During the early 1960s, Lockheed Corporation, now part of Lockheed Martin, had retreated from the civil airliners market because of recurring problems and early-life crashes of the Lockheed L-188 Electra, the first large turboprop airliner produced in the United States.
In response to interest by American Airlines and other airlines that wanted an aircraft smaller than the Boeing 747, but with the ability to carry large passenger loads on medium haul routes, Lockheed decided to develop the Lockheed L-1011 TriStar, commonly known as the L-1011 or TriStar. It was a medium-to-long range, wide-body trijet aircraft. Incidentally, The L-1011 was the third wide-body airliner to enter commercial operations, after the Boeing 747 and the competing trijet McDonnell Douglas DC-10.
Despite an innovative set of features that included automatic landing capabilities, an automated descent control system, and purported cabin space, the TriStar was a commercial failure. The TriStar’s sales were hampered by two years of delays due to developmental and financial problems at engine supplier Rolls-Royce. Lockheed manufactured a total of 250 Tri-Star’s until 1984 and withdrew from the commercial aircraft business due to its below-target sales. This ultimately led to the current Airbus-Boeing duopoly with after Boeing acquired McDonnell Douglas in 1997.
Lockheed L-1011 TriStar Key Statistics
- Manufacturer: Lockheed, now part of Lockheed Martin
- Power plant: 3 engines Rolls-Royce RB-211-22B turbofans
- Passenger Accommodations: upto 345
- Flight altitude: 42,000 feet
- Flight range: 3,300 miles
- First flight: 16-Nov-1970
- Primary customers: British Airways, Trans World Airlines (TWA,) Delta Air Lines, and Eastern Air Lines
- Number of frames built: 250 between 1968 and 1984
Economy Class Seating Cross-Sections
9 Abreast 3-4-2 seating with Wider Aisles
9 Abreast 3-4-2 seating with Wider Seats
9 Abreast 2-5-2 seating with Narrower Aisles
9 Abreast 3-4-3 seating with Narrow Aisles
Nearly everyone feels crunched for time. Hundreds of studies have showed that employees tend to spend less than 15% of their workdays in focused, productive work. Responding to problems of the day, firefighting, managing employees, and completing paperwork can take up much of a workday, resulting in long hours, fatigue, and even burnout.
Here are ideas to consider to work just 40 hours per week and still get everything done.
- Do not start your day without a plan. In an aimless day you tend to react to the first fire that needs to be addressed. Take a few minutes every morning to prioritize your tasks and take a proactive approach to your time.
- The majority of us tend to be most productive in the mornings. Therefore, resist the temptation to check email first thing in the morning. Indeed, get no less than one thing done first in the morning – THEN check your email.
- Before starting your workday, thoughtfully choose your most important task of your day. With hundreds of things to do each day, perhaps you have 1 or 2 that are top priority. Focus on these. Make sure you work on the most important tasks.
- Document your time. Make a log of how you tend to spend your hours each day. Log how much time you tend to spend on various tasks and responsibilities. After a few days or even hours of doing this, you will realize where you tend to misuse time . This will help you take corrective actions.
- Delegate relentlessly. Hire help. Know your strengths and weaknesses. You cannot do it all. Get clever about what you are good at and things that only you can do. Delegate the rest.
- Automate monotonous tasks. Determine how much time you devote to routine tasks and try to group or automate them. You could use automation tools, scripts, and various software to get things done on your computer. At home, hire someone for everyday tasks such as grocery shopping, home maintenance, moving the lawn, etc.
- Avoid heavy multitasking. Hundreds of studies have shown that that multitaskers are less competent at doing several things at once than light multitaskers. Specifically, the more you multitask, the worse you are at it.
- Get organized. Do not work in a mess. A disorganized office and work environment creates both physical and mental clutter and distracts you from focusing on getting things done. A clear workspace helps find things, fosters clarity in thought, and helps you get more productive.
Here are 25 personal favorites from “Life’s Little Instruction Book,” by Jackson Brown and H. Jackson Brown, Jr.
- Remember the three R’s: Respect for self, Respect for others, Responsibility for all your actions.
- Approach love and cooking with reckless abandon.
- Never laugh at anyone’s dreams.
- When you say, “I love you,” mean it. When you say, “I’m sorry,” look the person in the eye.
- Do not judge people by their relatives.
- When you lose, do not lose the lesson.
- Learn the rules, and then break some.
- Open your arms to change, but do not let go of your values.
- Remember that silence is sometimes the best answer.
- When someone asks you a question, you don’t want to answer, smile, and ask, why do you want to know?
- Never interrupt when you are being flattered.
- In disagreements with loved ones, deal with the current situation. Do not bring up the past.
- A loving atmosphere in your home is important. Do all you can to create a tranquil harmonious home?
- Spend some time alone.
- Do not trust a lover who does not close their eyes when you kiss them.
- Once a year, go some place you have never been before.
- Share your knowledge. It is a way to achieve immortality.
- Talk slow but think quickly.
- When you realize you have made a mistake, take immediate steps to correct it.
- Give people more than they expect and do it cheerfully.
- Live a good, honorable life. Then when you get older and think back, you will get to enjoy it a second time.
- Read more books and watch less TV.
- Mind your own business.
- Remember that not getting what you want is sometimes a stroke of luck.
- Remember that the best relationship is one where your love for each other is greater than your need for each other.
Let me demystify the myth of the conventional leader. Both introverts and extroverts are equally capable of being effective in their use of strengths to lead others.
Imagine the attributes most associated with leadership — extroversion, charisma, and enthusiasm. Not precisely the characteristics of introverts who are quiet, composed, attentive, perceptive and often fly under the radar.
Both introverts and extraverts can be just as successful but with different groups of employees. Very often, extraversion in leaders can hinder an organization’s performance, especially an extroverted leader leads many extraverts. In reality, new ideas often fail to thrive into gainful pursuits if everyone on a team is contributing ideas. In such situations, an introverted leader can pay attention to ideas of an extroverted team and process ideas to form a strategic vision for the organization.
An introverted leader, on the other hand, will be a poor leader of an organization with introverted team. Like the leader, everybody on the team excels in contemplation but fails in idea generation. Therefore, an extraverted leader benefits an introverted team.
However, introverts are not likely to engage in self-promotion. They tend to lag their extraverted peers in climbing the career ladder. The extroverted leaders can easily draw attention to them and easily fit the perceptions of great leaders.
Complaining is sometimes necessary provided a genuine grievance exists. But habitual complainers have a negative effect on a workplace — they can drain workplace morale and productivity. They are seen by management as part of the problem and as not part of the solution. Here’s how to complain effectively:
- Have a valid reason to complain
- Verify the accuracy of your information. Be prepared to back up your complaint with facts and data
- Choose an appropriate place and time
- Use the chain of command. Communicate with the person in charge — the one who can change
- State the problem succinctly
- State the action you’d like taken and suggest alternate solutions.
- Persist. Don’t give up.
- If you get results, send a thank you email or make a call and acknowledge the effort put in
It is perfectly reasonable to complain. If done tactfully, you might even get the results you deserve.
The propensity to resort to protectionism during tough times is preposterous. It is a familiar fact that global competition brings about productivity and protectionism simply breeds economic stagnation around the world.
Legislations purported to usher protectionism will result in raising the costs prices of goods that Americans will buy. The notion that protectionism could make better the well-being of Americans at the expense of foreigners is simply absurd.
From a macroeconomic standpoint, higher yield stems from the capability of economic leaders to formulate newer ways of making products more efficiently and cheaply. In addition, global competition forces this. It is global competition and the Darwinian survival mechanics that pushes the borders of productivity and thus economic prosperity.
Open innovation ushered by pragmatic economies brought about the large-scale creation of knowledge, products, and services and set the stage for favorable productivity gains. With such forethought, governments that pursued domestic economic policies that allow their citizens to prosper in the interconnected global economy.
After all, governments that attempted to protect their domestic industries and markets than subjecting national interests to the harshness of global competition ended up fashioning lower-productivity economies. Ultimately, full-size differentiations in economic productivity of competitive nations created immense opportunities for their companies to gain productivity and ultimately tap into foreign markets.
Employee stress is a key area of focus for organizations striving for better work environments and engaged employees. Employee stress is characterized by irritability, unawareness to happenings in the workplace, absenteeism, and dwindling quality of work. Astute managers are most willing to catch sight of employee burnout. Here are some simple ways to help combat employee exhaustion.
- Clarify expectations. Employees work best when they have a clear idea of what is expected of them. Specify goals, provide constant feedback and keep employees accountable for achieving the goals they are set.
- Furnish employees with the right tools they need to do their job better. Provide them training or technology or secretarial services to undertake routine tasks.
- Find ways to help employees do tasks they like to. This is a great way to ensure employee engagement by making employees feel good about their work and their contributions to the organization by excelling in tasks that can keep then absorbed.
- Appreciate, reward and recognize. Recognize and reward employees all through the year to help generate a culture of gratitude and a stimulated and satisfied employee base.
- Go easy on the deadlines and expectations. Monitor employee workloads and give them more time on their projects. Ensure that employees have the necessary time and energy to concentrate on the quality of key deliverables and hit the right metrics.
- Give more time off. Persuade employees to take their vacations, disconnect their electronic devices, and stay away from work. During economic downturns, employees are hesitant to take their vacations — one day they are away from work, the next day they don’t want to be out of work. There is great demand on employees for productivity during downturns and more time off is the easiest anecdote to employee burnout, stress and lack of rest and relaxation.
Developing a corporate culture that helps employees manage their stress and keeps them engaged will have a positive effect on the employee morale, customer satisfaction and eventually the bottom-line of the organization.
Everybody is pursuing personal development, self-help, spiritual growth, and skills expansion. They speak in terms of goals, outcomes, success, desires and dreams. There is a deluge of personal coaches, blogs, movies, books, classes, and various other sources of information and guidance. When do they know they are done? When do they answer the key question, “Am I finished yet?”
The simple answer is, never. Most people have short-term and long-term development targets. They begin by working on small goals and might be enticed to stop once they achieve their small goals. In some sense, they are done. They wanted to be free from old patterns that caused some problems and they have gotten over them. Nevertheless, they quickly realize that the issue at hand is still persistent. Alternatively, they have discovered some other theme to focus their attention on. On balance, deliberate human endeavor consists of steady stream of psychological, physical, and spiritual transformation. Therefore, to achieve life goals, people make progress little by little. Through personal inquiry, deep reflection, coaching, and relentless refinement, people discover and reach their potentials. The key is to understand why they want to achieve what they want to achieve.
The response to the “Am I finished yet?” question is really, “What do I mean by ‘finished’?”
In “Rag Week,” the fourth episode of the first series of the British TV Series “The Thin Blue Line,” Inspector Raymond Fowler of the Gasforth police station quotes the police service statement of common purpose and values.
The purpose of the Police Service is to uphold the law fairly and firmly:
- to prevent crime
- to pursue and bring to justice those who break the law
- to keep the Queen’s Peace
- to protect, help and reassure the community
- and to be seen to do all this with integrity, common sense and sound judgement.
The episode “Rag Week,” like the rest of the two-series of episodes in the BBC sitcom “The Thin Blue Line,” was directed by John Birkin and written by Ben Elton.
The episode “Rag Week” first aired on BBC on 04-Dec-1995. Inspector Raymond Fowler was played by Rowan Atkinson. Supporting Rowan Atkinson as uniformed police officers in “Rag Week” were Serena Evans as Sergeant Patricia Dawkins, James Dreyfus as Constable Kevin Goody, Mina Anwar as Constable Maggie Habib, and Rudolph Walker as Constable Frank Gladstone. The CID unit at the Gasforth Police Station consisted of David Haig as Detective Inspector Derek Grim, Kevin Allen as Detective Constable Robert Kray, and Joy Brook as Detective Constable Crockett.