Payday Loans Let You Access Cash When You Need It Most

Payday loans are short term loans designed to provide cash to people who need money in an emergency. Short term loans are not a new form of credit. People have been using them for many years. Today, the number of people successfully applying for and borrowing short term cash lumps sums in increasing.Private lenders who offer payday loans are growing in number and a simple search online will reveal how many different lenders are out there. If you are in need of cash and want to consider applying for a payday loan, here are some simple pieces of advice which may help you.Payday loans require borrowers to meet certain criteria, just like any other form of credit. If you are in employment, either full time or part time, and you are earning a regular wage you may be eligible to apply. You will need to complete an online application which asks a few simple questions. This information will be used to verify your identity and your employment status.These are the most common lending requirements for a Payday loan:You must be over eighteen years of age.You should be in employment, earning a regular wage. You will be asked to supply your employer’s details for verification purposes. The lender will not contact your employer. They just use the information as a check.You will need to supply your date of birth, full name and your full address. This information is required to prevent identity fraud. So it protects you as much as it protects the lender.You will need to have a current, active bank account. Usually this is the account your wages are paid in to.That’s it, after entering all these details, you will be able to submit the application form and within a few minutes you will have a response. For applicants who are successful, they can have the money transferred to their accounts very quickly. In many cases, the money is paid out within the hour.The best payday lenders will not harass you or contact you for no good reason. Once you have signed the credit agreement, you will repay your loan when you are next paid. It really is as simple as that. Good lenders will give you all the information you require and help you by answering any questions you have.But in general, these loans are simple, fast and repaid very easily and quickly, usually within a week or two. As a result, people tend to use them for sudden emergencies, and then they simply repay them and get back to normal.Payday loans are not the best option for everyone however. If you are struggling on an extremely low wage, or have long term debt problems that you are trying to tackle, a Payday loan may not be the best solution. Always think carefully before entering into any credit agreement.Although Payday loans are unsecured loans, if you default on one, it could affect your chances of being able to apply again in the future.Being short of money is no fun. And if you have a family, it can be difficult to make ends meet and get through until payday. Payday loans provide a simple and fast way of accessing small amounts of money for very short periods of time. They are used by hard working, ordinary people, who just need a little bit of financial help.If you feel this type of loan would help you, spend some time researching online and find the best lender. Recommendations and reviews will help you identify a reputable lender who can be trusted. The best lenders will always do everything they can to assist you and help you with your application.
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Wellness Coordinators – Evaluating Your Efforts – A Series – The What and Why of Program Evaluation

You can better manage what you measure. You do want to maximize the management of your wellness program, correct?The What of EvaluationProgram evaluation is a systematic examination using research methods to collect and analyze data to assess how well what you are doing is working and why. Evaluations answer specific questions about program performance and can also focus on assessing program operations or results. Evaluation results can be used to assess a program’s effectiveness, identify how to improve its performance, or guide future resource allocation.For evaluation purposes, a program can be defined in various ways such as an activity, project, intervention or initiative. In order to be able to be evaluated though, a program must have an identifiable purpose or set of objectives, as these will be used by an evaluator to assess how well the purpose or objectives were met. Evaluations may also assess whether your efforts had unintended and perhaps undesirable outcomes. An evaluation can assess an entire program or focus on just one activity or intervention. This is important as you may want to evaluate individual activities or interventions to assess how well they are being received or if they are effective.Program evaluation is closely related to program performance measurement and reporting. Performance measurement is the systematic ongoing monitoring and reporting of program accomplishments, especially progress toward pre-established goals or standards. Performance measures or indicators may address staffing and resources (inputs), the type or level of activities conducted (process), the products or services delivered (outputs), or the results (outcomes) achieved through the use of products and services.The Why of Program EvaluationTypically, program evaluation is used to provide accountability for how resources are being used, or to learn how program performance might be improved. Evaluations can also play a key role in strategic planning, program design, program execution and program management by providing feedback to funders and delivery personnel.It is an important part of every worksite wellness program to periodically report on their activities and results. You can better manage what you measure. Tracking, monitoring and measuring are also important to any type of continuous quality improvement effort.It is important to also remember that measuring just program outcomes alone may not provide the information you need to properly assess your effectiveness. You want your program’s evaluation strategy to provide as large and detailed picture as possible. You always want to be in a position whereby you can answer the questions senior leaders may ask about the program’s performance.Program evaluation should not be taken lightly. Evaluating your efforts can go a long way towards making your worksite wellness initiative effective and successful.

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Guide For New Manager & Leaders

It is common practice to appoint new department or school managers from the ranks of successful teachers or trainers or, in industry, engineers or other “production” positions. Such appointees sometimes have had little or no practical management training. This article can then be an important “gift” to such newly appointed managers. It describes brain-friendly, productive management practice. Good managers are good leaders.The basic job of a manager is to help those who report to him or her to be successful at accomplishing their missions. Any manager who acts simply as a “boss and evaluator” is not providing members of his or her team with an environment that encourages maximum productivity. The most effective managers lead their team members with clarified goals and systems, sensitive listening, opportunities for involvement in shaping operations, opportunities for professional growth, and non-intrusive monitoring. A major goal is to give team members help when they need it, not to “catch” them at not succeeding. Solid leadership behaviors are a foundation of good management.Good managers focus on basic needs of team members. Those basic needs are:1. Belonging, 2. Personal power, 3. Freedom, 4. Fun.Let us review each of these in turn.Belonging. Employees can be most productive if they perceive themselves as valued members of a team (department, division, group). A manager-leader can support this perception by:1. Holding periodic coordination meetings to keep everyone thoroughly informed and to give opportunities for feedback, planning revisions, and cooperative discussions.2. Advance discussion with the team or an individual member about possible changes in mission, roles, resources, etc.3. Being conveniently available for discussions of individual ideas or problems.4. Being willing, where possible, to arrange special working conditions to accommodate temporary personal problems of an individual team member (making loyalty a two-way process).Personal power. Team members need to be respected and recognized to maintain their enthusiasm. The manager-leader should work to ensure that:1. Each team member has important tasks that he or she can accomplish.2. Important accomplishments are rewarded with recognition and, where possible, with broadened responsibility or authority and salary progress.3. The ideas and suggestions of each team member are carefully considered and where feasible, used.The above actions show each team member the power of his or her personal effort.Freedom. The manager-leader should give each team member as much authority and freedom to direct his or her own work as possible within school, company or mission guidelines. Having choices and control over one’s own work processes can be a major motivating factor. Second-guessing and over-direction from a manager are major demotivating factors.Fun. The best teachers know that student productivity increases with careful use of down time and relaxation periods. The best managers know that balanced opportunities for relaxation, humor, and socializing are an important part of motivating team members.Now let us review other important factors beyond needs of team members. These include Evaluation, Two Direction Management, Lateral Management and a Special Caution.Evaluation of team members. Evaluation should be a monitoring and helping process. A manager should accompany any constructive criticism with helping suggestions and/or resources. This does not preclude the right to require that some concern or issue be addressed. It simply fulfills the basic management responsibility for helping people to succeed. Also, be sure to allow evaluatees to appeal or explain evaluation issues; give their explanation sincere consideration.A manager shows strength and confidence in himself or herself when he or she decides to change an evaluation because an evaluatee makes a good case for such change. Finally, the entire evaluation process is strengthened if a management-by-objective, participatory process is followed. That process is one of the manager and an evaluatee deciding on objectives and desired performance standards in advance, each contributing to the process. Then the later evaluation can be much more objective because standards have been agreed upon in advance.Two direction management. Previous suggestions have focused on a manager being supportive of his or her members. However, remember the opposite direction. As a manager, another one of your basic tasks is to keep your manager informed – - the no unnecessary surprises principle. That allows your manager to help you and to depend on you. In other words, you are now teaming in two directions – - with your team members and with your manager. Expect this same no-surprise principle from your team members. It helps to tie an organization together.Lateral management. Whenever possible help and cooperate with your management peers, for example, other department chairpersons. Again, expect this lateral help among your team members and from your team members to those on other teams. If everyone in an organization accepts the basic task of being helpful when possible to anyone else in the organization, the culture of belonging gets even stronger. Organization productivity can go even higher.A special caution on your manager. Before you take a management position, have a two-way discussion on these suggestions with your prospective manager. If he or she does not agree with some of the basic principles in this article, think carefully before you accept an appointment. For example, if your prospective manager does not plan to give you a significant degree of freedom and authority, you will find it far more difficult to grant such to those who work for you! If your prospective manager does not see evaluation as a helping rather than a do-it-to-you process, it will be more difficult for you to emphasize helping.If your prospective manager “never changes his evaluations” when such are appealed or explained, he or she is not someone who listens carefully to others; that could leave you treated and evaluated unfairly in a new management position. If you do accept a management role under a manager with beliefs or habits that could undercut your effectiveness, do so with full recognition that such managers tend to blame the results of their brain-unfriendly practices on others; you could become one of those others. Avoid such managers if possible. Certainly do not become that type of manager yourself.Summary of main points. Here are summary lists of some brain-friendly (good) and brain-unfriendly (bad) management practices. The numbering in each list is related to the other list. Work at using the good practices and avoiding the bad ones.Brain-friendly/Good Management Practices:1. Clarify mission and goals.2. Listen carefully to others.3. Involve your team members in planning and decision-making in a management system.4. Provide your team members with professional growth or learning opportunities.5. Use monitoring data to help your team members succeed.6. Hold coordination meetings. Keep everyone informed.7. Be conveniently available for individual discussions.8. Be willing to arrange temporary special working conditions to help individuals with special personal problems.9. Define meaningful tasks; recognize and reward progress on same.10. Consider and use suggestions from team members when feasible.11. Give team members as much freedom and authority as you can to direct their own work.12. Support balanced opportunities for breaks, relaxation, socializing, humor, and fun.13. Emphasize the helping and encouragement aspects of evaluation.14. Keep your manager supported and informed (no surprises).15. Promote lateral helping between peers.16. Evaluate the philosophy of your prospective manager before taking a job as a new manager.Brain-unfriendly/Bad Management Practices:1. Assume that team members know their mission and goals.2. Emphasize telling those who work for you what to do.3. Emphasize telling those who work for you what to do.4. Let team members shift for themselves on professional growth.5. Evaluate at the end of tasks; do not “bother” folks until then.6. Emphasize memos to tell team members what to do.7. Restrict your availability for individual meetings.8. Enforce the same working conditions and rules for everyone at all times.9. View solid performance as normal and expected, not deserving of specific recognition.10. Emphasize telling those who work for you what to do.11. Require team members to do things exactly the way you define.12. Concentrate on work and production at all times.13. Use evaluation to “shape-up” others and to tell them what to do.14. Do not give extra information to your manager; just answer when questions are asked.15. Keep focused on individuals doing their job and not on them being concerned with others in the organization.16. Do not be concerned with the habits or beliefs of your prospective manager. You cannot do anything about those.And now, good luck with the responsibility and the fun of helping others to succeed! Following that theme can make management positions very rewarding.

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