Posts Tagged ‘Avondale College’

Position Vacant – Graduate Accounting in Sydney

Tuesday, October 14, 2014

Seventh-day Adventist Schools (Greater Sydney) Ltd

Epping, NSW

Full Time Graduate Accounting Position

SDA Schools (GS) Ltd is seeking an experienced accounts clerk to join the busy Education team. This position will be responsible for data entry, reconciliations, accounts payables, school liaisons, supporting school bursars, and assisting the Education Accountant.

 

Essential Criteria:

- at least 2 years’ experience in a similar role (negotiable for graduates)

- able to work in a team environment

- good written & verbal communication skills

- a commitment to Adventist Education, its ethos and mission

 

Desirable Criteria:

- well developed interpersonal skills

- able to work with deadlines and under pressure

- possess initiative and self-motivation

- Maze database knowledge will be highly regarded

- Proficiency in MS office package

 

Other Information:

The successful candidate must be eligible to work in Australia.

 

Enquiries To:

Maxine Su

Phone: (02) 9868 6522

Email: maxinesu@adventist.org.au

 

Application Procedure:

To apply, please send your CV including 3 work related referees and a covering letter to: Maxine Su

Email: maxinesu@adventist.org.au

Applications Close: 31/10/2014

The Multitasking Myth

Sunday, October 12, 2014

Do Not Disturb

So to all the ‘Multitaskers’, ‘Open door’ advocates, and email ‘Immediate responders’, I have bad news. While you may be able to get more done than the person next to you, new research proves that you are probably not as effective or efficient as you could be.

Research published online in April of 2014, ‘Do Interruptions affect quality of work?’ (Foroughi, Werner, Nelson, & Boehm-Davis, 2014) (find it here>>) highlights that we already know interruptions increase the completion time of tasks, and that on average an office worker faces up to six interruptions per hour. We also know that interruptions reduce accuracy, but until now we had no idea about how interruptions affect quality.

The researchers ran a series of experiments on participants trying to write an essay. They faced interruptions during planning, during writing, and none at all. The results indicated very clearly that interruptions DID affect the quality of the output. We know this intuitively, but this research proves that getting going again after an interruption is more difficult, and that we rarely commence from exactly where we left off.

The message – multitasking comes at a price – it impacts on both the time taken to complete, and the quality of the individual tasks. It’s time to shut the door, turn off the phone, and ignore emails for awhile – and to respect those that do so. While you may still be able to get things done, are they being done as well, and as quickly as they could be?

The Avondale Business School can advise your organisation on being effective in these areas – find out how by contacting Warrick Long at the Avondale Business School.

E: Warrick.long@avondale.edu.au

P: 02 4980 2168

 References
Foroughi, C. K., Werner, N. E., Nelson, E. T., & Boehm-Davis, D. A. (2014). Do Interruptions Affect Quality of Work? Human Factors: The Journal of the Human Factors and Ergonomics Society, 0018720814531786.

Ditch and Switch

Sunday, October 12, 2014

How many times have your heard the claim that a particular product is “the best on the market” or “leads all other brands”? If you are like me, the answer is “too often!”.

But if we are to be honest, how many times have we been guilty of those sorts of claim? Across the various industries and organisations I have been associated with I have heard claims like “we have THE truth”, “our lifestyle is the best there is”, “our schools provide the best education possible”, and “our standard of aged care is unsurpassed”.

Recent research is cautioning organisations from making these sorts of claims as it has a tendancy to chase consumers away. Many people today are in a ‘Maximising Mindset’, which means they are undertaking more research and exploring more options before making a decision. The most recent research by Jingjing Ma and Neal Roese has explored this phenomena, which can be found here, or for an abbreviated version, try here.

BrandsWhere an organisation has made such big claims the consumer has bigger regrets if the product or service does not live up to them, or they find something better. They will be unsatisfied unless it is the most amazing thing ever. Or in other words, they are very quick to ‘ditch and switch’. And this applies to services as much as products. Education, health care, aged care and even lifestyle choices all factor into the maximising mindset. The feelings of regret and dissatisfaction are amplified in the maximising mindset.

A close examination of the marketing approaches of many of the world’s leading brands today will show that rarely do they actually tout the taste, speed, function of the product or service. More likely, the advertising will be promoting an experience and connecting the product to that experience. The assumption being that by having that product or service, you as the consumer will share that experience.

So the advice for organisations that do have a great product or service – don’t make broken promises or create excessive expectations, instead, create memories and experiences for people. Essentially, the more experiential you can make the product, the happier people are.

If you would further information on how Avondale Business School can help your organisation, contact Warrick Long

E: Warrick.long@avondale.edu.au

P: 02 4980 2168

2015 Accounting Internship

Friday, October 10, 2014

AVC Logo

2015 ACCOUNTING INTERNSHIP OPPORTUNITY

BACHELOR OF BUSINESS STUDENTS

 If you are a committed and enthusiastic Accounting student eager to gain some experience applying your classroom lessons to real world scenarios then Avondale College has the opportunity you need. The friendly Business Office team has an internship available for you in Semester 1, 2015 to come and get some experience in your field of study.

The successful applicant will have completed at least one year of their Accounting Major in undergraduate studies. To apply, send your application and Curriculum Vitae to the Accountant via email annette.hervas@avondale.edu.au or post to PO Box 19 Cooranbong NSW 2265.

The closing date for applications is 24 October 2014.

A Good Idea Going Nowhere?

Sunday, September 28, 2014

moving forward

You are the leader of your organisation and you have a great idea (inspired even!). Your leadership team is on board. But you just can’t seem to get the rest of the organisation moving in the same direction. What can you do?, because a good idea on its own is no good to anyone.

A recent article in Inc. by Kevin Daum (Read it here>>) gathers together some of his ideas and those of his peers that address this very issue.

The following is a summary of their collective wisdom, the details for which you need to read the article – it contains tips and strategies in addressing each of these points:

  1. Constant communication regarding the why and how of the objective
  2. Focus on small steps towards a greater goal
  3. Get everyone contributing
  4. Lighten the stress
  5. Generate excitement

Try this approach in your business (even for old ideas) and see how much more effective your group can be.

The Avondale Business School can advise your organisation on being successful in these areas – find out how by contacting Warrick Long at the Avondale Business School.

E: Warrick.long@avondale.edu.au

P: 02 4980 2168

Power Alone Isn’t Enough

Sunday, September 28, 2014

We’ve all known leaders that just can’t seem to pull it all together to achieve outcomes, while other leaders in similar positions appear to be able to ‘get things done’. While a lot of factors can account for the difference, one recent study suggests that it is perspective that counts. Just published in Social Psychological and Personality Science is research by Columbia Business School (Galinsky, Magee, Rus, Rothman, & Todd, 2014) showing that powerful people who see the world from someone else’s point of view produce better outcomes. For a press release about the research, read this link.

Car crash

The research uses the illustration of traveling to a destination in a car. You need two things to get to your destination – acceleration (power) and steering (perspective). If you exercise your power without perspective you are bound to crash. And equally so, if you rely only on your own point of view and fail to take into account other perspectives, then you are bound to crash also. Essentially, taking into account the perspective of others (referred to as perspective-taking) works as a directional corrective to ensure you stay on the right path.

There are three significant findings in the study:

  1. Power diminishes perspective-taking – once in positions of power, leaders have a tendency to rely too much on their own perspective, failing to take into account the perspectives of others;
  2. Perspective-taking alone is not enough – if you do not have power, then simply understanding the perspective of others is not enough to get things done;
  3. Power + Perspective-taking = Effective leaders – when a leader uses their power AND takes into account others perspectives, synergistic effects with superior outcomes result.

The authors found that in these situations better outcomes occurred because:

  1. Leaders handled situations better, and with greater respect and fairness; and
  2. Improved information-sharing with groups was facilitated, leading to them making better decisions.

In other words,

“…information sharing flows more effectively when people consider others’ vantage points and have the power to act. Power with perspective-taking allows people to reach their destinations without crashing into others along the way” (Galinsky et al., p. 633).

And honestly – none of us want to be crashed into.

The Avondale Business School can help you and your team develop leadership skills – find out how by contacting Warrick Long at the Avondale Business School.

E: Warrick.long@avondale.edu.au

P: 02 4980 2168

References:
Galinsky, A. D., Magee, J. C., Rus, D., Rothman, N. B., & Todd, A. R. (2014). Acceleration with steering: The synergistic benefits of combining power and perspective-taking. Social Psychological and Personality Science, 5(6), 627-635. doi: 10.1177/1948550613519685

Need to Cut Costs? Try This…

Sunday, September 14, 2014

Cost CuttingImproving the bottom line of a business is actually very simple as it means impacting just one of two areas:

  1. Increasing revenues, or
  2. Decreasing costs.

I said it was simple, not easy! But when times are tough (and when aren’t they?) and you need to reduce your cost of doing business, Brett Hay, a consultant with Expenses Reduction Analysis, says there is a simple 7-step process that can cut costs 10 – 15%. You can read a more detailed description of the process here, but in summary point form, the 7 steps are:

  1. Analyze your costs
  2. Where possible, rationalise your purchases
  3. Benchmark your spending
  4. Talk to your suppliers
  5. Beware of buying in bulk
  6. Manage your people
  7. Monitor your success

Maybe now is the time to start reviewing your costs and seeing how much your bottom line can improve.

If you would further information on how Avondale Business School can help your organisation, contact Warrick Long

E: Warrick.long@avondale.edu.au

P: 02 4980 2168

Successful Leaders Say These Things

Sunday, September 14, 2014

Getting to be in a position of influence is one thing, being a person of influence is quite another. Great leaders are those who understand that positional influence is very limited, but personal influence is much more long-lasting and widespread.

Success

What is it great leaders do that sets them apart from mediocre leaders who depend on wielding their positional power? By and largely it is in the words they use. Peter Economy, a writer for Inc., has compiled a list of the 17 things successful leaders say every day that sees their employees becoming partners rather than adversaries, complete with the trust and loyalty that businesses need to function at high levels. You can read the full article here, but the 17 things? Here they are:

  1. What do you think?
  2. I trust you.
  3. I know you can do it.
  4. It’s not your fault.
  5. I’m proud of you.
  6. Please.
  7. Thank you.
  8. Great idea–let’s do it.
  9. I’ve always got time for you.
  10. I couldn’t have done it without you.
  11. No one is perfect.
  12. What can I do to help?
  13. I made a mistake.
  14. I need your help.
  15. Anything is possible.
  16. I’m sorry.
  17. I’ve got your back.

A challenge is to try using some of these over the next two weeks (and mean it!) and see what happens in your workplace.

The Avondale Business School can help you and your team develop leadership skills – find out how by contacting Warrick Long at the Avondale Business School.
E: Warrick.long@avondale.edu.au
P: 02 4980 2168

Leadership Weaknesses? Not Me, I’m ‘Called’!

Monday, September 1, 2014

PenguinsToo many of us in leadership believe our own press about how important, qualified and skilful we may be. Leaders in faith-based organisations can especially feel that being “called” comes with the idea we are infallible. Unfortunately we are also human (I’m sorry if this is a revelation to you), fraught with imperfections and foibles that other people see, even if we don’t. The issue isn’t having a leadership weakness, it’s how we handle them that counts.

In a recent Business News Daily posting entitled ‘5 Leadership Weaknesses and How to Fix Them’ Nicole Fallon looks at 5 common leadership weaknesses that we are all susceptible to.

The list of identified leadership weaknesses are below, but if you want to know how to fix them, you’ll have to read the article.

  1. Accomplishing goals without a vision – doing without direction;
  2. Not trusting employees – micro-managing;
  3. Excessive connectivity – being a poor role model and dis-empowering employees;
  4. Stagnancy – becoming comfortable and failing to continue to adapt and innovate;
  5. Needing to be liked – rather than being understood and respected.

LeadershipMemeAt one time or another in my leadership I have fallen foul of all of these, how about you? Maybe it’s time to admit we are not perfect so our leadership can go to the next level.

The Avondale Business School can help you and your team develop leadership skills – find out how by contacting Warrick Long at the Avondale Business School.

E: Warrick.long@avondale.edu.au

P: 02 4980 2168

Unused Annual Leave – Bigger is Not Better

Monday, September 1, 2014

Vacation-PolicyA problem for many organisations is the amount of unused annual leave being “stockpiled” by employees. There are many issues associated with this, including stressed employees, managing rotations, and the growing financial cost. The benefits of regular leave are inherently understood by everyone, so why don’t more employees take all their leave?

Perhaps we can glean some understanding from a just released US study on this issue. While it is not set in an Australian or NZ context associated research by the Avondale Business School into the intrusion of work emails and work/life balance indicate that the issues bare a close enough resemblance.

The study Overwhelmed America: Why Don’t We Use Our Earned Leave? was prepared by GfK Public Affairs and Corporate Communications on behalf of Travel Effect and U.S. Travel Association and released in August of this year.

The main reasons why employees don’t take their leave ?

  1. Returning to a mountain of work
  2. Feeling that no one else can do their work

It was also found that the higher up in the organisation, the harder employees felt it was to take leave.

Interestingly, there is also a significant disconnect between employees knowing and understanding the benefits of regular leave, yet not actually taking it.

Why is this?

The study proposes two suggestions. The first is the “Work Martyr Complex” whereby “busyness” is worn as a badge of honour, and often reinforced by the culture of the organisation.

The second is a failure to communicate, evidenced through senior business leaders saying they recognise the importance of time off, but by their own actions they do not effectively communicate this message to employees. For example, a significant number of senior business leaders respond to work related emails and phone calls while on leave – sending the signal that it is not acceptable to be away from the job.

Some suggestions to address these are in the study, and include:

  • Talking positively about the benefits of leave, including asking employees about their leave experience upon their return;
  • Facilitating employees leave, most importantly through assisting in managing their workloads while they are away’
  • Encouraging (in a positive manner) employees to take leave;
  • Including taking leave as a performance related KPI.

The 10 second take-away? Employees take your leave (and enjoy it), Employers – lead by example.

If you would like more information about this or related issues, or the ABS research into work/life balance, contact Warrick Long at the Avondale Business School.

E: Warrick.long@avondale.edu.au

P: 02 4980 2168