Books And Manuals

Archive for the ‘Management Books’ Category

management philip kotler
marketing mangement-book ?

Hi, can anyone please tell me where i can get the book "Marketing Management" by Philip Kotler.. in .ppt format anywhere around the internet?
Thanks .
Yeah, the normal pdf version iz easily available, but i need d 1 in ".ppt" format..
so please if anyone can help there..

http://www.scribd.com/doc/2347671/Notes-Marketing-Management-MBA-200809-

SCORE Features Line-up of Winter Workshops at www.score.org
Online Workshops Can Help Entrepreneurs Boost Sales WASHINGTON, March 5 /PRNewswire-USNewswire/ -- SCORE "Counselors to America's Small Business" features a series of free online workshops to help entrepreneurs increase sales and achieve success in 2010.

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Philip Kotler's Views On Marketing

management elementary teachers
I need help finding piggyback songs?

I am a student at Western Kentucky University and am taking a music class for elementary teachers. I need to find 3 piggyback songs. 1 for classroom management and 2 for curriculum. I have went on at least 50 websites and can't seem to find any that I like. They have to be sung to a familiar tune. Please help!!

I'm not sure what you mean, but here are some songs that might work if you are singing as people give piggy back rides:

Hippity-hop to the barber shop
To get a piece of candy
One for you and one for me
And one for sister Sandy (I'm not sure about the last two words, but you could use the child's name who was getting a piggy back ride, or look it up in a nursery rhyme book or the web.
-----------
Ride a horse to Cranberry Town
Be careful little (boy/girl) don't fall down.
(This is for young children who sit on your ankle while your legs are crossed and you are moving them up and down as you sing, When you come to the words "fall down" they are dropped from the foot while it is down, with giggles and requests to do it again.
-----------
There is also some galloping music on most rhythm instrument records, tapes or CD's..

I know I haven't been much help, but look in some nursery rhyme books and you may find more.

-----------------------------------------------------------------------------

On second thought, your teacher may mean rounds, where words are sung on top of each other. Here are some that might help:

Down by the station early in the morning
See the little pufffabilies all in a row

See the station master pull the little handle
Puff, puff, toot, toot! off they go

Half of the class starts. When they finish the second line, the other half will begin at the top as the first group starts the third line. All of these songs work the same, so I won't repeat the directions each time)
-----------
Make new friends&
Keep the old

One is silver&
The other gold
--------
O how lovely is the evening,
Is the evening
When the bells are sweetly ringing
Sweetly ringing

Ding dong
Ding dong
Ding dong
Ding dong
--------
Ride a black horse to Banbury Cross
To see a fine lady upon a white horse.

Rings on her fingers & bells on her toes
She shall have music wherever she goes.
---------
Why shouldn't my goose
Sing as well as your goose?

When I paid for my goose
Twice as much as you!

Good luck. I hope your teacher is more specific next time?
You might want to look on the web for songs in rounds and you might get some more. These came from "old-fashioned books" .

Veronica

Elementary distinct issues 29 pink slips – so far
Facing a March 15 deadline to notify any certificated teachers that they may not have a job next year, the Galt Joint Union Elementary School District Board approved the issue of 29 pink slips or layoff notices to Galt teachers at a special meeting held on March 3.

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New Teacher Training: Classroom Management -Elementary

management kevin keller

Three Complementary Models of Brand Planning

Think about any great brand. Disney, Johnson & Johnson, Levi Strauss, Starbucks and Apple are just a few examples. Great brands do not happen by accident; rather they are the result of careful and creative brand planning and the timely execution of innovative marketing strategies.

Renowned brand expert, marketing professor and author kevin lane keller has distilled strategic brand planning into three complementary models that grow in scale and scope as they progress. These models help in developing brand strategies and business marketing ideas. Keller's extensive research into the understanding of consumer behaviour has improved the way many companies apply their marketing strategies and the way they build, measure and manage brand equity.

Like a set of Russian nesting dolls - the three models are interlinked and build on each other. The first is a component of the second and the second of the third. Keller sets out his three interconnected models for strategic brand planning to establish a unique brand positioning, create intense and actively loyal relationships with your customers and to allow you to better understand the financial impact of marketing expenditure and investment in an eBook entitled Brand Planning.

Brand Positioning Model
The first model is the brand positioning model. Positioning is defining your offering and image so that it occupies a distinctive placement in the minds of the target market.

Within the positioning model there are four distinct components which should be considered to create superior competitive positioning for your brand. These can be summarised as follows:

1. Competitive frame of reference. This defines which other brands your brand is competing against. It’s important to know which these are so that you may focus your analysis.
2. Points-of-difference. These are the attributes that set one brand apart from another. In essence, these are benefits that customers strongly associate with a brand, and believe they could not find with a competing brand.
3. Points-of-parity. The opposite of points of difference, points of parity are associations that are not unique to a brand and may be shared with other brands.
4. A brand mantra. This is designed to give more focus to the brand’s intended positioning. A brand mantra should articulate the “core brand promise” in three to five words. This should not be the same as the ‘slogan’ used in advertising and is for internal use.

Brand Resonance Model
The second model is about creating loyal relationships with your customers. This model builds on the brand positioning model, and also includes four steps which should be followed in sequence. Brand resonance refers to the relationship and extent to which your customers feel that they connect and have a relationship with your brand.

Think about the following steps carefully and how you would build on each sequentially to build a strong brand resonance with your customers.

1. Brand Identity - Who are you?
2. Brand Meaning - What are you?
3. Brand Responses - What about you? What do your customers think or feel about you?
4. Brand Relationships - What about you and me? How much of a connection, and what kind of association do your customers want to have with you?

These are the stages of brand development - and the objectives at each stage are different starting with deep and broad brand awareness ending with intense, active and loyal relationships.

Brand Value Chain Model
The third and final model is the brand value chain model that describes how to trace the value creation process in order to better understand the financial impact of marketing costs and investments.

At its core this model assumes that the value of a brand lies with its customers. Based on this, brand value creation starts with a company investing in marketing to real or potential customers. This marketing activity in turn affects the customer’s mindset with regard to the brand, when this mindset is multiplied across a group of customers this results in certain outcomes for the brand in terms of its performance.  In this way - the investment in marketing can be assessed.

Naturally this model also assumes that there a number of linking factors between each of the stages. These links determine the extent to which the value created at a preceding stage is transferred (or multiplied) to the next stage.

When these three models are combined, they provide crucial micro and macro perspectives that are required for brand building. This enables marketers to create brand strategies that maximise profits and long-term brand equity, while being able to track their progress as they implement these strategies.

About the Author

Shoulders of Giants features expert discussions on marketing topics such as brand planning and developing brand strategies. Renowned marketing expert Kevin Lane Keller is featured as one of the brand strategy thought leaders.

People in Business
Mark Hanson has been named executive director and chief executive officer of the Houston Symphony, effective May 1. E. Tyson Thomas has been promoted to vice president of Lockwood, Andrews & Newnam.

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Kevin Keller gostovao u Beogradu

quantitative analysis management
Can i cross credit New Zealand university papers to an Australia university?

I am studying at Southern Institute of Technology (SIT) the course i am doing is "The University of Otago Programme at SIT"
i have completed 2 part time years, i have 8 paper BSN101 Accounting and Financial Information, BSN102 Quantitative Analysis for Business, BSN104 Principles of Economics I, BSN106 E-business and Information Systems Development, BSN201 Business and Society, ACC102 Principles of Accounting, ACC211 Financial Accounting and Reporting,ACC222 Cost and Management Accounting

these are all Otago university papers, can i cross credit these papers to a university in Australia to complete a degree in commerce??

You would need to contact the registrars office.

FP Newspapers Income Fund Reports Fourth Quarter 2009 Results
WINNIPEG, MANITOBA--(Marketwire - March 10, 2010) - FP Newspapers Income Fund ("the Fund") (TSX:FP.UN) announces financial results for the quarter ended December 31, 2009. FP Newspapers Income Fund owns securities entitling it to 49 percent of the distributable cash of FP Canadian Newspapers Limited Partnership ("FPLP"), which owns the Winnipeg Free Press and Brandon Sun daily newspapers, and ...

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Quantitative Methods Intro

strategic management competitive
how does walmart use strategic information system planning and management to gain competitive advantage?

By selling at lower prices.

Comverge, Inc. - Financial And Strategic Analysis Review - New Report Published
Comverge, Inc. - Financial and Strategic Analysis Review is an in-depth business, strategic and financial analysis of "Comverge, Inc.". The report provides a comprehensive insight into the company, including business structure and operations, executive biographies and key competitors.

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Strategic Management for MBAs Chapter 14

management bernard taylor

Michigan Education Association accused of overpaying staff, carrying too much debt

The Michigan Education Association, the state's largest teachers union, is paying its staff excessive salaries and carrying more than $100 million in debt at a time when its members are losing jobs and facing pay cuts, says a school finance watchdog group called Education Action Group.

But state and local union leaders argue the Education Action Group paints an overly bleak picture, saying the debt represents total pension debt to be paid out over decades, and salaries are appropriate for a union representing 157,000 members.

They also say the Muskegon-based group, which has injected itself in recent Board of Education races and recently called on the Grand Rapids board to dump its union-affiliated insurance carrier, should shine a light on its own finances.Michigan Education Association President Iris Salters was paid $290,741 in salary and reimbursements, EAG leaders said, pulling figures from documents filed last month with the U.S. Labor Department.

Executive Director Luigi Battaglieri was paid $249,075, when the average Michigan teacher made $56,096.

The union also reported carrying debt of $124 million, up from $36 million a year ago.

"The public has a right to know that it's dealing with a financially shaky organization," EAG spokesman Steve Gunn said.

"The union lectures school boards about having top-heavy administrations and evils of outsourcing. But if the salaries we're seeing are an indication of how they spend their own money, they're terrible money managers."

MEA spokesman Doug Pratt said the debt figure is misleading, saying it represents the total anticipated pension payout for current and retired employees.

"It's like saying the average American family is drowning in debt because continued from a1

they have a mortgage," he said.

"The only thing we have to pay out in the next year is what's due next year, and we can easily cover that."

Pratt said the pension fund fluctuates with interest rates and the stock market, and the change in value is similar to what other pension-paying organizations have experienced.

Pratt said the listed salaries also are misleading since they include expense reimbursement, such as mileage. Salters is listed as getting $290,741, but her salary is $239,105.

The MEA rases money by collecting dues from its members, who pay 1.5 percent of their salaries, capped at $620 a year.

"We're a membership-driven organization and, if the members thought the salaries are excessive, we'd hear it," Pratt said.

"I think people appreciate that Iris is a CEO of a $79 million a year operation."

Grand Rapids Education Association President Paul Helder said he has not heard members complain about MEA salaries.

"Iris represents every teacher in the state, and she doesn't make all that much more than Bernard Taylor makes to oversee 1,600 teachers here in Grand Rapids," Helder said.

Taylor gets $190,000 per year in base pay and an annuity payment equal to 14 percent of the base in 2009-2010, plus a car.

EAG Vice President Kyle Olson appeared before the Grand Rapids school board last month and was rebuffed after calling on members to dump the teachers' union-affiliated health insurance carrier.

The group also spent money in the recent school board election, sending postcards showing three union-endorsed candidates as marionettes manipulated by Helder.

The group in 2008 erected billboards depicting a cigar-chomping union boss trying to control the schools and had nationally known political pundit Dick Morris participate in a video blasting the union.

The union has long called for the EAG to reveal who pays for mailings and other activities.

"At least we know where the MEA's money comes from," Helder said. "Kyle Olson won't tell people where all his money comes from."

Olson has said the group runs on contributions.

"We're not a public agency that contracts with public governments," Gunn said.

About the Author

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Wisconsin Health Insurance
Michigan Health Insurance

Memos point to friction between KC school board president and superintendent
Marilyn Simmons and John Covington stand at the edge of one of the largest school closings plans ever seen in America, and they aren’t necessarily getting along. Simmons, the school board’s president, said that she wants Covington to remain Kansas City’s superintendent a long time, saying that she wants him to stay at least five years or more.

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Behind the Gold

organizational behavior management
Numerous writers on business ethics stress that the primary determinant of ethical behavior is?

2- Numerous writers on business ethics stress that the primary determinant of ethical behavior is?
a) Organizational Design
b) Human Capital
c) human resource management
d) organizational culture

some of these could be none of the above, or all of the above. Please only choose an answer if you ave knowledge of Human Resource. Provide a sentence or two as to why you chose the answer, and how ou know about HR management.

d The business has to be organized. If employees see the managers aren't organized and act like they don't know what they are doing then they will try to get away with anything.

Self-Empowerment Hypnosis Launches New Web Site
CARY, N.C – Lee McKinney, Master Clinical Hypnotist and owner of Self-Empowerment Hypnosis ( www.selfempowermenthypnosis.com ), has announced the launch of his new Web site.

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Human Resource management organizational behavior and Entrepreneurship

resource management robert

An Introduction to the Balanced Scorecard Management Framework

The Balanced Scorecard – Origins in Total Quality Management

In the late 1980s, vast numbers of companies were rapidly adopting Total Quality Management (TQM) principles, yet many of these organizations found themselves struggling to tie TQM to their bottom-line results, because TQM efforts tended to focus on isolated improvement projects that too often were not directly linked to strategic goals.

Kaplan & Norton Studied Leading Organizations

Recognizing this problem, Doctors Robert S. Kaplan and David Norton studied many organizations that were overcoming this problem and successfully creating this strategic linkage to improvement. From these studies, The Balanced Scorecard (BSC) concept was born and described in a 1992 harvard business review article and in subsequent books by Doctors Kaplan and Norton.

What is a Balanced Scorecard?

The Balanced Scorecard approach suggests that companies examine performance across a wide range of “balanced” indicators, rather than the more typical approach wherein executive management teams focus almost exclusively on high-level financial outcomes. This helps a company focus on broader aspects of its strategy and mission by exposing the causal relationships amongst all of an organization’s key “stakeholders,” which includes not only its financial stakeholders, but also its customers, employees, and other constituents.

Perspectives on Performance

A company’s critical stakeholders and most important strategic focus areas are represented on Balanced Scorecards within what are called perspectives. These groupings should show the cause and effect relationships between the company’s selected focus areas. Using the perspectives described by Kaplan and Norton, this would mean a Balanced Scorecard would be organized with the “Financial” perspective at the top, followed by the “Customer perspective,” then “Internal Processes,” and finally “Learning and Growth.”

Tailoring Perspectives to Other Organization Types

The Kaplan and Norton perspectives work well in for-profit companies since the fiscal outcomes are shown as most important. Other types of organizations, including not-for-profit associations, governmental organizations, and healthcare systems often select additional or alternative perspectives to more appropriately represent their mission. For example, “Clinical Outcomes” is a common top-level perspective among hospitals, whereas “Constituent Satisfaction” is a helpful perspective for many gove.

Objectives – What You Want to Achieve

Grouped under each perspective should be an organization's “critical few” objectives – ideally no more than 10 of the organization’s most important organizational goals. These should be written in short, verb-noun format (e.g., “Increase sales of core products”) and should reflect the current year’s strategic plan. Objectives should articulate the business needs of the organization, so it is critical to determine these before proceeding to the measures. Too many organizations jump straight to the measures without first framing the objectives, which can lead to measures that do not adequately address strategic opportunities.

Measures – Your Basis for Achievement

The next step is to identify measures that will best determine if the business is on track to achieve each objective. These are also called KPIs (Key Performance Indicators) or metrics. As with objectives, focus is key. Each objective should have at most three measures attached. These measures should be the best indicators of achievement for that strategic goal. Careful consideration should go into measure selection to ensure that the desired behaviors will be encouraged by each measure and that they will indeed indicate whether strategic needs are being met.

Stoplight Indicators – Are You On Track?

After selecting the most important measures, it’s critical to set performance goals or targets so that the measure owner and management will understand expectations. Based upon these goals, certain thresholds may be set, which will trigger a visual performance indicator to appear (most often a red, yellow, or green arrow). These allow the measure owner and others viewing the scorecard to quickly spot problem areas that require additional focus or resources.

Initiatives – Projects that Address Performance Gaps

Finally, an organization should identify initiatives that will address critical areas of underperformance. Initiatives are time-specific improvement projects (with identified start- and end-dates) that are aligned to strategic, yet underperforming measures or objectives. A quick look at the red and yellow stoplight indicators on a scorecard often provides a good first step for assigning new initiatives or for evaluating priorities for stretched improvement resources. Close attention should be paid to initiatives, since these should help close the gaps on your Balanced Scorecard (and turn yellow stoplight indicators into greens). If this is not happening, initiatives should be reevaluated to ensure they are addressing the root cause of the performance gap.

Key to Success: Creating a Balanced Scorecard Framework

A Balanced Scorecard should be thought of as more than a single scorecard; to get real business benefits, it must be deployed as a framework of linked, aligned scorecards that are tailored to each area of the company. A cascaded scorecard framework allows the organization to communicate its strategy from the top down, aligning employees throughout the business to specific, measurable actions that each contribute to the strategy.

Cascading Scorecards

To cascade scorecards down and across various business units, functional areas, and management groups, you must translate the objectives (the verb-noun goal statements) and the measures (indicators of achievement), making them relevant to that area’s business processes and outputs, while maintaining alignment to the strategic objective one level up. This type of linkage and alignment is what makes the Balanced Scorecard so powerful. When done correctly, organizations create a predictive, actionable performance framework that truly drives success. Expect that this will take some time and significant effort. Many large organizations cascade scorecards just one or two management levels at a time.

Getting a Scorecard Framework Started

To jump start the development of a Balanced Scorecard management system, it is often beneficial to select a qualified consulting vendor. This can be especially helpful for companies just learning about the concepts, so a solid foundation and understanding of cascading techniques and best practices may be developed. Executive and management coaching can also greatly help an organization’s leadership understand how to manage via the Balanced Scorecard.

Managing the Framework Long Term with Balanced Scorecard Software

To be successful, a Balanced Scorecard framework must be gradually integrated into existing business processes, such as strategic planning cycles, budgeting processes, and monthly business reviews. Organizations that are most successful at this full integration find that automating a Balanced Scorecard framework using software is essential to achieving long-term buy-in and focus.

Balanced Scorecard software helps ensure that content stays up-to-date and is reviewed regularly. It also makes the cause and effect linkages between layers of objectives and measures clear and dynamic, allowing users to click through levels of cascaded scorecards to get to root causes quickly and easily – before they’ve blossomed into high-level catastrophes. When properly deployed and with ongoing executive support, a Balanced Scorecard framework, automated in software effectively changes the way an organization behaves and thinks about performance by driving new levels of accountability, alignment, communication, and – undoubtedly – better business results.

About the Author

Jack Steele has worked with and consulted for some of the world's largest corporations, offering a wealth of knowledge in areas of Performance Excellence, Strategy Deployment, Balanced Scorecard Management, and Performance Improvement. Jack is a co-founder of ActiveStrategy, Inc., which was the first organization in the world dedicated to developing and deploying enterprise-wide software for corporations seeking to harness the power of strategy execution. Learn more at http://www.ActiveStrategy.com.

Scientists say N.J. black bear population can't be controlled without hunt
Robert Sciarrino/The Star-LedgerA black bear wanders through the side yard of a home located on Brook Valley Road in Kinnelon in this 2006 file photo. New Jersey’s black bear population has soared to nearly 3,500, a level that can no...

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Robert E. Lee: Civil War General Official Trailer(1996, Sierra/Impressions)

analysis management barry

Net For Legal

The .NET Framework is Microsoft's secure, multi-language development platform that provides the security advancements, management tools and updates needed to build, test, and deploy highly reliable and secure software.

Developers use .NET to build solutions for a wide array of devices, from personal computers and servers to mobile phones and embedded devices. A Rapid Application Development (RAD) tool, the .NET Framework enables Independent Software Vendors (ISVs) to adapt quickly to the ever-changing software requirements of legal firms.

When used to produce solutions for the legal market, .NET offers a collaborative environment that is continually embracing new technologies whilst enhancing the overall user experience at lower deployment and maintenance costs.

Solutions built within the .NET framework offer common interfaces that users will be familiar with, therefore reducing the level of training required. In addition, these interfaces are easy to update and change as and when required.

This technology also allows for faster and more complex database analysis so firms can analyse their key performance indicators faster and with the ability to ‘drill down'.

At a recent DPS Software event, Scott Ridley, Technical Director at DPS Software introduced .NET as a programming environment, its key functionality and integration within the legal practice. With 15 years Programming Experience and 12 Years Microsoft software development experience, Scott sits on the LSC ISV Panel and has been heavily involved in developing integration tools with PISCES/LSC/APIL/HMRC.

Scott discussed how .NET can be used to bring together: Accounts, Case Management, Digital Dictation, Phone Systems, Email, Word Processor, Spreadsheets and MS Office Products.

Scott provided an overview of the key functionality of .NET for legal covering: office management, document management and real time analysis and reporting. He concluded by showing how this integration can minimise training, minimise user resistance and maximise user functionality.

Osman Ismail, Managing Director at DPS Software gave an in-depth demonstration of DPS Matter Management using .NET Technology. Osman demonstrated Outlook Office, the revolutionary case and matter management system that can operate entirely within Outlook™ as a fully integrated component.

Osman's demonstration showed the versatility of this software which combines case management with accounts, digital dictation, phone systems, tasks, web and text messaging, and a full power document assembly engine that allows emails, letters and documents to be assembled against cases quickly and easily. This demonstration showed how users are able to complete all of their work within a programme they are already familiar with, thus minimising the need and cost for training.

Barry Bostoff, DPS Sales Manager, took the delegates through a number of case studies of firms already using the system before concluding with a Q & A session.

Feedback from the day was excellent and delegates commented on the integration possibilities and familiarity of software built within this technology. Anthony Morris of Anthony Morris Solicitors, solicitors specialising in Child Abduction, Public and Private Children Act Law, Divorce, Matrimonial Disputes and Domestic Violence, commented: “I think that DPS' move into .NET Technology is a significant development in the direction of a key objective of utilisation of IT to achieve the highest quality services for my firm and our clients.”

He continued: “DPS has always been innovative and this is an excellent example of how providers and suppliers of services working in partnership, produce effective solutions for business.”

About the Author

Founded 25 years ago, DPS Software are one of the UK's leading providers of case management and accounting software for solicitors.Serving over 600 practices and 15,000 individual users, DPS have built a strong and growing market position.Their award-winning case management systems cover Conveyancing, Crime, Matrimonial, Personal Injury, Wills & Probate and are complemented by fully integrated Accounts and Digital Dictation systems.They continue to develop products that meet the specific and changing needs of law firms and are ever committed to the development of new functions to meet future needs.

Healthcare Executives to Discuss Latest Legal, Regulatory and Public Policy Developments at 19th Annual King ...
ATLANTA, GA--(Marketwire - 03/10/10) - Top healthcare executives and leading legal and policy experts will gather on March 15 to discuss topics ranging from emerging risks in clinical research and government efforts to combat healthcare fraud to the latest prognosis for national health reform at the 19th Annual King & Spalding Health Law and Policy Forum. The Forum will take place from 8:15 a.m ...

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Brasch-Barry General Contractors

leadership management nursing
career options for a nursing student?

I am currently a nursing student about to graduate in December with a BSN. I am just starting to think about which graduate degree to pursue, because where I want to go for that will determine where I search for my first nursing job.

Interests:

rehab (physical therapy, occupational therapy)
counseling/mental health
teaching/patient education
evidence-based practice
empowering others and motivating change
international relations/working with foreigners
emergency medicine, OB, home care, cardiac
leadership/management
crisis intervention
writing, both creative & scholarly work
holistic health
alternative medicine

I'm about half introverted, half extroverted, depending on the circumstances. I like working alone, but believe in team work.

I have considered physical therapy/occupational therapy school, NP or PA, master's in counseling or PhD in therapy... any advice or suggestions?
thank you both for your help!

My suggestion is not to put the cart before the horse. While many people have a wide variety of interests, often times you find out once you're working that these interests were not exactly how you imagined they would be.

I'd recommend first starting out in a regular medical surgical environment to build a solid foundation of your nursing practice. It will give you a wide variety of experiences with a wide range of patients, illnesses, medications, etc.

Don't be in a hurry to pick a grad school focus. It would be a big mistake to rush into something only to find you don't like what you're doing. After doing some time in med/surg, start job searching for things that fall among those interests and go work in another area for awhile to see if you really enjoy it.

There's plenty of time to go to grad school, so take your time learning how to be a nurse and fine tune your skills before worrying about going back to school again.

I went to nursing school for the sole purpose of becoming a midwife. I mean, it was my PASSION. Now that I've been working as a L&D nurse for several years, I have found that my preferences have changed. Being a CNM is more than I expected, and I learned things about myself that have shown me that being a CNM is probably not the job for me. Now my interests are in being a Neonatal NP, or taking a different route and becoming a Nurse Educator. I am still undecided, so I am giving myself more time before I make the final commitment to return to grad school.

Good luck to you!

Baker University names new vice president
Baker University President Patricia N. Long Tuesday announced the appointment of Mark Bandre´ (pronounced Ban-dray) to the position of vice president of enrollment management and student development at Baker University. In his new role, Bandre´ will provide leadership for the areas of admissions, financial aid and student development.

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Primary Nursing by BSN 4 Juliet 1 Part 2 - College Bacolod City