Jesuits only focused on converting royalty while Dominicans and Franciscans only focused on the poor.

 • Jesuits:

• Emphasis on Education and Intellectual Pursuits: The Jesuits were known for their rigorous education system, founding numerous schools and universities (like Georgetown).

• Intellectual Engagement: They engaged in intellectual debates and discussions with scholars and intellectuals, including those outside the Church.

• Court Influence: While they did engage with royalty and nobility, their focus was on education, intellectual discourse, and exerting influence through intellectual means rather than solely through conversion of rulers.

• Missions: Jesuits also undertook extensive missionary work among indigenous populations in the Americas and Asia.

• Dominicans:

• Emphasis on Preaching and Teaching: The Dominicans were known as the "Order of Preachers," focusing on theological studies and preaching to both the educated and the common people.

• Intellectual Rigor: They established universities and emphasized intellectual rigor in their approach to theology and philosophy.

• Combating Heresy: A key focus was combating heresy, particularly through intellectual debate and scholarly argumentation.

• Franciscans:

• Emphasis on Poverty and Service to the Poor: Franciscans embraced a life of poverty and dedicated themselves to serving the poor and marginalized.

• Preaching and Evangelism: They were active in preaching the Gospel to the common people and engaging in charitable works.

• Focus on Simplicity and Humility: Franciscans emphasized a simple life and a focus on spiritual humility.

Key Points:

• Overlapping Missions: All three orders engaged in preaching, teaching, and missionary work.

• Different Emphases: While their emphases differed, they all contributed significantly to the spread of Christianity and the intellectual and cultural life of Europe.

• Adaptability: All three orders adapted their approaches to the specific needs and contexts they encountered.

Managing "Lazy" Employees: A Practical Guide for the Workplace

It's important to preface this by saying that labeling an entire group of people as "lazy" is a generalization and can be harmful. Individuals have different work styles, motivations, and circumstances. This article focuses on addressing behaviors that might be perceived as laziness in the workplace, and offers strategies for managers to address these issues constructively. It's crucial to approach each situation with empathy and seek to understand the underlying reasons for performance issues.   

Understanding the Underlying Issues: Beyond the Label of "Lazy"

Instead of simply labeling someone as "lazy," it's more productive to explore the potential reasons behind their apparent lack of motivation or productivity. Some possible causes include:

• Lack of Motivation or Engagement: Employees may not feel connected to their work, the company's mission, or their team. They may not see the value in their contributions or feel that their work is meaningful.   

• Lack of Clarity or Direction: Employees may not understand their roles, responsibilities, or expectations. They may lack clear goals, deadlines, or feedback, leading to confusion and inaction.   

• Lack of Skills or Resources: Employees may lack the necessary skills, training, or resources to perform their jobs effectively. This can lead to frustration, procrastination, and avoidance of tasks.   

• Personal Issues or Burnout: Employees may be dealing with personal issues, stress, or burnout that are affecting their work performance. These issues can manifest as decreased motivation, fatigue, and difficulty concentrating.   

• Poor Management or Work Environment: A toxic work environment, poor management practices, or lack of recognition can demotivate even the most dedicated employees.   

Effective Management Strategies for Addressing Underperformance:

Addressing underperformance requires a proactive and empathetic approach. Here are some strategies that managers can use:

1. Set Clear Expectations and Goals:

Ensure that employees understand their roles, responsibilities, and performance expectations. Set clear, measurable, achievable, relevant, and time-bound (SMART) goals. Provide regular feedback and track progress to ensure accountability.

2. Provide Adequate Training and Resources:

Identify any skill gaps or resource limitations that might be hindering performance. Provide appropriate training, mentorship, or access to necessary tools and resources. This empowers employees to perform their jobs effectively.

3. Foster Open Communication and Feedback:

Create a safe and supportive environment where employees feel comfortable discussing their challenges and concerns. Provide regular feedback, both positive and constructive, and encourage open dialogue. Conduct regular one-on-one meetings to discuss performance, goals, and any roadblocks.

4. Address Underlying Issues:

If you suspect that personal issues or burnout are contributing to underperformance, offer support and resources. This might include access to employee assistance programs, flexible work arrangements, or time off. Showing empathy and understanding can significantly improve employee morale and motivation.   

5. Delegate Effectively and Provide Autonomy:

When possible, delegate tasks that align with employees' strengths and interests. Provide them with the autonomy to manage their own work and make decisions. This can increase their sense of ownership and motivation.

6. Recognize and Reward Performance:

Acknowledge and appreciate employees' efforts and achievements, even small ones. Public recognition, verbal praise, or small rewards can boost morale and motivation. This reinforces positive behaviors and encourages continued effort.   

7. Address Performance Issues Directly and Consistently:

If underperformance persists despite these efforts, address the issue directly and consistently. Document specific instances of underperformance, provide clear feedback, and outline consequences for continued poor performance. Follow company policies and procedures for performance improvement plans or disciplinary action when necessary.

8. Consider the Work Environment:

Evaluate the overall work environment and management practices. A toxic or unsupportive environment can contribute to demotivation and underperformance. Address any systemic issues that might be contributing to the problem.   

Avoiding Counterproductive Approaches:

• Public Shaming or Criticism: Publicly criticizing or shaming employees is counterproductive and can damage morale and trust.

•  Ignoring the Problem: Ignoring underperformance will not make it go away and can negatively impact team morale and productivity.   

• Making Assumptions Without Understanding the Cause: Avoid making assumptions about why an employee is underperforming. Take the time to understand the underlying reasons.

The Key to Success: Understanding, Support, and Accountability:

Addressing underperformance requires a balanced approach that combines understanding, support, and accountability. By focusing on identifying and addressing the root causes of underperformance, providing support and resources, and setting clear expectations, managers can help employees improve their performance and contribute effectively to the workplace. This approach is much more effective than simply labeling individuals as "lazy" and fosters a more productive and positive work environment for everyone.

Managing Baby Boomers in the Workplace: A Guide for a Multigenerational Workforce

 

Managing Baby Boomers in the Workplace: A Guide for a Multigenerational Workforce

Baby Boomers, born roughly between 1946 and 1964, represent a generation with a wealth of experience, a strong work ethic, and a unique perspective shaped by historical events and cultural shifts. As they continue to contribute to the workforce, often alongside younger generations, understanding how to effectively manage and collaborate with Baby Boomers is crucial for creating a harmonious and productive work environment. This article offers a guide to navigating the nuances of managing Baby Boomers, fostering mutual respect, and leveraging their valuable contributions.   

Understanding the Baby Boomer Mindset: Beyond the Stereotypes

It's essential to move beyond stereotypes and appreciate the diverse range of individuals within the Baby Boomer generation. However, some common characteristics often influence their approach to work:

•  Strong Work Ethic and Dedication: Many Baby Boomers were raised with a strong emphasis on hard work, loyalty, and dedication to their employers. They often value long-term commitment and take pride in their work.   

• Respect for Hierarchy and Authority: Baby Boomers generally respect established hierarchies and lines of authority. They value clear direction and appreciate structured work environments.   

• Experience and Institutional Knowledge: This generation holds a wealth of experience and institutional knowledge. They've witnessed industry changes, economic fluctuations, and technological advancements, making them valuable resources for younger colleagues.   

• Face-to-Face Communication Preference: While adaptable to technology, many Baby Boomers prefer face-to-face communication, phone calls, or written correspondence over instant messaging or purely digital interactions.   

• Value of Recognition and Appreciation: Like everyone, Baby Boomers appreciate recognition for their contributions and value feeling respected and appreciated for their experience.

Effective Management Strategies for Baby Boomers:

Managing Baby Boomers requires a blend of respect for their experience, understanding of their communication preferences, and a focus on creating a mutually beneficial working relationship.

1. Respect Their Experience and Expertise:

Acknowledge and value the wealth of experience Baby Boomers bring to the table. Seek their input on projects, encourage them to mentor younger colleagues, and create opportunities for them to share their institutional knowledge. This not only shows respect but also leverages their expertise for the benefit of the entire team.

2. Communicate Clearly and Directly:

While adaptable, many Baby Boomers appreciate clear, direct, and concise communication. Provide detailed instructions, avoid ambiguity, and follow up with written summaries or confirmations when necessary. Face-to-face meetings or phone calls can be particularly effective for complex discussions or sensitive topics.   

3. Provide Opportunities for Mentorship and Knowledge Transfer:

Baby Boomers are often eager to share their knowledge and mentor younger generations. Create formal or informal mentorship programs that pair them with junior colleagues. This not only benefits the mentees but also provides a sense of purpose and fulfillment for the mentors.   

4. Offer Stability and Structure:

While flexibility is important for all generations, Baby Boomers often thrive in environments with clear structures, established processes, and predictable routines. Provide clear expectations, defined roles, and consistent feedback to create a sense of stability and security.   

5. Recognize and Appreciate Their Contributions:

Publicly acknowledge and appreciate the contributions of Baby Boomers. Celebrate their milestones, recognize their achievements, and express gratitude for their dedication. This simple act of recognition can go a long way in fostering a positive and motivating work environment.

6. Be Mindful of Technology Preferences:

While many Baby Boomers are comfortable with technology, they may not be as quick to adopt new platforms or communication tools as younger generations. Provide adequate training and support for new technologies, and be mindful of their preferred communication methods.

7. Value Their Work-Life Balance (Especially as They Approach Retirement):

As Baby Boomers approach retirement age, their priorities may shift. Be understanding of their need for flexible work arrangements, reduced hours, or phased retirement options. This allows them to transition smoothly while continuing to contribute their expertise.

Navigating Potential Challenges:

While managing Baby Boomers is often a rewarding experience, some potential challenges may arise:

• Resistance to Change: Some Baby Boomers may be resistant to new technologies, processes, or management styles. Approach change gradually, explain the benefits, and provide adequate training and support.   

• Communication Style Differences: Differences in communication styles between generations can sometimes lead to misunderstandings. Encourage open communication, active listening, and a willingness to adapt communication styles.

• Different Work Priorities: As Baby Boomers approach retirement, their work priorities may differ from younger generations. Understand their motivations and adjust expectations accordingly.

The Key to Success: Mutual Respect and Understanding

Managing Baby Boomers effectively is about recognizing their valuable contributions, respecting their experience, and understanding their unique perspectives. By fostering open communication, providing opportunities for mentorship, and creating a supportive and respectful work environment, organizations can leverage the strengths of this generation and create a truly multigenerational workforce that benefits everyone. This approach ensures that Baby Boomers feel valued, engaged, and motivated to continue contributing their valuable experience to the workplace.

how to manage millennials (born in the 1980s and 1990s) in the workplace.

 how to manage millennials (born in the 1980s and 1990s) in the workplace. 

Understanding Millennials:

• They grew up with the internet and are comfortable with technology.

• They value work-life balance and personal growth.

• They want freedom and flexibility at work.

• They like teamwork, communication, and feedback.

• They want their work to be meaningful.

How to Manage Millennials Effectively:

• Offer Flexible Work: Let them adjust their work hours or work remotely. Focus on results, not strict schedules.

• Give Them Autonomy: Trust them to make decisions and give them challenging tasks. Avoid micromanaging.

• Communicate Clearly: Be open and honest. Give regular feedback and have one-on-one meetings. Use different communication methods (email, chat, video calls).

• Support Their Development: Offer training, mentoring, and chances for promotion. Help them learn new skills.

• Create a Positive Culture: Make the workplace respectful, inclusive, and fun. Encourage teamwork and recognize their achievements.

• Use Technology: Provide them with the latest tools and encourage them to use technology to improve efficiency.

• Focus on Well-being: Prevent overwork and offer benefits like health insurance and vacation time. Organize team activities.

Things to Avoid:

• Don't control them too much.

• Don't forget to communicate with them and give feedback.

• Don't ignore their need for growth.

• Don't be too strict with rules that don't fit their needs.

Key Takeaway:

Managing millennials is about building a good working relationship based on trust and respect. By being flexible, supportive, and communicative, companies can help millennials be happy and productive, which benefits everyone.

亡國三惡因》

于右任先生的《亡國三惡因》發表於《民立報》

民窮財盡，社會破產，國家破產。國有金，吝不與人，為他人藏。此其一。善不能舉，惡不能退，利不能興，害不能除。化善而作貪，使學而為盜。此其二。宮中、府中、夢中，此哭中、彼笑中，外人窺伺中、霄小撥弄中，國際偵探金錢運動中，一舉一動，一黜一陟，墮其術中。此其三。

醫委員質疑陳邦石
醫療記錄不完整

2011年02月17日 (01:53 pm)

醫務委員會續聆訊，麻醉專科醫生陳邦石涉嫌專業失德事件，委員會質疑陳的相關醫療記錄不完整，又當日懷疑儀器出現問題，沒有即時告訴病人。

律師讀求情信淚灑法庭

Sing Tao Daily | 2008-01-18
A10| 港聞
律師讀求情信淚灑法庭

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~


在聆訊過程中，眼科專科醫生馬義恩沒有質疑委員會的指控，對於被指專業失當，只透過律師一概承認事實；而他透過律師讀出的求情內容，不但令人動容，身為男子漢的代表律師亦不禁涕淚俱下。

成功個案變成災難

馬義恩的求情，由講述醫生的職業開始，律師說：「選擇醫生職業，夢想是希望病人可以開心地生活；但醫藥有風險，一秒半秒的疏忽可將一個成功個案變成災難。」他續指：「凡事都總有意外，而因為是次失誤，馬醫生已感到非常抱歉，並且將對其一生造成不能磨滅的影響，現時的他因為該醫療失誤已導致失眠和抑鬱。

其後，律師打出「溫情牌」，指馬醫生以其專業資格行醫濟世養育家中六名子女，而除了兩名親生子女外，其餘四名都是領養的。事件遭傳媒廣泛報道令馬的執業受到影響，但仍要向六名小孩供書教學，壓力甚大。

向受害人誠懇致歉

當訴說到馬的家庭及其領養孩童的事迹時，其律師深受感動而涕淚俱下，委員會詢問他是否需要休息，他哭着說：「我從來沒有做過這樣的求情。」

律師說由○五年不能磨滅的那一刻起，馬義恩每天承受心理上煎熬的惡果，他明白所承受不能與病人姜雪相比，向姜雪提出最誠懇的致歉，希望得到病人原諒。

雖然這次醫委會的判決是醫療失誤中最嚴厲的一次，但亦可見求情相當成功，醫委會主席麥列菲菲指本來判決是普通科醫生名冊中除名十八個月；但委員會相信馬樂於助人及有悔意，因此減刑至一年。記者周嘉莉