The article in The San Diego U-T by Phillip Molnar outlined why San Diego is one of the worst cities to save money. You can take a good look at the list on Bank Rates site. With housing prices almost 7.5 times the amount of income it has become a prohibitive place to live except for those with the highest incomes. There are a few things people can do to help themselves.
If your already rich San Diego may seem a little like Dubai. It has posh beach front areas to live and lots of fun activity. If you make an average income the housing prices may be stifling your opportunities to generate income for the future. The business community will need to come to grips with income costs in the area to attract top talent.
If you are already here then you might want to consider saving money and finding a balance between your income and expenditures. Households have a hard time living within a budget. By budgeting housing, food, entertainment, and savings you will help create a more secure future for yourself. Avoid living paycheck to paycheck as much as possible.
1.) Simplify Your Life: Much of what we spend and purchase has little to do with what we need. Reduce stress and simplify your life.
2.) Search Around for Housing: Have a plan for your housing. Some are charging outrageous rates while others are still under the market. Look for single house owners and avoid large companies.
3.) Set up your Retirement and Savings: Make sure you pay yourself first. Set up a retirement account and put money in your savings before paying anything else.
4. ) Do Activities that Don't Cost Much: Much of spending is wasted on expensive activities that have little to no enjoyment over the free ones. Find what you like and put your energy there.
Wednesday, October 28, 2015
Monday, October 26, 2015
2016 International Conference on Business and Information
2016 International Conference on Business and Information
(BAI2016)
3rd to 5th July 2016
Nagoya, Japan
The 2016 International Conference on Business and Information (BAI2016) is to be held at the Nagoya Congress Center, Nagoya, JAPAN, on July 03-05, 2016. The aim of this conference is to provide a platform which focuses on certain important topics of business and information. Detailed information about the conference can be found on the official website. We sincerely invite your participation for this event. Submitted papers will be subject to a double-blind review process. All accepted papers will be published in the conference proceedings, under an ISSN reference, on CD-ROM support.
Conference Website: http://ibac-conference.org/
Online Submission: http://175.99.76.113/BAI/
Enquiries: bai.conference@gmail.com
Sincerely yours,
Conference Chair
Wenchang Fang
National Taipei University, Taiwan
3rd to 5th July 2016
Nagoya, Japan
The 2016 International Conference on Business and Information (BAI2016) is to be held at the Nagoya Congress Center, Nagoya, JAPAN, on July 03-05, 2016. The aim of this conference is to provide a platform which focuses on certain important topics of business and information. Detailed information about the conference can be found on the official website. We sincerely invite your participation for this event. Submitted papers will be subject to a double-blind review process. All accepted papers will be published in the conference proceedings, under an ISSN reference, on CD-ROM support.
Conference Website: http://ibac-conference.org/
Online Submission: http://175.99.76.113/BAI/
Enquiries: bai.conference@gmail.com
Sincerely yours,
Conference Chair
Wenchang Fang
National Taipei University, Taiwan
The Economic Influence of Social Information Networks in Decision Making
Our social networks influence how we perceive information and the economic decisions we make. As new information comes forth it naturally changes the market by changing our awareness and economic assumptions. Judgements are not as individualized as we once thought they were. We are social creatures and much of what we believe and do comes from our social networks.
Information influences our beliefs, our behaviors, and patterns of economic behavior. As information is obtained through our social networks we make decisions on that information by cross checking with others.Our decisions and opinions are only partly ours and instead rely heavily on others. Entire cities and countries will create opinions that lead to cultural behavioral patterns that influence economic outputs.
Many of these decisions rely on the non verbal communication patterns we engage in with others. Facial expressions, comment, and actions help us decipher the codes and languages that bind a culture together and determine our opinions. Much of what we do is embedded in our social network and we a biologically prone to seek out new information.
Humans are social species that have interaction patterns that shape their behaviors and ways of looking at changes. According to a study in the Journal of Economic Perspectives the spreading of information and subsequent human behavior is based on the density of social clusters, how information is spread/received, and the actions/activities of others within those networks (Jackson, 2014).
Consider how a new market leading invention soon spreads first to those within the specific field and adjusts how they apply knowledge to their working world. New information changes their assumptions and therefore adjusts their thoughts and behaviors. Those who rely heavily on market leading information are first to know and use this knowledge to an advantageous end before it is available for public consumption.
In the scientific fields information is often gained through word-of-mouth, data base sharing and academic journals. The networks become larger and more diverse as the industry and general population begin to be aware the discovery, talk about the discovery, and find new applications to their own needs. Information is received, compared and adjusted as it spreads through the network.
Whether we are discussing a scientific field or general public, the process is generally the same. New information is heard, digested, compared within the network, formulated into an opinion, and then spread to other people thereby furthering its benefit. It fundamentally changes the market through changing our decision making process and the economic outcomes. Ground breaking ideas create "buzz" that spreads quickly.
Jackson, M. (2014). Networks in the understand of economic behaviors. Journal of Economic Perspectives, 28 (4).
Information influences our beliefs, our behaviors, and patterns of economic behavior. As information is obtained through our social networks we make decisions on that information by cross checking with others.Our decisions and opinions are only partly ours and instead rely heavily on others. Entire cities and countries will create opinions that lead to cultural behavioral patterns that influence economic outputs.
Many of these decisions rely on the non verbal communication patterns we engage in with others. Facial expressions, comment, and actions help us decipher the codes and languages that bind a culture together and determine our opinions. Much of what we do is embedded in our social network and we a biologically prone to seek out new information.
Humans are social species that have interaction patterns that shape their behaviors and ways of looking at changes. According to a study in the Journal of Economic Perspectives the spreading of information and subsequent human behavior is based on the density of social clusters, how information is spread/received, and the actions/activities of others within those networks (Jackson, 2014).
 |
| Social Network (Jackson, 2014) |
Consider how a new market leading invention soon spreads first to those within the specific field and adjusts how they apply knowledge to their working world. New information changes their assumptions and therefore adjusts their thoughts and behaviors. Those who rely heavily on market leading information are first to know and use this knowledge to an advantageous end before it is available for public consumption.
In the scientific fields information is often gained through word-of-mouth, data base sharing and academic journals. The networks become larger and more diverse as the industry and general population begin to be aware the discovery, talk about the discovery, and find new applications to their own needs. Information is received, compared and adjusted as it spreads through the network.
Whether we are discussing a scientific field or general public, the process is generally the same. New information is heard, digested, compared within the network, formulated into an opinion, and then spread to other people thereby furthering its benefit. It fundamentally changes the market through changing our decision making process and the economic outcomes. Ground breaking ideas create "buzz" that spreads quickly.
Jackson, M. (2014). Networks in the understand of economic behaviors. Journal of Economic Perspectives, 28 (4).
Saturday, October 24, 2015
Managing in a Bubble-Perceptions of Employee Performance
Performance appraisals are social in nature. It is hard to believe but it is true. People use performance appraisals to determine how they are doing in the organization. A strong performer who receives a low appraisal will be upset and a low performer who receives an excellent appraisal will happy based upon some perceived norm. The performance appraisals validity is based on how well it matches actual performance.
That norm comes to define an average amount of effort. Average effort relates to an average performance appraisal while lots of effort equates to a better performance appraisal. The same can be said of low performance and a low appraisal. The more comparative to socially approved standards, the more likely people trust the validity of the appraisal.
The perceived fairness is based on distributive justice (Taneja, Srivastaya & Ryichandran, 2015). The employee asks the question, "Does my work justify the appraisal?" If an employee puts in a lot of work but receives a low appraisal they will be upset. If other employees are perceived as putting in low levels of work but receive high rewards it will seem unfair and unjust.
Creating accurate appraisals helps in improving effort through perceived equity and distributive justice. When appraisals are accurate and valid across all members of an organization it creates a culture where performance is met with raises and merits. Employees who trust the validity of a performance appraisal are likely to work harder.
A bubble occurs when different managers rate the same performance differently. Some will naturally focus on one aspect of performance and others will focus on what is important to them. However, all should find some similarity in their performance levels to create cross-manager validity and greater buy in to the measures. The process of development is a collective and social one where people look to each other to gauge the entire system.
Taneja, S., Srivastaya, R. & Ravichandran, N. (2015). Consequences of performance appraisal justice perception: a study of indian banks. Journal of Organizational Behavior, 15 (3).
That norm comes to define an average amount of effort. Average effort relates to an average performance appraisal while lots of effort equates to a better performance appraisal. The same can be said of low performance and a low appraisal. The more comparative to socially approved standards, the more likely people trust the validity of the appraisal.
The perceived fairness is based on distributive justice (Taneja, Srivastaya & Ryichandran, 2015). The employee asks the question, "Does my work justify the appraisal?" If an employee puts in a lot of work but receives a low appraisal they will be upset. If other employees are perceived as putting in low levels of work but receive high rewards it will seem unfair and unjust.
Creating accurate appraisals helps in improving effort through perceived equity and distributive justice. When appraisals are accurate and valid across all members of an organization it creates a culture where performance is met with raises and merits. Employees who trust the validity of a performance appraisal are likely to work harder.
A bubble occurs when different managers rate the same performance differently. Some will naturally focus on one aspect of performance and others will focus on what is important to them. However, all should find some similarity in their performance levels to create cross-manager validity and greater buy in to the measures. The process of development is a collective and social one where people look to each other to gauge the entire system.
Taneja, S., Srivastaya, R. & Ravichandran, N. (2015). Consequences of performance appraisal justice perception: a study of indian banks. Journal of Organizational Behavior, 15 (3).
Thursday, October 22, 2015
10 Skills Employers Seek from College Grads
Business seek qualified candidates that come with important skills that help them fulfill their job functions. Employers sought skills like technology, planning, and social ability according to the National Association of Colleges and Employers (NACE).
1. Teamwork.
2. Make Decisions and Problem Solve.
3. Communicate Well.
4. Plan, Organize, Prioritize.
5. Obtain and Process Information
6. Analyze Quantitative Data.
7. Technology
8. Computer Software Use.
9. Create and Edit Reports.
10. Sell ideas and Influence Others.
It is important for people to develop the proper skills that lead to greater employment opportunities. Skills can be gained through formal education, personal study, job experience and training. Employers are seeking candidates that graduate ready to compete without having to spend on additional on training.
1. Teamwork.
2. Make Decisions and Problem Solve.
3. Communicate Well.
4. Plan, Organize, Prioritize.
5. Obtain and Process Information
6. Analyze Quantitative Data.
7. Technology
8. Computer Software Use.
9. Create and Edit Reports.
10. Sell ideas and Influence Others.
It is important for people to develop the proper skills that lead to greater employment opportunities. Skills can be gained through formal education, personal study, job experience and training. Employers are seeking candidates that graduate ready to compete without having to spend on additional on training.
Tuesday, October 20, 2015
The Traits I Look for in a Manager?
Managers have an important role in an organization. As matter of fact, without managers, all of the pieces might not come together to a cohesive conclusion. Managers are so important than they influence everything around them. The traits I look for in a manger are experience, social, reflective, analytic, and creative abilities.
Experience: It is hard for managers to give solid advice and make business decisions unless they have some experience with the fields they are working with. Some management experience can be applied in multiple fields.
Social: Social and emotional intelligence is important if we want managers to influence and motivate people. It is a skill that helps people understand how to relate and deal with other people. It takes time to learn how to effectively work within a network.
Reflective: This is a meta-cognition skill that develops over a lifetime. Managers that can reflect on their decisions and behavior become stronger. The highest developed managers can self-reflect on their own though processes and step outside of themselves to view themselves.
Analytic: The ability to weigh, compare, adjust, analyze and build. Managers should be able to use their rationality and logic to solve problems and understand situations. Their methods should be testable.
Creative: Creativity is the ability to create new associations and connects to solve unique problems. Creative people can think about things in different ways that allow them to excel and advance the business.
Experience: It is hard for managers to give solid advice and make business decisions unless they have some experience with the fields they are working with. Some management experience can be applied in multiple fields.
Social: Social and emotional intelligence is important if we want managers to influence and motivate people. It is a skill that helps people understand how to relate and deal with other people. It takes time to learn how to effectively work within a network.
Reflective: This is a meta-cognition skill that develops over a lifetime. Managers that can reflect on their decisions and behavior become stronger. The highest developed managers can self-reflect on their own though processes and step outside of themselves to view themselves.
Analytic: The ability to weigh, compare, adjust, analyze and build. Managers should be able to use their rationality and logic to solve problems and understand situations. Their methods should be testable.
Creative: Creativity is the ability to create new associations and connects to solve unique problems. Creative people can think about things in different ways that allow them to excel and advance the business.
Fourth 21st Century Academic Forum Conference at Harvard
Tired of attending the same old conference? Why not join us March 20-22, 2016
for the Fourth 21st Century Academic Forum Conference at Harvard? The primary
aim of the conference is to encourage and facilitate research initiatives that
address the most pressing issues facing 21st century citizens. This truly
interdisciplinary conference is driven by the theme “Impactful Research for
Better Lives.”
We genuinely hope that conference participants embrace Gandhi's challenge to "shake the world" by harnessing the power of research, experience, and collaboration to present evidence-based solutions to real-world problems. Of course, real-world problems are complex and rarely fall within the tidy boundaries of traditional academic disciplines. As such, 21st Century Academic Forum conferences are not structured around narrowly defined topic tracks but are organized around six issues areas facing 21st century citizens.
ISSUE AREAS
* Education & Workforce Development
* Innovation & Entrepreneurship
* International Development
* Information Technology
* Energy & Environment
* Public Health
WAYS OF PARTICIPATING
* Oral Presentation: 25 minutes
* Poster Presentation: 3 hours (held on March 21st from the a.m. coffee break through lunch)
* Absentee Presentation: For those who are unable to join us at Harvard, we offer the opportunity to participate as an Absentee Presenter. Absentee Presenters can upload a narrated presentation to our website, have her/his abstract printed in the Conference Program Book, and submit a Conference Proceedings paper.
* Non-Presenter (Listener): For those interested in attending to participate in the various presentation and skill workshop sessions.
RESEARCH SUPPORT PROGRAM
We offer academic presentation and academic writing skills workshops for participants all day on March 20, 2016. The workshops provide participants an excellent opportunity to brush up on skills and learn with and from their fellow participants.
CONFERENCE HOMEPAGE
http://www.21caf.org/4th-
PUBLICATION OPPORTUNITIES
All papers that meet the 21st Century Academic Forum's Conference Proceedings guidelines will be published in our online Conference Proceedings (ISSN: 2330-1236). Papers must be submitted for possible inclusion in the Conference Proceedings by June 21, 2016.
We purposely set the deadline for papers three months following the conference with the rationale that authors should use the feedback they receive at the conference in crafting their final drafts of their paper.
The Conference Proceedings will be published on September 21, 2016. The editors of our peer-reviewed Journal of 21st Century Issues (ISSN: 2330-1244) select the best papers from the Conference Proceedings to appear in special thematic issues of the journal.
ABSTRACT SUBMISSION
Submission of your abstract proposal (maximum of 3 submissions) should be made in English through our Online Submission System until the final deadline of February 19, 2016. The Conference Committee reviews abstract proposals on a rolling basis and authors will typically receive a decision within two weeks of your submission.
CONFERENCE STAFF FEE WAIVER PROGRAM
We are offering six conference fee waivers to individuals who agree to assist our team with various tasks throughout all three days of the conference. Preference will be given to those who are interested in a long-term relationship with the 21st Century Academic Forum, either as an editor or serving on our International Advisory Board. Please visit our website for more information on the conference fee waiver program.
SEE YOU AT HARVARD?!
We hope that you can join us for this truly international interdisciplinary conference at one of the top higher-education institutions in the world. Please feel free to contact us with any questions or requests.
Best regards,
21st Century Academic Forum team
Enquiries: conferences@21caf.org
We genuinely hope that conference participants embrace Gandhi's challenge to "shake the world" by harnessing the power of research, experience, and collaboration to present evidence-based solutions to real-world problems. Of course, real-world problems are complex and rarely fall within the tidy boundaries of traditional academic disciplines. As such, 21st Century Academic Forum conferences are not structured around narrowly defined topic tracks but are organized around six issues areas facing 21st century citizens.
ISSUE AREAS
* Education & Workforce Development
* Innovation & Entrepreneurship
* International Development
* Information Technology
* Energy & Environment
* Public Health
WAYS OF PARTICIPATING
* Oral Presentation: 25 minutes
* Poster Presentation: 3 hours (held on March 21st from the a.m. coffee break through lunch)
* Absentee Presentation: For those who are unable to join us at Harvard, we offer the opportunity to participate as an Absentee Presenter. Absentee Presenters can upload a narrated presentation to our website, have her/his abstract printed in the Conference Program Book, and submit a Conference Proceedings paper.
* Non-Presenter (Listener): For those interested in attending to participate in the various presentation and skill workshop sessions.
RESEARCH SUPPORT PROGRAM
We offer academic presentation and academic writing skills workshops for participants all day on March 20, 2016. The workshops provide participants an excellent opportunity to brush up on skills and learn with and from their fellow participants.
CONFERENCE HOMEPAGE
http://www.21caf.org/4th-
PUBLICATION OPPORTUNITIES
All papers that meet the 21st Century Academic Forum's Conference Proceedings guidelines will be published in our online Conference Proceedings (ISSN: 2330-1236). Papers must be submitted for possible inclusion in the Conference Proceedings by June 21, 2016.
We purposely set the deadline for papers three months following the conference with the rationale that authors should use the feedback they receive at the conference in crafting their final drafts of their paper.
The Conference Proceedings will be published on September 21, 2016. The editors of our peer-reviewed Journal of 21st Century Issues (ISSN: 2330-1244) select the best papers from the Conference Proceedings to appear in special thematic issues of the journal.
ABSTRACT SUBMISSION
Submission of your abstract proposal (maximum of 3 submissions) should be made in English through our Online Submission System until the final deadline of February 19, 2016. The Conference Committee reviews abstract proposals on a rolling basis and authors will typically receive a decision within two weeks of your submission.
CONFERENCE STAFF FEE WAIVER PROGRAM
We are offering six conference fee waivers to individuals who agree to assist our team with various tasks throughout all three days of the conference. Preference will be given to those who are interested in a long-term relationship with the 21st Century Academic Forum, either as an editor or serving on our International Advisory Board. Please visit our website for more information on the conference fee waiver program.
SEE YOU AT HARVARD?!
We hope that you can join us for this truly international interdisciplinary conference at one of the top higher-education institutions in the world. Please feel free to contact us with any questions or requests.
Best regards,
21st Century Academic Forum team
Enquiries: conferences@21caf.org
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