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Make sure workers take time to rejuvenate and reflect.

So urge employees to take breaks and vacations, and set an example. Research shows that the restorative benefits are greatest when you get out of your office or go for a walk. Don’t have lunch at your desk then; head outside for a stroll instead, especially in a park. It will put you in a better mood and reinvigorate you, allowing you to accomplish and learn more.

In the same way that you block out time on your calendar to plan an initiative or a presentation, you should block out a short period each day—even just 20 to 30 minutes—to either plan your agenda (in the early morning) or think about how the day went (in the late afternoon). If time is really scarce, try to reflect on your way to or from work. A study of commuters in the United Kingdom that we conducted with Julia Lee and Jon Jachimowicz showed that those who were encouraged (through text messages) to plan for their upcoming day during their journeys were happier, less burned-out, and more productive than people in a control group.

Leaders can help by thoughtfully structuring the workweek—for instance, by insisting that no meetings be held on Fridays, as Tommy Hilfiger and other firms have done.

Through reflection, we can better understand the actions we’re considering and their likelihood of keeping us productive. “Don’t avoid thinking by being busy,” a wise mentor once told one of us.

Some organizations are finding ways to incorporate reflection into their regular activities. One powerful approach treats reflection as a post hoc analytical tool for understanding the drivers of success and failure. The U.S. Army is well known for its after-action reviews (AARs). To ensure that a rigorous process is followed, AARs are run by a facilitator rather than the project’s leader. An effective AAR involves comparing what actually happened with what should or could have happened and then carefully diagnosing the gap, be it positive or negative.

Whether reflecting with a group or by yourself, keep a few things in mind. First, remember that the goal is to learn. That means being honest with yourself—something an outside facilitator can help ensure in group settings. Second, try to get a full and accurate picture of what occurred. That requires considering multiple perspectives (because we all have incomplete and often biased opinions) and using data. Third, work to get to the root of why things played out the way they did. Finally, think about how the work could be improved. Beyond the obvious fixes to the existing process, take time to imagine how you would do things completely differently if you could.


When we join an organization, it’s natural to want to fit in. But this tendency leads to two challenges to learning.

Early in life, we realize that there are tangible benefits to be gained from following social and organizational norms and rules. As a result, we make a significant effort to learn and adhere to written and unwritten codes of behavior at work. But here’s the catch: Doing so limits what we bring to the organization. As Steve Jobs famously said, “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.” In fact, being unafraid to stand out can actually garner respect, despite beliefs to the contrary. Research conducted by one of us (Francesca) with Silvia Bellezza and Anat Keinan found that nonconforming behaviors (such as dressing down at a business meeting or using one’s own PowerPoint theme rather than the organization’s) raise others’ estimation of a person’s competence and status.

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Telecommunications impacts everyone every day. It encompasses a variety of electronic media, including radio and TV, cable and satellite, the internet, and wired and mobile technologies. The department prepares students for careers in media management or production and is an internationally recognized center for research on telecommunications issues.

The department trains students for careers in the telecommunications industries and is an internationally recognized center for research on telecommunications issues. The department's overarching goal is to prepare informed, responsible professionals for leadership roles in telecommunications and to conduct research and outreach that improve the functioning of telecommunications in modern society.

Students in the major benefit from a mix of hands-on, professional work and theoretical approaches as they explore fundamental issues and current industry practices -- with an emphasis on developing the skills to become leaders in all forms of electronic media, including broadcast and cable TV, the internet, radio and telephony.

Through hands-on, real-life experiences students conceive and complete projects such as webcasts of the annual Penn State Dance Marathon (THON) and the Homecoming parade.Those events are viewed by thousands of people all over the world. ( VIDEO : About the Homecoming parade project.)

Students may specialize in management and entrepreneurship, audio and video production, law and policy, or international telecommunications. In the rapidly evolving telecommunications field, students are prepared to work work in the telecommunications industry in a variety of capacities.

Emphasis on Teaching

Teaching is at the heart of the department's mission. With more than 170 years combined teaching experience, the telecommunications department has one of the strongest faculties anywhere in the world. Our teaching is based on a foundation of industry experience and scholarly research. The telecommunications faculty have more than 80 years combined industry experience, ranging from managing local radio stations to serving as regulatory counsel for some of the largest cable and telephone companies in the world.

Don King

Director, "Saturday Night Live"

1969 Speech

Mark Lima

Senior Producer, ABC-TV's Nightline

1987 Telecommunications

Linda Yaccarino

President, Cable Entertainment Digital Ad Sales, NBC Universal

1985 Telecommunications

Kurt Deichert

Producer, Fox Sports Southwest

1984 Telecommunications

Lisa Lucas

Executive Producer, Animal Planet

1985 Telecommunications

Susan Spellman

Executive Director, U.S. UCAN at Internet2

1997 Telecommunications

Joel Molinsky

Studio Director, ESPN

2003 Telecommunications

Erin McMullen

Manager, Programming and Acquisitions, Fox Sports

2007 Telecommunications

Lyle Yablonsky

Vice President, AXA Advisors

2001 Telecommunications

Rich Russo

Director, FOX Sports

1984 Speech Communication

Christie Dockman

Production Manager, ESPN

1993 Broadcast-Cable

Dan Kocse

Content Editor, ESPN

1999 Telecommunications

Prospective Student

Any service can be clearly and completely, consistently and concisely specified by means of standard attributes that conform to the MECE principle (Mutually Exclusive, Collectively Exhaustive).

Coffee house - a type of service delivery.

The delivery of a service typically involves six factors:

The service encounter is defined as all activities involved in the service delivery process. Some service managers use the term "moment of truth" to indicate that point in a service encounter where interactions are most intense.

Many business theorists view service provision as a performance or act (sometimes humorously referred to as dramalurgy , perhaps in reference to Clearance Online Fake Womens Motion Series Power Hours Pant Imperial Blue 18 Lee For Cheap For Sale SK0i6VHHIG
). The location of the service delivery is referred to as the Hard Wearing Prices Cheap Online Vneck Tshirt Grey Zadig amp; Voltaire Brand New Unisex Cheap Sale Official Site Buy Cheap Fast Delivery ZPRPIH
and the objects that facilitate the service process are called props . A script is a sequence of behaviors followed by those involved, including the client(s). Some service Panelled Wideleg Drawcord Trousers Blue Burberry Buy Cheap Pictures cB6Dx3g
are tightly scripted, others are more ad lib . Role congruence occurs when each Buy Cheap Online Outlet Factory Outlet Magic Stripe blouse Multicolour Romance Was Born Sale Discounts qfXfD
follows a script that harmonizes with the roles played by the other actors.

In some service industries, especially health care, dispute resolution and social services, a popular concept is the idea of the caseload, which refers to the total number of patients, clients, litigants, or claimants for which a given employee is responsible. Employees must balance the needs of each individual case against the needs of all other current cases as well as their own needs.

Under English law , if a service provider is induced to deliver services to a dishonest client by a deception, this is an offence under the Theft Act 1978 .

Lovelock used the number of delivery sites (whether single or multiple) and the method of delivery to classify services in a 2 x 3 matrix. Then implications are that the convenience of receiving the service is the lowest when the customer has to come to the service and must use a single or specific outlet. Convenience increases (to a point) as the number of service points increase.

Service-Commodity Goods continuum

The distinction between a good and a service remains disputed. The perspective in the late-eighteenth and early-nineteenth centuries focused on creation and possession of wealth. Classical economists contended that goods were objects of value over which ownership rights could be established and exchanged. Ownership implied tangible possession of an object that had been acquired through purchase, barter or gift from the producer or previous owner and was legally identifiable as the property of the current owner.

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