic and social challenges and, for that reason, naturally thought in commercial terms when attempting to bring affordable mobile telephony to Bangladesh. In fact, when I conceived what is now Grameenphone, I made a conscious decision to organize it as a for-profit company. In so doing, I found I had to address the prevailing notion of the poor as being mere recipients of goods and services, rather than actors in their own economic well-being. On the one hand, I had to convince many well-intentioned people that services should not simply be given away to the poor. On the other, I also had to assure potential investors—some of whom told me that they were “not the Red Cross”—that a business could be profitable in one of the world’s poorest countries. Now with 23 million subscribers, more than 40 percent market share, and billions of dollars invested in Bangladesh, Grameenphone is meeting the scale and scope of the challenge—and unleashing widespread social benefits in the process.

Scale. Why should companies charge the poor? The simple response is that, among their many benefits, profits are necessary to achieve scale. Profitability, in a word, is scalability. A commercial approach can lead to economic empowerment for ordinary people when a product or service yields a higher value for a customer than what she spends on it. For example, when somebody spends a dime to make a phone call and earns a dollar—by saving valuable time or being able to engage commercially—she gains 90 cents. This not only enables her to purchase the very service that will make her more productive, it also fuels further economic growth. In the case of Grameenphone, investors recognized that ordinary people would pay to become more productive and as a result invested billions of dollars in infrastructure—which led to the development of more infrastructure and a higher mobile-phone-penetration rate than would have been achieved if mobile phones had been provided free of charge. ---really impressive. open my mind.....good!!!!

In fact, innovations and tools that make people more productive, delivered by entrepreneurs through a for-profit framework, empower the ordinary people who use them to become problem solvers. Indeed, it would be an overwhelming task for social entrepreneurs to meet the needs of the two billion people who live on less than $2 per day. But, by voting with their hard-earned money for the productivity tools and services that they need most, these two billion people become producers capable of meeting their own needs. The people become the ultimate drivers of scale.

To understand that scale, let us begin by checking the basic arithmetic: one billion people around the world make $1 per day and another billion each make $2 per day. On average, these two billion people each make $1.50 per day or a trillion dollars per year combined. If their productivity were to go up by a mere 6 percent, these individuals would generate an additional $60 billion annually in prosperity, an amount far greater than what charitable approaches could provide in funding to alleviate poverty. If the productivity of the poor could continue to grow at this annual rate of 6 percent, after only a decade the poor would earn an additional trillion dollars per year. More important, this wealth would be generated on the ground and would therefore be less vulnerable to abuse or misappropriation than if it were disbursed by other means.

Scope. Just as profit-driven ventures can address the scale of social problems both by allowing for large-scale infrastructure investment and by transforming individuals into problem solvers, these ventures likewise allow for a greater scope of innovation for tackling social challenges. Because of the competition that is inherent to the for-profit world, entrepreneurs must find cost-effective ways to expand markets and provide goods and services at lower costs. Innovations and lower-cost products naturally emerge; they must.

Because Grameenphone had to cover its costs to remain economically solvent, calls were initially priced at four Bangladeshi taka per minute, despite pressure to price calls at one taka per minute from those who placed an emphasis on social priorities. Although Grameenphone sought to provide access for as many people as possible, if calls had been priced at one taka per minute from the outset, the sheer volume of calls would have overwhelmed the initial infrastructure. As a result, Grameenphone would have been prevented from solving the telecommunications problem in Bangladesh; the project simply would not have gotten off the ground. In contrast, insisting on a higher price to start sustained the initial investment and eventually led to greater economies of scale. Furthermore, the venture’s profitability resulted in competition and innovations that caused prices to drop. Indeed, the average price of Grameenphone services today is below one taka per minute. By not insisting on a strict social agenda, the scope of problem solving was expanded.

Shadow. Often, unintended—yet far-reaching—social benefits emerge in the shadows of successful commercial ventures. Grameenphone has directly improved the lives of ordinary people in Bangladesh by providing widespread connectivity and entrepreneurial opportunities. The for-profit nature of the venture has also led to a number of lesser-known benefits for employees and customers. Since the company invested millions of dollars in purchasing equipment, its profit motive compelled it to spend still millions more in training employees, in order to get the best return on the equipment investment. Likewise, as Grameenphone proved itself a profitable venture, competition from other telecom companies emerged. Now competing for employees, they had a vested interest in treating employees well and raised their salaries. As Grameenphone sought to hire those employees best able to serve customers to increase profitability, meritocracy prevailed over the common practice of nepotism. In addition, pressure for employees to sell telephone services to maximize profits meant that employees could not extort money from potential customers—as had sometimes happened in the absence of competition—before granting them a phone. In this way, the competition among firms that characterizes a for-profit climate also led to greater accountability.

Source. Grameenphone is only one contemporary example of for-profit enterprises that create social good by enhancing the productivity of ordinary people and engaging them in commerce. While the aggregate effect of present-day ventures may not be visible for some time, history teaches that commercial forces have indeed been the source of a great deal of social progress. It is commerce that dispersed economic resources and flattened hierarchies in medieval Europe—giving rise to state accountability and self-governance, while remedying the sclerotic concentrations of power impeding social progress. Viewing widespread social progress as possible without first achieving commercial progress is akin to putting the cart before the horse.

State accountability. A number of historical examples illustrate that the economic power of citizens engenders state accountability. In medieval Europe, commerce and the consequent economic strength of citizens allowed them to demand better governance. The British parliament began as a tax-legitimizing body for monarchs who sought a share of the income from the burgeoning commercial sector. Members of Parliament, knowing that the monarch required their approval to levy taxes, succeeded in extracting various liberties and the king’s power devolved. Similarly, the Magna Carta, which planted the seeds of state accountability, originated from an economic tussle between the English monarch and wealthy barons. While it initially applied only to these two parties, subsequent skillful interpretation allowed rights to expand to ordinary people as they gained economic clout. In the same way, as productivity tools and innovations allow ordinary people in low-income countries to gain economic clout today, these individuals will be increasingly able to hold their governments accountable.

Self-governance. Nearly 300 years ago, Voltaire argued that commerce provided the motivation and means through which people from diverse backgrounds could cooperate. More than 200 years ago, Adam Smith asserted that competitive commerce made people more prudent, restrained, accountable, and understanding as merchants invariably had to think about the needs of their customers. As people specialized and exchanged, they became mutually dependent, allowing them to hold one another accountable. While many Enlightenment thinkers such as Jean-Jacques Rousseau lamented the materialism that emerged from commerce and its seeming emphasis on means instead of higher purposes, subsequent thinkers like Georg Simmel believed that focusing on means had a positive social effect. According to Simmel, even if people could not agree on higher purposes they could cooperate on lower pursuits related to material wealth. These lower purposes would have the benefit of encouraging cooperation, which paves the way for people to come together for the common good. In other words, commerce can contribute to harmonious self-governance. Today, by [mobilizing] people through commercial pursuits, productivity-enhancing innovations likewise lead to increased cooperation toward the larger economic good.

Sclerosis. Indeed, historical precedents and contemporary examples illustrate that economic progress and good governance emerge as a consequence—an often unintended one—of commerce and innovation driven by entrepreneurs. Commerce and innovation have been the antidote to the sclerotic hierarchies impeding social progress, an antidote that could be effective against the sclerosis that exists today.

In the absence of vigorous and dispersed commercial opportunities in low-income countries today, many governments remain unaccountable to economically weak citizens. Furthermore, with power concentrated in the hands of a few, governments can prevent competitive commerce—and its ensuing benefits—from taking hold. At the same time, certain global forces bolster existing local vested interests, consequently hardening hierarchical structures. For instance, while devolution of authority would be desirable, many governments have been empowered by mineral wealth or aid from rich countries, generally provided for geopolitical reasons. At the same time, local producers often face trade barriers, either through tariffs levied against their exports or through subsidies granted to competing producers from rich countries. Empowerment of the elite and the hindrance of potential dispersive forces maintain the hierarchies that prolong social malaise. These bottlenecks to social progress are real and will not disappear with the mere treatment of their symptoms.

Solution. While many people pursuing purely social ventures are doing admirable work, for-profit ventures have the necessary scale and scope to remedy the underlying causes of social problems. As history has shown, social progress depends on the economic empowerment of ordinary people. When entrepreneurs deliver productivity tools, the resulting commercial opportunities become a decidedly social force. Promoting for-profit entrepreneurship is key to the economics of social progress

The case for behavioral strategy ----McKinsey

Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.

Once heretical, behavioral economics is now mainstream.
Money managers employ its insights about the limits of rationality in understanding investor behavior and exploiting stock-pricing anomalies. Policy makers use behavioral principles to boost participation in retirement-savings plans. Marketers now understand why some promotions entice consumers and others don’t.
Yet very few corporate strategists making important decisions consciously take into account the cognitive biases—systematic tendencies to deviate from rational calculations—revealed by behavioral economics. It’s easy to see why: unlike in fields such as finance and marketing, where executives can use psychology to make the most of the biases residing in others, in strategic decision making leaders need to recognize their own biases. So despite growing awareness of behavioral economics and numerous efforts by management writers, including ourselves, to make the case for its application, most executives have a justifiably difficult time knowing how to harness its power.

1.This is not to say that executives think their strategic decisions are perfect. In a recent McKinsey Quarterly survey of 2,207 executives, only 28 percent said that the quality of strategic decisions in their companies was generally good, 60 percent thought that bad decisions were about as frequent as good ones, and the remaining 12 percent thought good decisions were altogether infrequent.

2.Our candid conversations with senior executives behind closed doors reveal a similar unease with the quality of decision making and confirm the significant body of research indicating that cognitive biases affect the most important strategic decisions made by the smartest managers in the best companies. Mergers routinely fail to deliver the expected synergies.

3.Strategic plans often ignore competitive responses.

4.And large investment projects are over budget and over time—over and over again


god, To be a good decion-maker is just so TOUGH!!
Keep learning everyday, otherwise i could die soon!
For stimulating me to keep learning and reading this pressureful information, i will have to get those hot guys'picture.jajaja........

Learing,Learing.........

Chile-table manner

Table manners are the rules of etiquette used while eating, which may also include the appropriate use of utensils. Different cultures observe different rules for table manners. Many table manners evolved out of practicality. For example, it is generally impolite to put elbows on tables, since doing so creates a risk of tipping over bowls and cups.[1] Each family or group sets its own standards for how strictly these rules are to be enforced.

**The head of the household, usually the father, or the guest of honor is usually seated at the head of the table.

**Place your napkin on your lap and use it to dab your mouth. Never blow your nose on it.

**Dishes should be served from the left, and taken away from the right. Unless the food is placed on your plate at the table, then it should arrive from the left.

**It is good education, but not an obligation, serve food to guests first

**Do not start eating before the host does or instructs guests to do so. At meals with a very large number of people, it is acceptable to start eating once others have been served.

**Never use your hands to take food, unless eating foods customarily eaten as such, such as bread, asparagus spears. Only use you fingers in an informal dinner if you want to eat chicken wings, pizza, empanadas (Typical food),etc.

**When eating bread rolls, break off a piece before buttering. Use your knife only to butter the bread, not to cut it.

**You must not put your elbows on the table.

**If pouring a drink for yourself, offer to pour a drink for your neighbours before serving yourself.

**It is considered rude to answer the telephone at the table. If you need to take an urgent call, excuse yourself and go outside

**Always excuse yourself if you need to leave the table.

**Never lean across somebody else’s plate. If you need something to be passed, ask the person closest to it. If you have to pass something, only pass it if you are closest to it and pass it directly to them if you can.

**Try to not take food from a neighbour’s plate and don’t ask to do so.

**When chewing food, maintain your mouth closed and only talk after you have swallowed it. Eating or talking with one's mouth full is frown upon, and if it is very necessary, discuss with one hand in front of the mouth (to avoid food getting out), and only short sentences

**Do not slurp your food or eat loudly.

**Never pick food out of your teeth with your fingernails or your cutlers

**Try to eat everything on the plate; leaving some food is considered wasteful.

**Never transfer food to your mouth with your knife.

**It is not advisable to seek a second course, unless it is offered

**There should be no negative comments about the food, unless it is needed (like: "This food is too salty").

**Burping, coughing, yawning, or sneezing at the table should be avoided. If you do so, say, "Excuse me."

**When you have finished eating soup from a bowl or larger "soup plate," the spoon should be placed on the flat plate beneath, if one is present.

**The fork, if no knife is available, may be used to slice foods.

**Avoid taking your mouth pieces larger than you can eat
Thanks to the chef are very welcome (if he / she is on the table), but not mandatory if not.