Port­fo­lio Manila
URL: http://www.portfoliomnl.com./

Port­fo­lioMNL is a ded­i­cated job­site for all cre­ative indus­tries in the Philip­pines. The idea of a cre­ative job­search por­tal is noth­ing new — nev­er­the­less, Port­fo­lioMNL is pro­gres­sive, much like the duo behind it– Rina Mal­onzo and Trina Dela Rama.
Port­fo­lioMNL bridges the divide between artist and entre­prenuer. The web­site is exten­sive, yet easy to nav­i­gate. More­over, the design ele­gantly frames cre­atives’ cur­ricu­lum vitae and port­fo­lios while assur­ing clients that they’re among pro­fes­sion­als. Port­fo­lioMNL also fol­lows a join > search > click > share process, effec­tively becom­ing its own …

I could say that I was one of the best note tak­ers back in school (really! I was!). I made sure I had an unlined note­book (really the back part of pho­to­copied pages) which I used to take notes. The fact that it was un-lined was impor­tant: I wouldn’t have been able to make dia­grams and other draw­ings. And since I kept good notes (spe­cially when I loved the class and spe­cially when I was tak­ing up my MA), class­mates pho­to­copied my notes. So I know a thing or two about note taking.

Money can’t buy hap­pi­ness. Or can it? The Tier­ney­Lab blog from The New York Times recently con­ducted an infor­mal sur­vey. Based on Spent: Sex, Evo­lu­tion, and Con­sumer Behav­ior, a new book from Dr. Geof­frey Miller, read­ers were invited to:

List the ten most expen­sive things (prod­ucts, ser­vices or expe­ri­ences) that you have ever paid for (includ­ing houses, cars, uni­ver­sity degrees, mar­riage cer­e­monies, divorce set­tle­ments and taxes). Then, list the ten items that you have ever bought that gave you the most hap­pi­ness. Then you’re sup­posed to count how many items appear on both lists.

Every orga­ni­za­tion has a unique struc­ture. An orga­ni­za­tional struc­ture is the reflec­tion of the company’s past his­tory, report­ing rela­tion­ships, inter­nal pol­i­tics and what is called com­pany cul­ture (or sub­cul­ture). Since form fol­lows func­tion, it is impor­tant for us to look closely into each of our orga­ni­za­tional struc­tures and check whether the struc­ture we cur­rently have sup­ports our busi­ness strategy.

In the end, you may need to cus­tomize your orga­ni­za­tional struc­ture to fit your strategy.

Manage­ment is dif­fer­ent from Lead­er­ship.
Man­agers have a posi­tion of author­ity vested in them by the com­pany, and their sub­or­di­nates work for them and largely do as they are told. Man­age­ment is trans­ac­tional, in that the man­ager tells the sub­or­di­nate what to do, and the sub­or­di­nate does this not because they are a blind robot, but because they have been promised a reward (at min­i­mum their salary) for doing so. [from Chang​ing​Minds​.org]
Lead­ers on the other hand do not have sub­or­di­nates — at least not when they are lead­ing. Many organizational …