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Answer Upon - Hurricanes Wilma, Katrina And Rita Force Businesses To Rethink Computer
A seal is a small press into which a document is placed to be embossed. The imprint made by the seal shows the name, date, and state incorporated. Seals used to be mandatory in all states, but are now optional in some. However, most corporations choose to maintain the use of a seal, especially in legal documents, as a sign of authority and as a matter of formality.Corporate seals are essential when opening corporate or LLC bank accounts, distributing stock or membership certificates or in any other corporate business activities. Active filings in LLCs include a custom-made corporate seal as a part of its corporate kit.The corporate seal kits are stored inside a personalized pouch. Normally, corporate seals and company seals are 1 5/8 inches in diameter and are custom-made with the corporate name, state, and date or year of filing. The corporate seal sets are stamped with your company name, year and state of organization.ther is compromised.”
“So let’s say that certain lines of this phone system may be down while others are still working. But, if a worker wasn’t aware of that, after picking up a phone or two, he might assume that the entire system was down- unless he knew!”
“Even if the worker knew the phones were working, he must also know what the priorities are and, if contacting someone is necessary, he must know whom to call. When he calls, he must ask for what he needs and he must count on the
ISO 9000 is a set of standards internationally accepted by businesses and consumers. It allows organizations to establish and monitor quality management systems. ISO 9000 standards are considered to be generic standards since they can apply to any business, product or service irrespective of the industry. They have been developed and are maintained by the International Organization for Standardization (ISO).1. What is the ISO 9000 family?The ISO 9000 family consists of three quality assurance and quality management standards, namely, ISO 9000: 2000, ISO 9001:2000, and ISO 9004:2000. The ISO 9000:2000 and ISO 9004:2000 present guidelines for performance improvement, while the ISO 9001:2000 presents requirements. These standards are implemented by individual businesses, corporations, and government organizations.2. What are the benefits of ISO 9000?Major benefits include increased marketability, reduced operati
Of the catastrophic damage caused by hurricane Katrina, some estimate the insured damage to be only about $12.5 billion. Over a million non-agricultural jobs have been jeopardized by Katrina’s devastation with more than half of these in New Orleans itself. With the business infrastructure of the New Orleans area so gravely damaged and recovering so slowly, businesses are beginning to rethink their ability to survive a natural disaster of Katrina’s, Rita’s and now Wilma’s magnitude or the grim possibility of a terrorist attack. Was the chaos that ensued after hurricane Katrina due to the absence of a sound recovery disaster plan?
“The problem with the Katrina disaster was not necessarily the lack of a plan. In fact, the US government, the State government and the local government all had very good plans. The problem was that they were not implemented,” says David Russo, President of Independent Network Consultants of Crofton, Maryland, (www.INCons.com), an IT services company that assists businesses in creating their own disaster recovery plans.
“That is why, in formulating a disaster plan, we try to make sure that all the senior management are involved and are on board to implement the plan if the disaster actually strikes. This understanding has to trickle down to all the appropriate levels of the business.”
“A disaster plan, in part, is a laundry list of resources for use in a disaster. For instance, a disaster plan for one of my clients calls for two separate T1 lines. These telephone lines actually have two separate physical routes so that, in the case of a disaster, one line will always be working if the other is compromised.”
“So let’s say that certain lines of this phone system may be down while others are still working. But, if a worker wasn’t aware of that, after picking up a phone or two, he might assume that the entire system was down- unless he knew!”
“Even if the worker knew the phones were working, he must also know what the priorities are and, if contacting someone is necessary, he must know whom to call. When he calls, he must ask for what he needs and he must count on the
An awful lot has been said lately about Six Sigma and its abilities to bring out the full potential in any business or organization. However, the aspect – other than money – that most frequently causes a company to stop in its tracks when confronted with the option of taking on a Six Sigma strategy is the fact that it requires such a substantial leadership commitment.This being said, leadership doesn’t just mean the people at the top of the company hierarchy. Leadership commitment in this sense is required by all leaders in the business, whether they be presidents, CEO’s, team leaders, or “informal” leaders.In fact, it is these informal leaders who are being recognized as among the most highly influential in the success of Six Sigma implementation in a business. Such informal leaders are recognized as coming from three primary groups. These can be connectors, mavens, and salespeople.• Connectors – these are indi
“The problem with the Katrina disaster was not necessarily the lack of a plan. In fact, the US government, the State government and the local government all had very good plans. The problem was that they were not implemented,” says David Russo, President of Independent Network Consultants of Crofton, Maryland, (www.INCons.com), an IT services company that assists businesses in creating their own disaster recovery plans.
“That is why, in formulating a disaster plan, we try to make sure that all the senior management are involved and are on board to implement the plan if the disaster actually strikes. This understanding has to trickle down to all the appropriate levels of the business.”
“A disaster plan, in part, is a laundry list of resources for use in a disaster. For instance, a disaster plan for one of my clients calls for two separate T1 lines. These telephone lines actually have two separate physical routes so that, in the case of a disaster, one line will always be working if the other is compromised.”
“So let’s say that certain lines of this phone system may be down while others are still working. But, if a worker wasn’t aware of that, after picking up a phone or two, he might assume that the entire system was down- unless he knew!”
“Even if the worker knew the phones were working, he must also know what the priorities are and, if contacting someone is necessary, he must know whom to call. When he calls, he must ask for what he needs and he must count on the
When crossing salty swamps and marshes, move away quickly; never linger there. If you need to engage the enemy in salty swamps and marshes, stay close to areas that are lush with grasses and have your rear to the forest. - Chapter Nine, Sun Zi Art of WarAbove is the principle of deployment when in salty swamps and marshes. Salty swamps and marshes are is similar to crossing a river. But compare to crossing a river, salty swamps and marshes are more difficult to get out because of the mud condition. So if you are caught in swamps and marshes, you could be easily attacked with arrows. The lost of lives could be great because your troops do not have the agility to avoid. So the same principle from the marine battles applies here as well.Business ApplicationIn business, the same principle applies (please see Sun Zi Art Of War - Three Business Lessons From Deployment Of Troops In Marine Battlesth the Katrina disaster was not necessarily the lack of a plan. In fact, the US government, the State government and the local government all had very good plans. The problem was that they were not implemented,” says David Russo, President of Independent Network Consultants of Crofton, Maryland, (www.INCons.com), an IT services company that assists businesses in creating their own disaster recovery plans.
“That is why, in formulating a disaster plan, we try to make sure that all the senior management are involved and are on board to implement the plan if the disaster actually strikes. This understanding has to trickle down to all the appropriate levels of the business.”
“A disaster plan, in part, is a laundry list of resources for use in a disaster. For instance, a disaster plan for one of my clients calls for two separate T1 lines. These telephone lines actually have two separate physical routes so that, in the case of a disaster, one line will always be working if the other is compromised.”
“So let’s say that certain lines of this phone system may be down while others are still working. But, if a worker wasn’t aware of that, after picking up a phone or two, he might assume that the entire system was down- unless he knew!”
“Even if the worker knew the phones were working, he must also know what the priorities are and, if contacting someone is necessary, he must know whom to call. When he calls, he must ask for what he needs and he must count on the
Building a small business is hard work. In the initial period of most small businesses, one or two people are trying to do everything until the business grows enough to diversify functions and hire assistance. While you are trying to develop products and/or services, you are also trying to build infrastructure to support the business functions. Chances are, if you are the kind of person who is focusing on product or service development, you probably are not the person with the breadth technology information to build your own infrastructure.Our experience working with small businesses is that the creative folks who design the products and services and actually manage the business don't know a great deal about computer technology, particularly new technologies. Many of these people don't even want to know how or why a system works. All they want to know is that this system and this application will help them accomplish their bus
“A disaster plan, in part, is a laundry list of resources for use in a disaster. For instance, a disaster plan for one of my clients calls for two separate T1 lines. These telephone lines actually have two separate physical routes so that, in the case of a disaster, one line will always be working if the other is compromised.”
“So let’s say that certain lines of this phone system may be down while others are still working. But, if a worker wasn’t aware of that, after picking up a phone or two, he might assume that the entire system was down- unless he knew!”
“Even if the worker knew the phones were working, he must also know what the priorities are and, if contacting someone is necessary, he must know whom to call. When he calls, he must ask for what he needs and he must count on the
The History of Hand Held Terminals in RestaurantsThe desire for restaurant hand held terminals and wireless restaurant software has been around since the invention of the electronic cash registers in the 1980's. When restaurateurs saw the power of the electronic cash register how it stored and recalled orders, how it dispersed orders to various kitchen and preparation printers and how it helped control the flow of the restaurant the desire to have this power in the palm of your hand has been there. It is only recently that technology caught up to the demand.In the 1990's a couple of companies introduced hand held terminals to restaurants with limited success. Displays were small and therefore limited menu items. Battery life was short and limited use. But the demand was still there because the tremendous benefits to the restaurant owner.I distinctly remember a trip to an NFL game where the stadium f
“So let’s say that certain lines of this phone system may be down while others are still working. But, if a worker wasn’t aware of that, after picking up a phone or two, he might assume that the entire system was down- unless he knew!”
“Even if the worker knew the phones were working, he must also know what the priorities are and, if contacting someone is necessary, he must know whom to call. When he calls, he must ask for what he needs and he must count on the recipient to also know what can and must be delivered. Time is short in a disaster.”
“In the case of the hurricane Katrina disaster, some of the confusion caused by lack of an informed team, can be seen in the situation revolving around the failure to utilize local school buses in the New Orleans evacuation. While there may be plenty of blame to be assigned…, there are some valuable lessons to be drawn from the event. It is a clear example of a disaster plan being there to draw from, but not being implemented,” commented Russo.
According to the State disaster plan, Southeast Louisiana Hurricane Evacuation and Sheltering Plan of January 2000, “The primary means of hurricane evacuation will be personal vehicles. School and municipal buses, government-owned vehicles and vehicles provided by volunteer agencies may be used to provide transportation for individuals who lack transportation and require assistance in evacuating.”
According to Mayor Nagin’s famous interview on WWL, the New Orleans radio station that stayed on the air during the disaster, “I need reinforcements. I need troops, man. I need five hundred buses, man." When referring to the suggestion by some to have public school drivers come to New Orleans to help evacuate, Mayor Nagin exclaimed “…you gotta be kidding me! This is a national disaster! Get every doggone Greyhound bus line in the country and get…moving to New Orleans! …”
Regardless of who is to blame, many rightly raised questions: Why couldn’t the State provide assistance? Why weren’t the National Guard sent in to commandeer those buses? Why was the Mayor talking about Greyhound instead of talking about the school buses he had planned to use for immediate assistance?
Despite Senator Mary Landrieu’s claims that the buses were flooded, when questioned by newscaster, Chris Wallace, she could not adequately respond to the claim that the flooding occurred after the school buses were supposed to be used for evacuation. T
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