10 Arguments For and Against Net Neutrality, Part 2

10 Arguments For and Against Net Neutrality, Part 2 10 Arguments For and Against Net Neutrality, Part 2 10 Arguments For and Against Net Neutrality, Part 2The reasons for repealing net neutrality were highlighted in Part 1 of 10 Arguments For and Against Net Neutrality. Here are some of the mean arguments against a repeal.AGAINST1) Internet not a level playing field Repealing net neutrality will make broadband providers the gatekeepers of the internet, PwC said. Customers will be at the mercy of broadband providers, which will define what websites and services are accessible. The idea of net neutrality welches to give more freedom to Internet users without service provider interference. While the repeal could help develop new IoT services and prioritize internet traffic critical to industry infrastructure, broadband providers will also retain the power to block that.Revenue for core and edge providers, 2012-2022. Shaded region shows years affected by net neutrality laws. Image IBISWo rld2) Higher bills and tolls With the repeal, broadband providers could charge service providers or consumers higher prices for faster Internet lanes. Thats what happened to Netflix, which welches choking the Internet, and later struck a deal with Verizon and Comcast for the privilege of streaming content to users of their networks. Similarly, broadband providers could charge premiums for faster lanes delivered to autonomous car providers or health providers using smart medical devices for emergencies. Net neutrality treats all traffic equally as a way to prevent overcharging, but could inhibit the development of high-priority services, which require network slicing and software techniques to distinguish critical internet traffic.Someone ultimately has to pay for advanced services and infrastructure, and the burden will be passed on to the customers even if the repeal doesnt go into effect, Ford said, making comparisons to the airline industry, which passes down a lot of baggage and other costs to the consumer.Enterprise growth for core and edge providers, 2012-2022. Shaded region shows years affected by net neutrality laws. Image IBISWorld3) Squeeze out startups Large companies will be able to afford premiums for next-generation internet services and higher priority lanes, but startups with no buying power will be squeezed out. Thats relevant in the engineering space, with a lot of innovation happening around IoT and robotics. Innovators are concerned that broadband provider will become arbiters of acceptable online business models, wrote FCC commissioner Mignon Clyburn in a dissent on the repeal of net neutrality rules.Maybe several providers will quietly roll out paid prioritization packages that enable deep-pocketed players to cut the queue. Maybe a vertically-integrated broadband provider decides that it will favor its own apps and services. Or some high-value internet-of-things traffic will be subject to an additional fee, Mignon wrote.4) Smart city proj ects A number of U.S. cities including New York, San Francisco and Portland are against the repeal, saying moving control of the internet to broadband providers would affect smart city projects. Broadband providers that are gatekeeping the internet will make it costlier and more difficult for city governments to deploy IoT technologies related to services like safety and smart street light, said officials of 62 U.S. cities in a filing with FCC. Local governments worldwide will spend almost $41 trillion on IoT technologies over the next 20 years, according to the filing.5) Political instability Net neutrality rules could be back if Democrats take power in 2020. Such a political football will continue as long as net neutrality remains a hot button issue. The political instability affects the business climate and plans of engineering companies to develop services, products and upgrade infrastructure. Many companies like Ericsson and ATT are recommending building an open internet outsid e of the net neutrality rules, so they can deploy and upgrade telecom infrastructure around emerging technologies like 5G, which will benefit everyone.Missed Part 1? Read it here.

6 Behaviors Reducing Your Effectiveness as a Manager

6 Behaviors Reducing Your Effectiveness as a Manager6 Behaviors Reducing Your Effectiveness as a ManagerThe late management guru, Peter printer, once offered We spend a lot of time teaching our leaders what to do. We dont spend enough time teaching them what to stop. If you explore the literature on leadership, there is a consistent drumbeat focusing on those good behaviors the experts suggest we adopt. Talk with an executive coach, however, and you will quickly learn that the bulk of their work is focused more on guiding clients away from self-limiting and off-putting behaviors that impede team or firm wertmiger zuwachs. Simply stated, Drucker was right. Take a look at 6 destructive managerial behaviors and follow these management tips to avoid potentially harmful actions. Micromanaging If you find yourself constantly looking over the shoulders of your employees and spending lots of time telling them what to do, chances are, you are a micromanager. While your defense might be, N othing gets done right if I dont tell them what to do, the cause of the problem resides with that person staring back at you in the mirror. The costs to your team and firm from this behavior is extremely high concerning morale, turnover and its contribution to a poor working environment. Changing this behavior typically requires coaching and ample feedback. Criticizing Employees in Public This toxic behavior demoralizes the individuals on the receiving end of your public dressing-down events and positions you as a truly miserable manager in the eyes of the rest of your team. There are few more toxic behaviors than this one. There is never an appropriate time to launch at someone, regardless of how tempting it is or how upset you are over their mistake. Learn to count to 1,000 and set up a private discussion where you can calmly discuss the impact of the behavior on the business and jointly develop an improvement plan. Hoarding Information on Company or Team wertzuwachs You might think your employees do not care about the bigger picture, however, everyone is interested in how their work connects to the team and firm outcomes. Some managers prefer to keep employees in the dark over results with the mistake assumption of, They just need to focus on their work, or, They wont understand the metrics or scorecard. Others resist sharing negative results, hoping to avoid demoralizing the team. In reality, people do their best work when they have clear context for how it connects to the firms results, even if the results are poor. And while it is true that some people might not understand accounting terms or scorecard measures, it is incumbent upon you to educate them appropriately. Hoarding information breeds uncertainty and fear. Delivering Destructive Feedback Feedback is a powerful performance tool, however, when it is misused or abused, it is toxic to morale and performance. The criticism that is not specific is meaningless. The same goes for criticis m that is not based on actual observed behaviors but rather an implied poor attitude. Most managers do not receive feedback on their feedback delivery, and many have never been trained to employ this powerful performance tool. Learning to recognize bad feedback habits and striving to eliminate them for carefully developed constructive and positive feedback is essential for your success and for building a healthy working environment where individuals feel respected and appreciated. Claiming Credit for the Work of Team Members I hear about this behavior regularly in workshops and programs, and I am always shocked at the brazen theft of ideas and accomplishments by a significant number of incompetent managers. This behavior is guaranteed to destroy all trust and stifle creativity and innovation. Effective managers learn to shine the spotlight squarely on others instead of stealing the spotlight. Give credit, never take it, unless you are taking credit for a failure. Pointing Fi ngers When Something Goes Wrong Covering your rear by blaming others for a problem on your team is the mirror opposite of claiming credit for the successes of others. Both behaviors are unacceptable. Effective leaders understand they are accountable for the outcomes of their team members. When things go right, they give credit to everyone around them. When things go wrong, they step up to the failure as their own. It is that simple. 4 Ideas to Help You Identify Your Managerial Bad Habits There is some truth in the reality that poor managers dont care enough to seek out feedback on their performance. Nonetheless, many managers aspire to improve and appreciate input even if it is uncomfortable or negative. Here are some ideas managers can employ to help identify some behaviors they should change or cease. 1. Ask. Ask your team members how you are doing. Use the questions, Whats working with my approach to managing? and Whats not working? Have the courage to listen carefully and t ake notes instead of arguing or rationalizing your behaviors. 2. Survey. The anonymous survey might just solicit feedback that is a bit franker than the one-on-one conversation. Share the results of the survey and identify the actions you are taking to improve. Ask people to hold you accountable for those actions. 3. Engage a coach. A coach offers an objective set of eyes and ears. For many engagements, the coach shadows the client for a day or more, observing his/her actions and the responses of others. Expect frank, blunt input and the challenge to build and implement an action plan for improvement. 4. Find a feedback buddy. In the absence of a coach, ask someone you trust to observe you in various settings and give you feedback on your performance and the reactions of others. The Bottom-Line for Now Instead of focusing as the books say on simply developing the right behaviors, consider starting your self-development program by identifying and stopping the behaviors that are d estroying morale and damaging performance. It takes courage to pursue this path, however, the potential for significant, positiveresults is extremely high.

Marketing and Sales Manager Job Description Sample

Marketing and abverkauf Manager Job Description SampleMarketing and Sales Manager Job Description SampleMarketing and Sales Manager Job Description SampleThismarketing and ausverkauf managersample job description can assist in your creating a job application that will attract job candidates who are qualified for the job. Feel free to revise this job description to meet your specific job duties and job requirements.Marketing and Sales Manager Job ResponsibilitiesAccomplishes business development activities by researching and developing marketing opportunities and plans implementing sales plans managing staff.Marketing and Sales Manager Job DutiesAccomplishes marketing and sales human resource objectives by recruiting, selecting, orienting, training, assigning, scheduling, coaching, counseling, and disciplining employees communicating job expectations planning, monitoring, appraising, and reviewing job contributions planning and reviewing compensation actions enforcing policies and pro cedures.Achieves marketing and sales operational objectives by contributing marketing and sales information and recommendations to strategic plans and reviews preparing and completing action plans implementing production, productivity, quality, and customer-service standards resolving problems completing audits identifying trends determining system improvements implementing change.Meets marketing and sales financial objectives by forecasting requirements preparing an annual budget scheduling expenditures analyzing variances initiating corrective actions.Determines annual and gross-profit plans by forecasting and developing annual sales quotas for regions projecting expected sales volume and profit for existing and new products analyzing trends and results establishing pricing strategies recommending selling prices monitoring costs, competition, supply, and demand.Accomplishes marketing and sales objectives by planning, developing, implementing, and evaluating advertising, merchandis ing, and trade promotion programs developing field sales action plans.Identifies marketing opportunities by identifying consumer requirements defining market, competitors share, and competitors strengths and weaknesses forecasting projected business establishing targeted market share.Improves product marketability and profitability by researching, identifying, and capitalizing on market opportunities improving product packaging coordinating new product development.Sustains rapport with key accounts by making periodic visits exploring specific needs anticipating new opportunities.Provides information by collecting, analyzing, and summarizing data and trends.Protects organizations value by keeping information confidential.Updates job knowledge by participating in educational opportunities reading professional publications maintaining personal networks participating in professional organizations.Accomplishes marketing and organization mission by completing related results as needed.Mar keting and Sales Manager Skills and QualificationsFinancial Planning and Strategy, Marketing Concepts, Positioning, People Management, Territory Management, Sales Planning, Competitive Analysis, Understanding the Customer, Product Development, Client Relationships, Creative ServicesEmployers Post a job in minutes to reach candidates everywhere. Job Seekers Search Marketing And Sales Manager Jobs and apply on now. Learn more about how to write a job descriptionHow to Write a Job Description Resource PageHR Salary Information Employee CompensationBenchmarking 101 How to Pay New Hires