Trade unions should...have rights which empower them and their Essay

Worker's guilds should...have rights which engage them and their individuals. These rights ought to be clear and unequivocal, and they s - Essay Example Truly, there have been negligible authority limitations on opportunity of relationship in the United Kingdom, despite the fact that there have been a few, made by an assortment of issues (Keith 2008). For the most part, and certainly in the ongoing decade, the essential concern is identified with confinements on worker's organizations as to which a few legal impediments and different limitations have been actualized (Wrigley 2002). These activities have raised a few correspondences and complaints to the International Labor Organization (ILO), the regulatory units of which have had chance to find that the legitimate code viable bombs universal work guidelines (Servais 2008). This topic is explicitly identified with the point of view of the International Covenant’s Article 22 thinking about the way that the quintessence of these components is distinguished by passage 3, as this exposition will talk about, the specific ramifications of this essential is very uncertain. As express ed by Keith Ewing and Carolyn Jones (2006): â€Å"Trade associations should... have rights which engage them and their individuals. These rights ought to be clear and unequivocal, and they ought to appropriately prepare worker's organizations... to act inside the limits of global work principles to secure the interests of their individuals. This implies an option to sort out, an option to deal and an option to strike in another lawful settlement for British exchange unions...(p. 35)† In perspective on this announcement, this exposition will basically investigate the mechanical relations law in the United Kingdom. It will give a concise authentic conversation of the law identifying with opportunity of affiliation and the option to strike and will distinguish which parts of UK mechanical relations law neglect to fulfill universal guidelines. The Right to Freedom of Association As expressed in Article 22(1) (Jayawickrama 2003): Everyone will reserve the option to opportunity of relationship with others, including the option to frame and join worker's organizations for the assurance of his inclinations (p. 735). What is very equivocal is how much Article 22 shields the development of people who are in relationship with others. A significant issue, worried by the protected courts from one viewpoint and European Court of Human Rights’ contract on the other, is whether protections taking after those in Article 22(1) are legitimate just to shield the privilege to opportunity of affiliation, or whether they act further by defending the opportunity to act in relationship with others to advocate the crucial targets of the relationship viable (Blanpain 2010). The system in established and universal law, all things considered, has been to uphold the before, much limited, and significantly less extreme setting of translation (Keith 2008). As expressed by Lecher and Platzer (1997), it is the viewpoint of the Human Rights Committee also. Thinking about the very limited resolution it is trying to decide with any degree of precision whether and to what degree UK law and practice meet Article 22(1). All things considered, there are three essential concerns which develop for examination: (1) the option to join an affiliation; (2) right of the relationship to deal with its inside exercises; and (3) the privilege of the asso

The matching hypothesis Essay Example

The coordinating theory Paper There are numerous elements engaged with the arrangement of connections, closeness, presentation and family, similitude, physical allure, integrally, ability and corresponding loving. In this examination, the exploration will investigate engaging quality, explicitly the match speculation. Zuckerman et al (1995) revealed that the more appealing an individual appeared to be, the more constructive was anothers in general impression of that individual. Symons (1979) indicated that a womans physical wellbeing, age, and uniqueness are appealing to men though a keeps an eye on status, tallness, aptitudes, and capacities are alluring to ladies. Berry and Miller (2001) found that guys evaluated physical engaging quality as the best indicator for more excellent connections with lady, while lady appraised amiability as the most significant factor for men. An investigation was completed by Walster et al in 1966 known as the PC move study. 752 freshers participated. First they were advised to fill in a survey, after which they were informed that they had been assigned a perfect accomplice for the night of the move. These pairings be that as it may, had been made indiscriminately on premise of their physical engaging quality. Understudies were asked the amount they preferred their date and in the event that they needed to see them once more. They found that physical engaging quality was the single greatest indicator of how much each date had been loved by both male and the female members. The longing of another date was dictated by the appeal of the female, regardless of the engaging quality of the male. At the point when we see an individual in the road we consequently rate that people engaging quality, regardless of whether we do it deliberately or unwittingly. We will compose a custom exposition test on The coordinating theory explicitly for you for just $16.38 $13.9/page Request now We will compose a custom exposition test on The coordinating theory explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom exposition test on The coordinating theory explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer The coordinating speculation is a well known mental hypothesis proposed by Walster et al. 1966, on what makes individuals be pulled in to their accomplices. It asserts that individuals are bound to frame dependable associations with individuals who are generally similarly as truly appealing as themselves. This examination will recreate this investigation. The coordinating wonder of physical fascination between marriage accomplices is steady inside and across ages, Price and Vandenberg 1979. A few investigations have tried the coordinating theory. These investigations for the most part show that individuals appraised as being of high, low or normal engaging quality will in general pick accomplices of a relating level of allure. A few examinations have been completed that investigate this field of enthusiasm for, Murstein (1972) who additionally bolsters the coordinating speculation did an examination with photos of the essences of consistent or connected with couples were contrasted and arbitrary couples. The genuine couples were reliably decided to be progressively like each other in levels of physical appeal than the irregular sets. Murstein summed up the discoveries of the examination as: Individuals with equivalent market an incentive for physical allure are bound to relate in a personal connection, for example, commitment that people with dissimilar qualities. In basic terms, he found that individuals with generally equivalent appeal are bound to build up a close connection, than if one individual out of the couple was viewed as being ugly and the other alluring. This examination centers around couples separate engaging quality and their appeal as a team, breaking down particular allure and coupled appeal. The point of the examination is to research the coordinating speculation and to test whether there is a positive connection between's the scores of apparent allure of the male and female of the wedded couples and furthermore as a team. This examination varies to past investigations did around there of enthusiasm, as the photos are not isolated and the guys and females are evaluated independently as far as appeal. Members were additionally approached to rate the photographs as a team. The theory: There would be a positive connection between's members saw scores of allure of photos of wedded couples. Invalid theory: There would be no connection between's members saw scores of engaging quality of photos of wedded couples. Technique The strategy picked for this examination was a correlational research technique, as a connection between the two factors was being explored. The co-difference is the male and female scores. All the photographs utilized all through the system are gotten from articles from a nearby paper. After the photographs are acquired, record sheets will be created on which the members will rate the couples. The photographs utilized will be kept together (I. e. they won't be cut into independent male and female areas) for the basic explanation that I am likewise posing the inquiry; do the couples coordinate one another? This would be difficult to do as such if the photos were isolated. This additionally makes my examination increasingly unique. The members will at that point be given structures like the record sheet (reference section). Cause and examination was the proper strategy for this examination as it gives data on the quality of a connection between explicit factors.

CP19 Talking with Avi Cavale from Shippable about Entrepreneurship Shipping Code Faster

CP19 Talking with Avi Cavale from Shippable about Entrepreneurship Shipping Code Faster INTRODUCTIONMartin: Hi folks out there! If you are interested in starting a company or you are a developer and really working on your next product, this podcast interview is for you. Today we have Avi with us. Hey Avi, who are you and what do you do?Avi: Hi Martin, this is Avi Cavale, I am a co-founder and CEO of Shippable we are a continuous delivery pipeline company for containers.Martin: Great! When did you start this company and what did you do before?Avi: Shippable, the genesis was around late 2012, physically incorporated and everything in 2013, early 2013, February. It’s been about 3 ½ years so far. Before that I worked at Microsoft and briefly at Amazon and I was there at Amazon for over 11+ years, worked on xBox, Office 365, Azure and Kinect, the xBox live products.Martin: How do you go from gaming to shipping code?Avi: I mean, as recently said that Software is eating the world and pretty much everything is software. And even though we were at gaming side of the company, that’s what the consumers saw, but behind it, it was all pure software technology. While I was doing that, I was managing about roughly 150+ organizations across 3 different countries (China, India and the US) and at the end of Kinect when I was going through my review process with my boss, I realized that over 50% of my entire organization spent their time on none feature work. I mean they were doing all sorts of plumbing, deployment, code auto-pilot, code all sorts of things. And that’s kind of as you look at it we worked on Kinect for 2 years, 150+ people, that’s almost 150 person-years being wasted on things that should have been actually big new platform. And that’s basically what our motivation was.We said: Hey, every single group inside Microsoft is doing this and imagine every single company in the world. What it should be is more available as a platform where developers are using it to build features as opposed to kind of building the plumbing work for deploying th e features that they have built. And that’s basically what Shippable was.Martin: Cool. Avi, what was the next step? So you left the company and then what happened?Avi: I left the company and I had never done a startup. Biggest thing was I left it in a very impulsive way because I was so excited that this is a problem that I could go solve.I think for about 3 weeks, I was kind of… I mean I left in late 2011 saying that I want to go do this company, and I meandered around for about 3 or 4 weeks. I realized that I just didn’t have the skills to do this at all especially founding a company.Martin: Why?Avi: And let alone do it alone. I mean that’s the biggest mistake I did was, I said: I am going to do this alone.And then I said: Okay fine, I am going to go… I kind of parked my idea a little bit and I said: Okay, let me go work on some modern technology. And I started working on a company which was working with Cloud Foundry, and I learnt all about how startups work, how actual ly this thing goes on, and that’s basically, I kind of trained myself on the job for about 10 months, always knowing that I will eventually get back to this idea that I was going to go do a company about.Martin: And how did Cloud Foundry prepare you for the entrepreneur route?Avi: I think the biggest thing that happened was, at Microsoft, being in kind of like somewhat of a leadership role, you don’t realize how easy it is to get meetings, and so you lose the hustle of your life, and things happen very easily because of the background and the brand that Microsoft has.When you start trying to do it on your own as a company, it’s impossible, I mean you have to really hustle to get these meetings and get these people to help you out. And what Cloud Foundry, this startup that was working with Cloud Foundry did was kind of make me get used to that kind of mode as opposed to sending an email to a company and say: Hey, I want to talk to you for half an hour, and I would get that meet ing set up because of just the fact that I was working at Microsoft.Martin: Good. So once you have acquired some kind of knowledge from Cloud Foundry, what did you work on then? And did you find a co-founder?Avi: Yes, I mean the other thing I did was I realized what my limitations were, and then I started finding folks who would counter balance the limitations that I had.One was I was purely a techie person; I needed somebody who has a little bit more of a business background. We are still a very technical company so they need to be still technical, but they need to have more business exposure than I did.The second thing was, even the temperament. I mean I kind of think in big vision, kind of goal setting views, whereas you also need to have someone who brings you back to the ground and gets some execution plan to get towards that big goal that you have. And so I think Manisha was kind of my obvious choice. I convinced her that she should quit Microsoft and do this. She quited Micro soft in late 2012 and we started Shippable in 2013 in February.Martin: Did you know Manisha before and why do you think she qualified for a co-founder role?Avi: She had worked with me at Microsoft back when I was with Office 365 and that is where I had interacted with her. She was part of a team that my team actually worked with.There were 2 things: one was that she was super smart and I knew that with all my interaction at Microsoft. The second things was she was very practical in how she thought about things and I was kind of the big vision that she was a very practical person and I thought that that’s the right mix that I needed. And of course she had an MBA degree from Berkeley which made it even more easier for me to say she has to be the person who is the co-founder.Martin: Great. So now you have assembled the 2 of you and starting out building on the product version I guess, so what was the next step then? So did you work on the product or did you try to acquire some kind o f beta customers or did you already talk to investors? How was it like?Avi: So I think we kind of did a few things. I mean one thing that she kind of said is: We’ve got to have some kind of a framework of how we are going to go about doing this. I mean I wasn’t too keen on having this big MBA like frameworks but I wanted something that offers structure.So what we did is, we started looking at accelerators and we filled out their application forms. And we didn’t want to apply to any accelerator, we just wanted to fill out the application form because some of these accelerator application forms really make you think about what your business is. And that’s what happened.So we started off with Y Combinator and we filled out their whole application form and then we also accidentally got in touch with a few folks from Techstars and this was due to some random events that happened. And then, I mean I would say we were lucky meeting the managing director of Techstars. And then we en ded up taking Techstars as an accelerator.And by that time, we had kind of built a prototype just to prove the technology can be done. And we knew that the customer problem existed, but we hadn’t done any formal customer development and those kinds of things. And at Techstars, when we went to the program, they had a lot more structure on how we go about doing it and it helped quite a bit in terms of how we did the rest of the company.Martin: Okay. How did you go about the customer development, once you have been into this Techstar program or afterwards?Avi: I mean it was hard for us to accept that customer development was very critical.Martin: Especially as a techie, right?Avi: Yes, I mean we thought we knew more. And actually in retrospect if I go and look back that was probably the best thing that we ever did at Techstars. Andy Stark who was the managing director of Techstars Seattle at that time, he almost had a stick for us to say: You have got to do customer development.The e asy thing for us was that finding developers in Seattle was not very difficult. And so what we used to do is we used to go out in downtown Seattle where Amazon was, there are all kinds of food trucks where people are standing in line for food during lunch, and we would just ask them saying: Hey, I’ll buy you a soda if you answer a few questions. They were all techie, so we could easily get 50-70 interviews a day done in relatively like an hour and a half over time, which was kind of unfair for the rest of the companies in Techstars because our customer base was a developer and we could find them so easily.Martin: What did you ask them?Avi: I think Andy’s guidance on customer development was you can never tell them what you are building, and you have to somehow ask them questions which don’t tell them what you are building. If they don’t answer the core fundamental value proposition that your product does as their main problem, then your product will not actually sell. I mea n that was kind of the philosophy.So all our questions were all about behavior; what do you guys do on a daily basis? What is the one thing that you would want to do less? So it’s more of open ended, trying to drag out what they really are doing and trying to see whether our value proposition actually stick in terms of what the pain point or what we are really trying to solve with our product.Martin: Okay cool.BUSINESS MODEL OF SHIPPABLEMartin: Avi, let’s talk a little bit more about your company Shippable. Can you briefly explain how the business models work? You briefly touched on this, so what are the customer segments? How are you making money, and what type of value proposition are you offering those people?Avi: I think the basic idea is that our product is a premium model, so it’s like so as like pretty much everything that’s done in these days. You have a basic value proposition which solves some problems for maybe an individual or a small team like 3 or 4 people, and then the moment they grow beyond that, then you need to start buying in order to actually get them to start becoming a paying customer. I mean that’s basically the get up model that is basically pretty much a lot of these online services model. That’s how our basic fundamental, what we call as demand generation.And then with that what happens is, you don’t have to do traditional enterprise sales. So you get a lot of people getting ground up, and then eventually they will get to some size at that point they become a sales qualified lead to us, and we kind of sell them a more of an enterprise kind of product on top of it. That is basically the evolution.So you come in as freemium; you become a paying SaaS customer and eventually, you will end up buying it for your department or maybe for your organization within your enterprise. I mean that’s kind of how the business model works.Martin: What makes Shippable unique in the market place? Because I mean you need to think, I guess your co-founder as well because she is having an MBA, what are the competitive advantages over your competitors?Avi: I think the most important thing is it is about efficiency, right. It’s like if you really look at it in today’s world, every single company has to out innovate the competition. And that’s basically the only way you can actually survive. Otherwise your features are going to get copied very quickly and you lose out on the differentiation. So that’s a platform that every single company that’s out there needs, I mean, if you kind of look at any mobile app kind of a company or anything, they have to constantly keep adding features that makes them more valuable and have more unique features than their competition.So we are a very interesting product. I mean our product actually helps other customers to do this. So what we do is, we use the same platform to build Shippable. So what we are doing is, we are helping engineering organizations to become more efficient . In other words, we call it ship code faster kind of qualifying it a little bit more, its ship quality code faster and repeatedly, and that basically is continuous innovation. That’s what our product does. Hence, and the best thing for us is we are the number 1 customer for this product because we are trying to out run everybody.So if you go and look at the last 3 months, we have added over 25 different features that none of our competition has even added even less than 5. That’s basically what makes our product more complete and we are constantly innovating using our own platform to kind of help other customers innovate faster on their whatever product that they are working on.So that is basically the uniqueness, so it is a continuously evolving platform that helps developers become more efficient to build software.Martin: Okay, cool.ENTREPRENEURIAL ADVICE FROM AVI CAVALEMartin: Over this 4 â€" 5 years, what have been the major learnings and mistakes that you have seen or done yourself which you can share with our people interested in starting their own company?Avi: I think some of the mistakes are like very specific to our business, I mean our customer base, our developers. So a lot of mistakes that we did around that was not listening to developers closely enough and so they were asking for something and we were trying to build something else. So that was one mistake that we did, 12-18 months ago. And in the last 6 months we have been super focused on our developers and our customers, that has really changed how we actually are perceived by our customers. I mean that’s one thing that we never want to do; is alienate your customer base.Even though you might think this is the right way to do it, you have to always have your pulse on your customer base, that is one thing that we did about 12 months ago, the wrong thing we did. Since then, we have post corrected and we have become a completely customer centric company at this point of time.Martin: Was th ere a key even where you said to yourself: Oh wow, we are really missing a point here, we need to change?Avi: I think what happened was 2 things. One was that we ended up opening up our customer support queue completely to the public. It was a decision because internally I had to change the culture of the company, and what ended up happening is the moment we opened up, kind of airing your dirty laundry out first, I think that’s the first thing that we did. And that was a very risky thing to do because it pretty much told our competition what the problems we had were. And so the moment that happened a whole bunch of customers started actually commenting, cross commenting on it because now everything was open and that internally changed our entire teams mind set. So that was a turning point that basically said: I mean I know everybody has dirty laundry, but we want to keep them as clean as possible as quickly as possible. So suddenly everything became customer centric as opposed to hey we will address it when we get some time, that attitude changed, I mean that’s basically what happened from inside the company.Martin: And did you use a tool for this?Avi: I mean we used Github and we are a developer platform. So it was very easy, we just opened up. It was private, we made it public, that’s basically what we did.Martin: What other things did go well or did not go well which you can share?Avi: There were  a few other things. I think hiring is very important. And sometimes I think you need to hire for attitude as opposed to aptitude, and most startups end up making these mistakes where they hire for aptitude as opposed to attitude. And when you are this small, like when you are like 5 person, 7 person, 10 person company, if 1 or 2 people don’t fit, it really causes a lot of problems within the company. I mean that’s another mistake that we did where we got carried away by people’s aptitude as opposed to their attitude and whether the culture and the fit is going to be right.So I truly believe that in the initial product of your company, you should be super focused on building the cohesive team, even if it is not the best super star team that you have. You probably want to have a team that works as a team, as opposed to an individual excellence. That was a couple other mistakes that we made. Since then we have post corrected that and that’s the hard part; it’s letting go of some of the earlier employees that we had hired because they were just not the right fit. I mean it’s kind of like my board once told me that if you don’t start being a CEO then we’ll start finding a CEO. So I mean I was kind of the message to say this is part of being a CEO, you have to make these hard decisions. That was a wakeup call for us which kind of re-jiggled the company into the right direction.Martin: Great. Also a good example of how the board can also help advise the founders, which is great.Avi: I mean this is the other thing for a first time entrepreneur, like this is the first company I ever created, and even for Manisha, we both were completely novel at this. You need to understand, and I think for whoever is trying to do this, they need to understand that there will be highs and there will be lows, and there is no company out there that hasn’t gone through that floors. And you have to be completely okay with that.That’s something that people always remember the great home runs that you had, but they don’t understand that there is a whole bunch of failures also internally happening. So that’s normal part and parcel, and that’s where the board can help you because they have seen hundred of companies go through this. And so you have to use your board quite a bit, as opposed to just trying to do these things in isolation.Martin: You said very nicely that you need to hire in the beginning for attitude and less for skills and aptitude and so forth. I mean the CV and drop test for testing people for skills ar e very well defined. how would you test for attitude?Avi: I think what you do is, I do the special thing called case based interviews. I mean I don’t ask people how to do things, I ask them why they do what they do. I mean it’s very easy, if I ask you to sort these numbers in the fastest way, everybody will tell you how to do it. Very few people can answer why one technique is faster than the other technique.And so it’s kind of like my personal favorite of what I am saying is I don’t really care is people tell me what to use when we need it. What I really need is people to tell me when not to use a particular technology.So when you do case based interviews, you start seeing that whole whatever the candidate does pros and cons, whether they are kind of looking at it more holistically or are they kind of getting carried away by one single piece of information. So that gives you more of a well rounded approach of what the candidate is doing, as opposed to just asking them a few technical questions and seeing how deep do they know the syntax, or how deep do they know sorting algorithms. I mean, that can be all found on Google, you don’t really need to know all those stuff. What you can’t find on Google is when do you use Non-JS as opposed to use goal or vice versa. I mean that is a much harder question to answer than just saying: Hey, we should use goal.So I think that’s the kind of questions you want to ask more as opposed to just asking very tactical problem based questions.Martin: Avi, if you look back from today to like 5 years ago, what would you have liked to know before you started the company, which would have helped you to become even better?Avi: That’s a hard question. So what would I like to know, what information I have to have 5 years ago? I think what I would have done a lot more was. It’s basically a very hard question to ask because everything happened for a reason, and it’s all about how do you react to the things that happened as opposed to trying to control things not to let it happen. So I don’t think I have anything that would have changed my game, I like the journey I went through and it made me who I am today, so I don’t think I would change too much.Martin: How did you change over those 5 years?Avi: I have a lot of respect for people who have built companies. I mean if you would have asked me 5 years ago what is the role of a CEO, I would have probably not been able to answer. I think just having empathy towards the different roles and the different skill sets that people bring to the table is something that I mean I was too much of an engineer, I only valued engineering skills and I kind of discriminated on the rest of the skills others had.So I think, being a CEO for the last 3 years, trying to create a company from scratch, I have a lot of empathy for pretty much every single skill set and job role that’s out there and people who actually do that really well. I mean, you need every single aspect of it, like from people who can do content writing to people who can actually code, to actually market. I mean you need to have a well rounded team, and I have developed a lot of empathy towards the rest of the skills that people have.Martin: Great. Avi, thank you so much for sharing your insights.Avi: You are very welcome, I hope it was useful and it will be useful for some folks who want to listen to this.THANKS FOR LISTENING! Welcome to the 19th episode of our podcast!You can download the podcast to your computer or listen to it here on the blog. Click here to subscribe in iTunes. INTRODUCTIONMartin: Hi folks out there! If you are interested in starting a company or you are a developer and really working on your next product, this podcast interview is for you. Today we have Avi with us. Hey Avi, who are you and what do you do?Avi: Hi Martin, this is Avi Cavale, I am a co-founder and CEO of Shippable we are a continuous delivery pipeline company for containers.Martin: Great! When did you start this company and what did you do before?Avi: Shippable, the genesis was around late 2012, physically incorporated and everything in 2013, early 2013, February. It’s been about 3 ½ years so far. Before that I worked at Microsoft and briefly at Amazon and I was there at Amazon for over 11+ years, worked on xBox, Office 365, Azure and Kinect, the xBox live products.Martin: How do you go from gaming to shipping code?Avi: I mean, as recently said that Software is eating the world and pretty much everything is software. And even though we were at gaming side of the company, that’s what the consumers saw, but behind it, it was all pure software technology. While I was doing that, I was managing about roughly 150+ organizations across 3 different countries (China, India and the US) and at the end of Kinect when I was going through my review process with my boss, I realized that over 50% of my entire organization spent their time on none feature work. I mean they were doing all sorts of plumbing, deployment, code auto-pilot, code all sorts of things. And that’s kind of as you look at it we worked on Kinect for 2 years, 150+ people, that’s almost 150 person-years being wasted on things that should have been actually big new platform. And that’s basically what our motivation was.We said: Hey, every single group inside Microsoft is doing this and imagine every single company in the world. What it should be is more available as a platform where developers are using it to build features as opposed to kind of building the plumbing work for deploying th e features that they have built. And that’s basically what Shippable was.Martin: Cool. Avi, what was the next step? So you left the company and then what happened?Avi: I left the company and I had never done a startup. Biggest thing was I left it in a very impulsive way because I was so excited that this is a problem that I could go solve.I think for about 3 weeks, I was kind of… I mean I left in late 2011 saying that I want to go do this company, and I meandered around for about 3 or 4 weeks. I realized that I just didn’t have the skills to do this at all especially founding a company.Martin: Why?Avi: And let alone do it alone. I mean that’s the biggest mistake I did was, I said: I am going to do this alone.And then I said: Okay fine, I am going to go… I kind of parked my idea a little bit and I said: Okay, let me go work on some modern technology. And I started working on a company which was working with Cloud Foundry, and I learnt all about how startups work, how actual ly this thing goes on, and that’s basically, I kind of trained myself on the job for about 10 months, always knowing that I will eventually get back to this idea that I was going to go do a company about.Martin: And how did Cloud Foundry prepare you for the entrepreneur route?Avi: I think the biggest thing that happened was, at Microsoft, being in kind of like somewhat of a leadership role, you don’t realize how easy it is to get meetings, and so you lose the hustle of your life, and things happen very easily because of the background and the brand that Microsoft has.When you start trying to do it on your own as a company, it’s impossible, I mean you have to really hustle to get these meetings and get these people to help you out. And what Cloud Foundry, this startup that was working with Cloud Foundry did was kind of make me get used to that kind of mode as opposed to sending an email to a company and say: Hey, I want to talk to you for half an hour, and I would get that meet ing set up because of just the fact that I was working at Microsoft.Martin: Good. So once you have acquired some kind of knowledge from Cloud Foundry, what did you work on then? And did you find a co-founder?Avi: Yes, I mean the other thing I did was I realized what my limitations were, and then I started finding folks who would counter balance the limitations that I had.One was I was purely a techie person; I needed somebody who has a little bit more of a business background. We are still a very technical company so they need to be still technical, but they need to have more business exposure than I did.The second thing was, even the temperament. I mean I kind of think in big vision, kind of goal setting views, whereas you also need to have someone who brings you back to the ground and gets some execution plan to get towards that big goal that you have. And so I think Manisha was kind of my obvious choice. I convinced her that she should quit Microsoft and do this. She quited Micro soft in late 2012 and we started Shippable in 2013 in February.Martin: Did you know Manisha before and why do you think she qualified for a co-founder role?Avi: She had worked with me at Microsoft back when I was with Office 365 and that is where I had interacted with her. She was part of a team that my team actually worked with.There were 2 things: one was that she was super smart and I knew that with all my interaction at Microsoft. The second things was she was very practical in how she thought about things and I was kind of the big vision that she was a very practical person and I thought that that’s the right mix that I needed. And of course she had an MBA degree from Berkeley which made it even more easier for me to say she has to be the person who is the co-founder.Martin: Great. So now you have assembled the 2 of you and starting out building on the product version I guess, so what was the next step then? So did you work on the product or did you try to acquire some kind o f beta customers or did you already talk to investors? How was it like?Avi: So I think we kind of did a few things. I mean one thing that she kind of said is: We’ve got to have some kind of a framework of how we are going to go about doing this. I mean I wasn’t too keen on having this big MBA like frameworks but I wanted something that offers structure.So what we did is, we started looking at accelerators and we filled out their application forms. And we didn’t want to apply to any accelerator, we just wanted to fill out the application form because some of these accelerator application forms really make you think about what your business is. And that’s what happened.So we started off with Y Combinator and we filled out their whole application form and then we also accidentally got in touch with a few folks from Techstars and this was due to some random events that happened. And then, I mean I would say we were lucky meeting the managing director of Techstars. And then we en ded up taking Techstars as an accelerator.And by that time, we had kind of built a prototype just to prove the technology can be done. And we knew that the customer problem existed, but we hadn’t done any formal customer development and those kinds of things. And at Techstars, when we went to the program, they had a lot more structure on how we go about doing it and it helped quite a bit in terms of how we did the rest of the company.Martin: Okay. How did you go about the customer development, once you have been into this Techstar program or afterwards?Avi: I mean it was hard for us to accept that customer development was very critical.Martin: Especially as a techie, right?Avi: Yes, I mean we thought we knew more. And actually in retrospect if I go and look back that was probably the best thing that we ever did at Techstars. Andy Stark who was the managing director of Techstars Seattle at that time, he almost had a stick for us to say: You have got to do customer development.The e asy thing for us was that finding developers in Seattle was not very difficult. And so what we used to do is we used to go out in downtown Seattle where Amazon was, there are all kinds of food trucks where people are standing in line for food during lunch, and we would just ask them saying: Hey, I’ll buy you a soda if you answer a few questions. They were all techie, so we could easily get 50-70 interviews a day done in relatively like an hour and a half over time, which was kind of unfair for the rest of the companies in Techstars because our customer base was a developer and we could find them so easily.Martin: What did you ask them?Avi: I think Andy’s guidance on customer development was you can never tell them what you are building, and you have to somehow ask them questions which don’t tell them what you are building. If they don’t answer the core fundamental value proposition that your product does as their main problem, then your product will not actually sell. I mea n that was kind of the philosophy.So all our questions were all about behavior; what do you guys do on a daily basis? What is the one thing that you would want to do less? So it’s more of open ended, trying to drag out what they really are doing and trying to see whether our value proposition actually stick in terms of what the pain point or what we are really trying to solve with our product.Martin: Okay cool.BUSINESS MODEL OF SHIPPABLEMartin: Avi, let’s talk a little bit more about your company Shippable. Can you briefly explain how the business models work? You briefly touched on this, so what are the customer segments? How are you making money, and what type of value proposition are you offering those people?Avi: I think the basic idea is that our product is a premium model, so it’s like so as like pretty much everything that’s done in these days. You have a basic value proposition which solves some problems for maybe an individual or a small team like 3 or 4 people, and then the moment they grow beyond that, then you need to start buying in order to actually get them to start becoming a paying customer. I mean that’s basically the get up model that is basically pretty much a lot of these online services model. That’s how our basic fundamental, what we call as demand generation.And then with that what happens is, you don’t have to do traditional enterprise sales. So you get a lot of people getting ground up, and then eventually they will get to some size at that point they become a sales qualified lead to us, and we kind of sell them a more of an enterprise kind of product on top of it. That is basically the evolution.So you come in as freemium; you become a paying SaaS customer and eventually, you will end up buying it for your department or maybe for your organization within your enterprise. I mean that’s kind of how the business model works.Martin: What makes Shippable unique in the market place? Because I mean you need to think, I guess your co-founder as well because she is having an MBA, what are the competitive advantages over your competitors?Avi: I think the most important thing is it is about efficiency, right. It’s like if you really look at it in today’s world, every single company has to out innovate the competition. And that’s basically the only way you can actually survive. Otherwise your features are going to get copied very quickly and you lose out on the differentiation. So that’s a platform that every single company that’s out there needs, I mean, if you kind of look at any mobile app kind of a company or anything, they have to constantly keep adding features that makes them more valuable and have more unique features than their competition.So we are a very interesting product. I mean our product actually helps other customers to do this. So what we do is, we use the same platform to build Shippable. So what we are doing is, we are helping engineering organizations to become more efficient . In other words, we call it ship code faster kind of qualifying it a little bit more, its ship quality code faster and repeatedly, and that basically is continuous innovation. That’s what our product does. Hence, and the best thing for us is we are the number 1 customer for this product because we are trying to out run everybody.So if you go and look at the last 3 months, we have added over 25 different features that none of our competition has even added even less than 5. That’s basically what makes our product more complete and we are constantly innovating using our own platform to kind of help other customers innovate faster on their whatever product that they are working on.So that is basically the uniqueness, so it is a continuously evolving platform that helps developers become more efficient to build software.Martin: Okay, cool.ENTREPRENEURIAL ADVICE FROM AVI CAVALEMartin: Over this 4 â€" 5 years, what have been the major learnings and mistakes that you have seen or done yourself which you can share with our people interested in starting their own company?Avi: I think some of the mistakes are like very specific to our business, I mean our customer base, our developers. So a lot of mistakes that we did around that was not listening to developers closely enough and so they were asking for something and we were trying to build something else. So that was one mistake that we did, 12-18 months ago. And in the last 6 months we have been super focused on our developers and our customers, that has really changed how we actually are perceived by our customers. I mean that’s one thing that we never want to do; is alienate your customer base.Even though you might think this is the right way to do it, you have to always have your pulse on your customer base, that is one thing that we did about 12 months ago, the wrong thing we did. Since then, we have post corrected and we have become a completely customer centric company at this point of time.Martin: Was th ere a key even where you said to yourself: Oh wow, we are really missing a point here, we need to change?Avi: I think what happened was 2 things. One was that we ended up opening up our customer support queue completely to the public. It was a decision because internally I had to change the culture of the company, and what ended up happening is the moment we opened up, kind of airing your dirty laundry out first, I think that’s the first thing that we did. And that was a very risky thing to do because it pretty much told our competition what the problems we had were. And so the moment that happened a whole bunch of customers started actually commenting, cross commenting on it because now everything was open and that internally changed our entire teams mind set. So that was a turning point that basically said: I mean I know everybody has dirty laundry, but we want to keep them as clean as possible as quickly as possible. So suddenly everything became customer centric as opposed to hey we will address it when we get some time, that attitude changed, I mean that’s basically what happened from inside the company.Martin: And did you use a tool for this?Avi: I mean we used Github and we are a developer platform. So it was very easy, we just opened up. It was private, we made it public, that’s basically what we did.Martin: What other things did go well or did not go well which you can share?Avi: There were  a few other things. I think hiring is very important. And sometimes I think you need to hire for attitude as opposed to aptitude, and most startups end up making these mistakes where they hire for aptitude as opposed to attitude. And when you are this small, like when you are like 5 person, 7 person, 10 person company, if 1 or 2 people don’t fit, it really causes a lot of problems within the company. I mean that’s another mistake that we did where we got carried away by people’s aptitude as opposed to their attitude and whether the culture and the fit is going to be right.So I truly believe that in the initial product of your company, you should be super focused on building the cohesive team, even if it is not the best super star team that you have. You probably want to have a team that works as a team, as opposed to an individual excellence. That was a couple other mistakes that we made. Since then we have post corrected that and that’s the hard part; it’s letting go of some of the earlier employees that we had hired because they were just not the right fit. I mean it’s kind of like my board once told me that if you don’t start being a CEO then we’ll start finding a CEO. So I mean I was kind of the message to say this is part of being a CEO, you have to make these hard decisions. That was a wakeup call for us which kind of re-jiggled the company into the right direction.Martin: Great. Also a good example of how the board can also help advise the founders, which is great.Avi: I mean this is the other thing for a first time entrepreneur, like this is the first company I ever created, and even for Manisha, we both were completely novel at this. You need to understand, and I think for whoever is trying to do this, they need to understand that there will be highs and there will be lows, and there is no company out there that hasn’t gone through that floors. And you have to be completely okay with that.That’s something that people always remember the great home runs that you had, but they don’t understand that there is a whole bunch of failures also internally happening. So that’s normal part and parcel, and that’s where the board can help you because they have seen hundred of companies go through this. And so you have to use your board quite a bit, as opposed to just trying to do these things in isolation.Martin: You said very nicely that you need to hire in the beginning for attitude and less for skills and aptitude and so forth. I mean the CV and drop test for testing people for skills ar e very well defined. how would you test for attitude?Avi: I think what you do is, I do the special thing called case based interviews. I mean I don’t ask people how to do things, I ask them why they do what they do. I mean it’s very easy, if I ask you to sort these numbers in the fastest way, everybody will tell you how to do it. Very few people can answer why one technique is faster than the other technique.And so it’s kind of like my personal favorite of what I am saying is I don’t really care is people tell me what to use when we need it. What I really need is people to tell me when not to use a particular technology.So when you do case based interviews, you start seeing that whole whatever the candidate does pros and cons, whether they are kind of looking at it more holistically or are they kind of getting carried away by one single piece of information. So that gives you more of a well rounded approach of what the candidate is doing, as opposed to just asking them a few technical questions and seeing how deep do they know the syntax, or how deep do they know sorting algorithms. I mean, that can be all found on Google, you don’t really need to know all those stuff. What you can’t find on Google is when do you use Non-JS as opposed to use goal or vice versa. I mean that is a much harder question to answer than just saying: Hey, we should use goal.So I think that’s the kind of questions you want to ask more as opposed to just asking very tactical problem based questions.Martin: Avi, if you look back from today to like 5 years ago, what would you have liked to know before you started the company, which would have helped you to become even better?Avi: That’s a hard question. So what would I like to know, what information I have to have 5 years ago? I think what I would have done a lot more was. It’s basically a very hard question to ask because everything happened for a reason, and it’s all about how do you react to the things that happened as opposed to trying to control things not to let it happen. So I don’t think I have anything that would have changed my game, I like the journey I went through and it made me who I am today, so I don’t think I would change too much.Martin: How did you change over those 5 years?Avi: I have a lot of respect for people who have built companies. I mean if you would have asked me 5 years ago what is the role of a CEO, I would have probably not been able to answer. I think just having empathy towards the different roles and the different skill sets that people bring to the table is something that I mean I was too much of an engineer, I only valued engineering skills and I kind of discriminated on the rest of the skills others had.So I think, being a CEO for the last 3 years, trying to create a company from scratch, I have a lot of empathy for pretty much every single skill set and job role that’s out there and people who actually do that really well. I mean, you need every single aspect of it, like from people who can do content writing to people who can actually code, to actually market. I mean you need to have a well rounded team, and I have developed a lot of empathy towards the rest of the skills that people have.Martin: Great. Avi, thank you so much for sharing your insights.Avi: You are very welcome, I hope it was useful and it will be useful for some folks who want to listen to this.THANKS FOR LISTENING!Thanks so much for joining our 19th podcast episode!Have some feedback you’d like to share?  Leave  a note in the comment section below! If you enjoyed this episode, please  share  it using the social media buttons you see at the bottom of the post.Also,  please leave an honest review for The Cleverism Podcast on iTunes or on SoundCloud. Ratings and reviews  are  extremely  helpful  and greatly appreciated! They do matter in the rankings of the show, and we read each and every one of them.Special thanks  to Avi for joining me this week. Until  next t ime!

The Single s Guide For Stress Management Essay - 1212 Words

The Single s Guide to Stress Management By Janet M Hall | Submitted On September 27, 2011 Recommend Article Article Comments Print Article Share this article on Facebook Share this article on Twitter Share this article on Google+ Share this article on Linkedin Share this article on StumbleUpon Share this article on Delicious Share this article on Digg Share this article on Reddit Share this article on Pinterest Expert Author Janet M Hall How do you keep up with this highly competitive and rapidly changing world and manage your stress levels and stay healthy... and look for Mr or Ms Right at the same time? Well from my observations at a typical suburban nightclub recently, lots of you are not doing very well! The obvious signal of high stress/low health is the pall of cigarette smoke that hovers over the whole place and the full ashtrays and bar-gutters and the dirty floor. I stood next to one guy who chain-smoked for an hour and I counted 10 cigarettes - just think... if he was there till stumps at 3am, that means he d have smoked 40 cigarettes in a night. And it s probable that the mixed drink he had wasn t just coke and if he had only one of those an hour his blood-alcohol would have been over the limit. If he hadn t scored on top of that, imagine what a grumpy, depressive and potentially explosive driver he would have been on the way home! No wonder we have road rage nowadays - it starts with all those singles who over-did it on the weekend. And it doesnShow MoreRelatedThe Importance Of Organizational And Administrative Practices996 Words   |  4 Pagesthe word stress, I would say that it is anything that puts mental and physical strain on the body to get something done. There are different types of stress and people handle it in unalike ways. 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Disaser Management - 1785 Words

Trident University International Marvell R. Dean MHES 509 Module 1 1. How is a response to destruction from a terrorist incident different from a response to a natural disaster? Be specific, give examples, and quote from the readings. 2. You are a volunteer for the American Red Cross. You are to enter a scene of destruction in order to assist wounded victims. What are some precautions that you must take? What are some restrictions placed on you? From whom do you receive clearance? 3. First responders should isolate hazards by establishing control zones. There are three types of control zones. List them and give examples. Cite your sources. Difference Between Response to†¦show more content†¦Many Americans watching the Government response to Hurricanes Rita and Katrina as it play out in the media could not believe the finger pointing that was going on between our elected leaders as many victims struggled to get their life in order. With the National Response Framework initial responsibility remains with the local elected officials and each level of the government above that will monitor and remain ready with assistance if requested. This will allow needed resources to get where they are needed without the internal bickering of the past. The Emergency Support Function Annexes within the National Response Framework ensures multi-agency interoperability and encompasses the other components of the NRF. Red Cross Entering Scene of Destruction The Red Cross has been chartered by Congress to help people prepare for, prevent, and respond to emergencies and provide relief for survivors of disasters (NRF, 2008). As a Red Cross volunteer you should ensure you are not working against the situation. Although you are going there to assist those effected by the disaster you will need to make sure you do not become a distraction or even worse needing to be assisted yourself. Working within the system with the Incident Commander and his staff will ensure you are part of the team and not working against these efforts. Having an understanding of the policies, guidance, and processes in place will

Dashboard Mockup for Bigbazaar Free Essays

Weakness Poor customer service Availability of goods in store is less when compared to online Delivery of goods ordered online takes at least 2-3 weeks Weak marketing and advertising Opportunities Providing wide range of products in store Improve the online delivery’ system Expansion of stores in all over the country and neighboring countries Threats Online shopping websites Demand of goods Inflation Low space to provide for all goods in store Gap Analysis To improve market share in coming years To improve marketing and advertising in next two years To improve customer service both online and in store increase customer base and by providing membership cards Objectives and Goals Maintaining low costs of products and providing quality goods at all times Meeting the demand of customers by analyzing the requirements of customer Proportioning delivery services and enhancing customer services Starting memberships to increase customers and providing them with discounts on purchases Avoiding stealing or shoplifting in stores Key Performance Indicators (Kepi’s): Kepi’s are also known as key success actors Of a company. They usually help an organization in labeling its goals and measuring organizational development linked to the objectives. Following are some of the Kepi’s designed for Bizarre that are aligned with its goals and objectives. We will write a custom essay sample on Dashboard Mockup for Bigbazaar or any similar topic only for you Order Now Net revenue Number of new stores Deliver Eng services Customer satisfaction reports Memberships registered monthly Number of thefts occurring monthly Net revenue: This KIP is directly aligned with first goal, second goal and fourth goal. The overall revenue of the organization is directly affected by the sales of the products. If Bizarre maintains the price and quality of goods properly then there will be an exponential growth in sales, which Will increase the net revenue as well. With the increase in number of stores to meet demand of the customer, increase in number of stores also plays a key role in net revenue. To attract customers gift coupons and discounts can be offer to regular customers with membership which will increase sales. As profits play a vital role in companies’ future, we need to go through revenue every quarter. As bizarre is a nation wide company with over 700 million dollar venue in last year it is essential to keep in mind that threshold value or minimum value for each quarter must not be less than 180 million dollars which is represented by yellow color. Any revenue above can be considered as good profit margin and is denoted by green and revenue below 180 should be considered as danger zone and is denoted by red color. If a quarters revenue is in red then it should be considered as an alert and authorities must revise their goals and objectives. Number of new stores: This KIP is primarily linked to second goal of meeting customers demand and plays a role in increasing net revenue. As there is a vast need of products that is required by customers and not everyone likes to purchase online. Increasing number Of stores yearly to meet the demand will also increase sales of Bizarre. To achieve this Bizarre needs to open stores in north, south, west, and east regions in India. Opening of stores can be schedules in quarterly basis. To achieve the goal and produce good outputs company has to open more than 25 stores in each quarter if this criterion is met than the graph is represented in green color. The management can handle more than 20 stores per quarter, which is labeled in allow color. However, if the stores opened per quarter is less than 20, then the production of the company will be effected hence it must be considered as an alert and new stores should be planned for the next quarter. Delivering services: This KIP is aligned with part of third goal that is proportioning delivery system. Most of the customers prefer shopping in store mainly because with in Store shopping products are obtained instantly. However, by providing proper information and good delivery system online shopping can decrease strain of driving. As Bizarre has to compete with its competitors, t must provide a good delivery system through which it can gain profits. To monitor delivery service we must concentrate on delivery percentage obtained every year. For Bizarre to maintain a good delivery system it is important that delivery percentage is 60 or above which is moderate and any percentage above 70 should be considered a good percentage of deliveries. If the percentage is less than 60, then the issue must be taken to officials notice. Customer satisfaction report: This KIP is affiliated to a part of third goal, which is to enhance customer service. For any retail store, it is very important to maintain a good customer service relationship. To see through that there is a good reputation on customer services offered by the store we can conduct survey and call members to get feedback from them and ask them to rate the services on a scale of five. Getting grade of 4 or 5 can be considered as good, which is colored in green and a grade of three can be reflected as moderate that is colored in yellow, which means it can be improved with little effort. But a grade of 1 or 2 should be considered as threshold and colored as red and a serious effort has to be put into rectifying the customer services. The aim is to get at least 60% of the customers to grade amongst 4 or 5. Memberships registered monthly: This KIP addresses fourth goal, which states to increase memberships by offering coupons and discounts. While increasing membership organization can gather information regarding purchase patterns of customers and improve stores structure. Members can get coupons and discounts on purchases, which makes them regular customer this will also help improve sales and revenue. As Bizarre is a nationwide company with many branches, there should be at least 7000 new customers every month registering for membership, which is moderate and is represented with yellow color. If the number of memberships registered is 8500 or above it should be considered as good and is represented with green color. If the number of new memberships registered is less than 7000, it must be colored in red and this issue must be informed to marketing department. Number of thefts occurring monthly: This KIP is directly linked to fifth goal that is to avoid shoplifting and stealing in stores. Shoplifting is one of the reasons, which causes a massive loss to the store. Some security measures need to be taken in order to avoid thefts in stores. How to cite Dashboard Mockup for Bigbazaar, Papers

The German Shepherd Dog free essay sample

German Shepherd Dog The German Shepherd is not only one of the worlds most popular companion dogs, but also probably the most widely used breed for service work. The development of the German Shepherd Dog, along with a number of existing breeds, helped pioneer the modern use of dogs for service and community work that we can see today. For a breed of dog that has only been officially recognised for Just over 100 years, it has made an outstanding contribution to mankind worldwide. The origins of the breed came from various sheep dogs found in Germany during the last century. In the econd half of the 19th century, dog breed fanciers began to fix the type of sheep dog found in Germany that would eventually form the basis of the modern German Shepherd Dog. Various attempts were made to form associations to develop the German Sheep Dogs such as the Phylax Club, which was formed in the early 1890s, but disbanded in a few short years. We will write a custom essay sample on The German Shepherd Dog or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Not only were dog fanciers discussing the breeding of dogs, but also the training of dogs was becoming of great interest. A driving force of the time was Doktor Gerland who presented the worlds first trained police dogs Just prior to the turn of the century. These events helped to bring the evelopment of sheep dogs to the attention of many influential people in Germany. During 1899 a German dog fancier and cavalry officer Captain Max Von Stephanitz purchased a dog named Hektor Linksrhein which greatly impressed him. Stephanitz renamed the dog Horand v Grafrath. On 22 April 1899 Von Stephanitz, a few others formed The German Shepherd Dog Club of Germany. The club started a registration book and Horand v Grafrath became the first registered German Shepherd Dog. On 20 September 1899, the club also adopted a breed standard based on the proposals of Von Stephanitz and later held its first specialty show at Frankfurt-am-Main, using he titles Steger and Siegerin. The development of the German Shepherd Dog had begun. Von Stephanitz who became President of the SV realised that increased industrialisation in Germany would reduce the demand for sheep dogs and, in co- operation with German authorities earlier this century, began trialing the German Shepherd in other roles to ensure its survival as a working breed. Through his firm guiding hand the SV became the largest single breed club in the world, and the breed became one of the most versatile breeds known to man. German Shepherds slowly grew in popularity, and clubs for the development of the breed began to form n countries where the breed had been exported. As early as 1904, it is believed unofficial imports of the breed had arrived in Western Australia. By 1910 the breed had a firm foot hold in Europe, and in Germany the service potential of the dogs were realised by helping to equip over 500 Police stations throughout Germany with trained Police Dogs. Still being used as a sheep dog, the German shepherd was also finding popularity with the German military. Von Stephanitz was adamant that the breed should remain a working dog, and constantly looked for new tasks to keep the breed working. The onset of the First World War, saw both the German and French military using the German Shepherd as well as a number of other breeds for various was to become the basis for modern search and rescue dog teams. Dogs were also used to carry ammunition, messages, cables and first aid supplies between the trenches, often through artillery and small arms fire. Many allied soldiers, impressed by the bravery of the dogs, took captured German Shepherds home with them after the war. Many soldiers were blinded during the First World War and German Shepherds were trained in large numbers by the German authorities as seeing eye dogs for the blind. Other countries, including Great Britain, then attempted to train dogs based on this German program. The British dog trainers, however, experienced a great deal of negativity from the general public at first, and it took some time to gain public acceptance for the program. The success of guide dogs has since been proven worldwide. The United States also later formed a Seeing Eye Dog School using German Shepherds. This occurred in 1929 in the US State of New Jersey. Although the Labrador retriever does the majority of guide dog work in Australia, the German Shepherd remains one of the most popular choices for this type of work worldwide. During the 1920s, canine movie stars such as Rin Tin Tin and Strongheart made the breed extremely popular outside of Germany. Great harm was caused as unscrupulous breeders, keen to cash in on this newfound popularity, introduced poor breeding practices which, along with some irresponsible owners, worked against the founding principles of the breed. Anti German sentiment following the First World War, caused the British to re-name the breed as the Alsatian Wolf-Dog. Although all dogs are thought to have evolved from wolves, the name Alsatian Wolf- Dog led some people to believe the German shepherd had been directly bred from wolves. The truth is that the German shepherd carries no more wolves blood than any other breed. The year 1925 saw the breeds official Australian history begin with the importation of Crufts winner Ito of Fallowdale into Australia. Also on the same boat was Pinkerton Rhoda. As a number of further importations followed, graziers and pastoralists in Australia began to express concerns that the breed was dangerous. This was partly based on the British re-naming of the breed, Alsatian Wolf-Dog. Australian graziers and pastoralists started to express fears that German Shepherds would mate with dingos and produce a powerful and intelligent sheep iller. Powerful lobby groups such as the Western Australian Pastoralists and Graziers Society started to call for the breed to be declared a dangerous noxious pest. The most significant year in the early Australian history of the breed was 1929. This year saw the founding of the Alsatian Club of Victoria, which is now known as the German Shepherd Dog Club of Victoria Inc (6SDCV). On 22 February of that year, the dog KCC Ch Claus von Eulengarten arrived in Melbourne. This dog was the 26th German Shepherd imported into Australia and was not only a show champion, but also a trained Police Dog. The year 1929 also saw the Australian Government respond to the continued fears of the graziers and pastoralists by placing a directive against the import of the breed into Australia. The Government then passed legislation in the next few years to officially legislate against the importation of German Shepherds into Australia. At this stage only about 55 to 60 official imports had entered Australia. The early 1930s saw the popularity and the numbers of German Shepherds wain. This meant that purist breeders were able to slowly rebuild the reputation and German Shepherd pressed into military service in large numbers. The breeding stock in Germany was greatly reduced, as large numbers of dogs were lost during the war. The tragedy of war once again highlighted the breeds useful qualities and helped to restore the reputation of the German Shepherd. This conflict also saw large numbers of dogs being trained to detect the presence of various types of unexploded devices. This activity has evolved into todays explosive and drug detector dog programs, which have been extremely effective for law enforcement agencies world wide. The years following the Second World War saw world wide resurgence in the popularity of he German Shepherd. The situation in Australia, sadly, had not improved with the import ban still in place. The lack of new blood lines made it difficult for Australian breeders to make improvements to the breed and Australian German Shepherds were unable to progress to the level of those found in Europe. Breeders in Australia had to make the most of a bad situation and struggled on. However, breed clubs such as the 6SDCV, and other groups started to promote the positive aspects of the breed. They hoped that common sense would win through and that the import ban would be lifted in the future. In 1963, the German Shepherd Dog Council of Australia (GSDCA) was formed with the intentions of improving the standing of the German Shepherd and removing impediments, such as the Federal Government import ban. Owners of German Shepherds in Western Australia and the Northern Territory were not even allowed to breed from their existing stock. Through various lobbying of the Australian Government a one year trial lifting of the ban on importing the breed into Australia commenced during 1973. The then Customs Minister, Mr Lionel Murphy, saw that the ban was ludicrous, and through the help of other politicians such as Mr Don Chipp (current Patron of the 6SDCA), was able to allay the fears of the farmers and graziers. The trial was a success and in 1974 the import ban was permanently lifted. At last breeders were allowed to bring in new blood lines from Europe which allowed great advancement and improvement in the quality of the breed in Australia. 1974 also saw the formation of the World Union of German Shepherd Dog Clubs, with the aim to promote breeding and training according to German standards. This organisation was formed out of the former European Union of German Shepherd Dog Clubs due to the wishes of non-European clubs. In the immediate years that followed the lifting of the ban a steady improvement to the standard of German Shepherds found in Australia took place. The importing of new blood lines made available to Australian breeders the genetic material that they required to advance the breed and this has enabled them to move towards the standard of dogs found in Germany. In fact in an ironic twist the Federal Government during the early 1980s funded the Kamarn Breeders Foundation Ltd which produced about 70 litters of German Shepherds. A large number of these puppies went on to become working dogs such as police and guide dogs. After three years of grants the Federal Government removed support and the program eventually ceased. We can only wonder how much more contribution could have been made to the Australian community by the breed if the Federal Government had supported the breed earlier. The Australian Customs Service currently benefits from a breeding program for Labrador Retrievers funded by the Federal Government. In 1993, the GSDCA with the assistance of the Australian Country of Origin standards and adopted the full FCI and SV Breed Standard. These recent developments and various 6SDCA breed improvement schemes have resulted n a vastly improved quality of the German Shepherd Dog in Australia, from that available prior to the lifting of the import ban. In 1999 the 100th anniversary of the German Shepherd Dog was marked by world wide celebrations. To help celebrate that historic milestone the 6SDCV hosted the Centenary German Shepherd Dog Exhibition on Saturday 13 November 1999 at Bundoora Park, Bundoora, Victoria. The Right Honourable Sherryl Garbutt officially opened this historic event, who was the then Minister for the Environment and Conservation, and paid tribute to the service done by the breed. Highlights of this great day included exciting Agility, Fly Ball and Obedience Demonstrations. These demonstrations not only entertained the crowd, but also demonstrated the intelligence, agility and speed of the German Shepherd Dog. The working side of the breed was also highlighted and included various demonstrations and displays. These featured Police Dogs, Search and Rescue, Pets As Therapy, Seeing Eye Dogs, Bomb Dogs, Sheep Herding and more. The claim of the German Shepherd Dog to be the most versatile breed of working dog was clearly evident as people walked about the various Government and Community Displays. Today the German Shepherd remains one of the most popular breeds of dogs in the world. The founding club has grown to over 100,000 members which makes the SV the largest single dog breed club in the world. The founder of the breed Captain von Stephanitz believed that, The breeding of shepherd dogs is the breeding of working dogs; and this must always be the aim, or we shall cease to produce shepherd dogs. The breed is still extensively used as a working dog around the world, however most are owned as companion animals, where they make an ideal family pet because German Shepherds are good with children and other pets. The breeds high intelligence, well balanced temperament, physical size, courage and affinity for people continue to make it a very versatile service dog. These attributes can also be utilised in obedience training allowing the breed to exercise its intelligence and drives. German Shepherds also enjoy physical exercise and their owners must be prepared to regularly exercise them. Many owners test this training and fitness by competing in various conformation and obedience competitions. Conformation shows allow individual animals to be compared against the breed standard. The S. V. /F. C. I. breed standard states that the German Shepherd Dog should be suitable as an all round working, herding and service dog. To achieve this a dog must be of well balanced temperament, steady of nerve, self assured, absolutely free and easy, and (unless provoked) completely good natured, as well as alert and tractable. He must have courage, combative instinct and hardness, in order to be suitable as companion, watch, protection, service and herding dog. The breed standard also describes the breed as being medium sized, slightly elongated, powerful and well muscled, the ones dry and the overall structure firm. The height of the withers for dogs is between 60-65 cm, and for bitches is 55-60 cm. The length of the body is greater than the height at the withers by about 10 to 17%. The physical make up of the dog is described in further detail and helps enable the breed to carry out its intended purpose. In relation to movement the Breed Standard describes the German hindquarters may be thrust well forward under the body, and the forequarters reach equally far forward, without noticeable change in the topline. Any tendency towards overangulation of the