Mobile Banking Revolution - Are You In Or Out?
Managing finances has become increasingly complex as there are many different financial services to choose from: credit cards, bank transfers, payments, investing, and more. We are all looking for a quick, easy and accessible solution when it comes to handling our money. More mobile-first companies are creating apps that can assist customers to manage their banking, while simultaneously banking intuitions are expanding their mobile platforms.
The largest financial banking institutions have seen a significant decline in the last five years, with over 1,700 U.S. bank branches closing at a steady pace since June 2017; this is primarily due to the adoption of mobile banking by consumers. As of January 2018, 67% of customers globally have adopted digital banking platforms, and 515 million customers have opened a bank account with a mobile bank in the last three years.
97% of adults in Asia – specifically China – are using mobile banking services, making China one of the early adopters of mobile banking. The statistic can be directly compared to 62% of Americans who use a mobile banking app and are more apprehensive to hand over their confidential information to a banking system with a branchless bank.
This global trend can be seen in several different continents, such as Indonesia, Southeast Asia, China in Asia, India, Brazil, and most of Europe. We will highlight the key mobile banking players in Europe and the U.S. specifically.
There are several types of mobile banking solutions. The first is the traditional banks, such as JP Morgan, Bank of America, Citi Group and others who have an app as an additional platform where customers can view their account and make different banking transactions. The second type is a traditional bank that offers a separate brand usually targeted toward a niche target market, for example, students or Millennials. The third type is the mobile-first and branchless banks that are revolutionizing the banking industry while providing banking services via their app only.
N26 – the German banking app, has reached one million customers in just three years. N26 has no physical branches and offers a free bank account and a black Mastercard when signing up. As Maik Koltz, the senior consultant at N26 describes, "Smartphone users, Millennials, and digital natives" are the primary target audience.
Orange – one of the largest telecom operators in France, launched its digital lending banking system in October 2017. It is targeting to reach 10 million users within ten years – which is roughly 2.5% of the entire French market. It has even started launching its banking solution in West Africa and making banking available to countries without that privilege.
Monzo Bank – providing you a complete banking solution with a physical card that comes with an app with benefits and no international fees. The app is not connected to any bank account but provides a pre-paid MasterCard debit card. You can load the card with cash and use it at an ATM, in store, and even online. The lack of international fees makes the card attractive for travel and for uploading receipts to keep track of finances.
Revolut – the London-based mobile bank started as a mobile app that allowed users to send and receive money and exchange over 28 currencies at a real rate. Revolut has been built for the mobile age and offers an option for both a free and paid premium plan. This mobile banking giant has recently raised over $83 million total in funding.
Simple – an online bank that helps people reach their savings goals by tracking spending habits and allows users to get a free payment card.
Starling – provides their users with a smart way to lead a healthier financial life. There is the added benefit of zero transaction fees, numerous services, and smart spending insights.
ATOM – one of the fastest growing mobile banks in the U.K. It helps small and medium businesses with mortgage rates, fixed accounts, and service loans.
The Millennial generation will become mobile banking's target audience in the next ten years, which means mobile banking will gain popularity.
Mobile banking has its perks and pitfalls, like any revolutionary concept. As far as perks go, thanks to their fresh and trendy look and feel, mobile banks can quickly be adopted by the Millennial generation. Mobile banks are branchless – you don't have to visit in person. They offer better and more competitive exchange rates, and, overall, a smarter and faster way to access finances.
With that, there are some pitfalls to overcome. One of the main mobile-only banking pitfalls, besides the difficulty of the transition for the older generation and the stability of a "startup bank," is the area of fraud. Most consumers of not understanding the technology their bank is using, which hurts their trust in mobile banking experience. Even though mobile banking apps are adding features such as multi-factor authentication, mobile-only banks still need to address the issues with consumer security and trust.
What Does the Future Hold for This Vertical?
Mobile banking goes mainstream – Mobile banking adoption is only likely to increase and grow. It's not just Millennials who'll adopt it, but also older age groups.
Mobile banks and Fintech startups funding – There will be a significant funding boost for both existing as well as new players in the ecosystem. It'll allow them to expand into new markets, hire tech talent and extend their product offering.
Traditional banks are shifting to mobile to stay relevant – Traditional banks will need to advance their mobile products and improve the overall user experience to compete with innovative mobile-first banks. If they do not innovate, they will lose market share.
Traditional banks are buying Fintech – The classic 'Make or Buy' dilemma. Traditional banks will become more innovative via the acquisition of disruptive mobile banks or alternative personal finance apps. By doing this, traditional banks will hold on to their competitive edge and will be able to offer more to their customers.
Mobile banks are expanding digital presence and focusing on growth – Companies have already started developing their digital footprint on social media – Facebook, Google, Twitter, Snapchat and additional platforms – both organically as well as by using paid promotions. Aggressive and fast growth will be the focus in 2018.
We believe 2018 will be the year of remarkable growth for mobile banking and Fintech startups, and we are looking forward to seeing more innovation and disruption in the industry.
Webpals® Mobile works closely with Fintech startups and personal finance apps, effectively helping them with their growth strategy by offering full-service campaign management, creative solutions, and data-driven methodologies across Facebook, Google, media buying and exclusive websites and apps.
Contact us if you'd like to speak with our experts about growing your finance app.


text:
A religion, demystified.
By Wesley Baines wesley baines
With 1.6 billion adherents, Islam is the second most-followed religion in the world, and is currently growing faster than any other. A report by the Pew Research Center shows that it will, in fact, overtake Christianity—the world's most popular religion—by 2070, if current growth continues. It is also one of the most feared and maligned belief systems on the planet.
But that fear is misplaced, largely due to a lack of information. The Muslim world remains mysterious to many, a state which results in "Otherness," which is the perception that a people group is somehow mysterious, alien, and fundamentally different, which often results in culturally engrained fear and exclusion of that group. To be "other" is to be the opposite of "us"—a dangerous position. But if knowledge is the first step along the road to empathy, then let us take that step with a brief look at the core tenants of Islam.
Islam is a monotheistic religion which calls mankind to serve the one omnipotent creator, known, in Islam, as Allah, a word which simply translates to "the God," from Arabic. Islam is articulated through the Qur'an, the religion's central text, which is composed of revelations given by God to Muhammad through the angel Gabriel.
Islam emphasizes the importance of belief and practice together—they are inseparable. Let's first take a brief look at some of the core beliefs of Islam.
Six major beliefs can be construed from the teachings of Qur'an, beginning with Islam's strictly monotheistic nature. Muslims believe in one, all-powerful, all-knowing God, who has no body, no gender, and no offspring, and who is the creator of all things. They do not believe Jesus to be the literal son of God, but rather a prophet, and one of the greatest of God's messengers who was born without sin and was raised to heaven rather than being crucified. Within Islam, every individual is capable of their own independent relationship with God without intermediary.
The next major belief involves spiritual beings. In the Islamic narrative, the angel Gabriel revealed God's word to Muhammad, who then transcribed that word into the Qur'an. Muslims believe in an unseen spiritual world, and acknowledge the existence of both angels and jinn—a separate race of being created by God from smokeless fire, some of which refused to bow to Adam, as God commanded, and thus were cast from paradise, becoming similar to Christianity's demons.
All of this is recorded in the Qur'an, which is another core belief of Islam—the belief in the holy books of God. Muslims revere the Torah, the Gospel, the Abrahamic Scrolls, and the Psalms, but believe that only the Qur'an remains as it was first revealed by God. The Qur'an dictates many aspects of Muslim life. Prohibitions include everything that is harmful to the body, mind, soul, or society, while anything that is beneficial is permissible, or "halal". Specific prohibitions include gambling, fortune-telling, killing, lying, abusing, and engaging in sex outside of marriage.
As for God's revelations to mankind, Muslims believe that God has guided humans throughout history, beginning with Adam, who is considered to be the first prophet. Twenty-five prophets are named in the Qur'an, with Muhammad being the latest, sent to give mankind the ultimate message of Islam.
Muslims believe in a Day of Judgment, in which all mankind will be judged for their actions. Those who followed God's commands will reside in paradise, while those who did not will be relegated to hell.
Finally, Muslims believe in predestination—that whatever happens to a person is preordained by God. This does not, however, negate the idea of free will in the minds of Muslims. Although God knows the fate of every man, woman, and child, humans are still capable of choice. This creates a religious atmosphere which encourages gratefulness for blessings and patience through trials, both of which are seen as a part of God's ultimately good and divine plan.
Alongside these core beliefs, Muslims also marry action to their faith, and performing acts of worship are just as important as adhering to their intellectual beliefs. The level of adherence to these acts is dependent upon each individual—as in all religions, some are more strict than others. There are five pillars of worship in Islam.
The first pillar is the declaration of faith. The very first act of worship that a Muslim must make is the proclamation "There is no deity except God and Muhammad is the messenger of God." This is repeated many times a day during Islamic prayers, and is the entry-prayer spoken when someone initially becomes a Muslim. There is no established ceremony involved in conversion—one must simply believe in and recite the declaration of faith.
The next pillar is that of prayer. Islam advocates prayer five times a day—at dawn, noon, afternoon, sunset, and at night. Muslims often perform a ritual washing of their hands, mouth, nose, face, arms and feet before prayer, which is performed in a clean location. Muslims face toward Mecca—the birthplace of Islam—when they pray.
Next is charity. Muslims are commanded to give to the needy. Zakat, an obligatory charity, is prescribed by Islam, and equals to about two and a half percent of income. Islam, in general, encourages giving to charity as much as a possible.
Fasting is required of Muslims from morning to night during the month of Ramadan—a holy time that occurs on the month in which the revelation of the Qur'an to Muhammad began, and is dedicated to the purification of the soul and coming closer to God. During this time, Muslims refrain from food, drink, and sexual activity, as well as any behaviors which carry negative connotations, such as lying, gossiping, arguing, and anger. The disabled or elderly are exempt from this requirement.
The pilgrimage to Mecca, known as Hajji, is a vital part of the Islamic faith. Every Muslim is required to make this pilgrimage to Mecca once in their life if they are physically and financially able. Located in Saudi Arabia, the city of Mecca is home to the Kaaba, the first house of worship of God, and is also the site of Muhammad's birth and divine revelation. Within the city resides the Kaaba, considered to be the house of Allah, which holds a similar status to Judaism's Tabernacle and Holy of Holies. Muslims, when praying, face in the direction of the Kaaba.
These tenants are the simplified core of the Islamic faith, and will hopefully shed some light upon the beliefs of your Muslim neighbors. The elephant in the room, however—religious extremism—should be addressed, as well.
The Qur'an, like other religious texts, is presented as the infallible word of God. It is, however, interpreted in varying ways by human minds. Sharia Law, the basic Islamic legal system derived from the religious texts of Islam, has been used as the framework for violence and the stripping away of basic human rights, and the conflict between Sharia and secular law remains a point of contention between the Muslim community and the rest of the world.
The truth, however, is that this violence is not inherent to Islam—it is the result of complex interactions between current society, the individual, and religious interpretation, just as it is in any other people group.
The key to rooting out this violence? Dialogue.
The Islamic world, at large, decries the violence we see constantly cropping up in the news—new which often emphasizes the Muslim nature of the attackers, rather than their violent nature. Terrorists should not be thought of Muslims first, and terrorists second when, in reality, their actions violate widely accepted Islamic law—their actions displease Allah. They are terrorists first, violent individuals who reshape Islam to suit their need to lash out at a society they do not try to understand.
Let us not sink to that level on the intellectual scale—if you find Islam to be frightening or mysterious, you now have a starting point upon which to find out more, and to engage with the Muslims in your community. Dialogue between the faiths—and non-faiths—is the only thing which can unite the peaceful world against the true threat of violence.
Wesley Baines is a graduate student at Regent University's School of Divinity, and a freelance writer working in the fields of spirituality, self-help, and religion. He is also a former editor at Beliefnet.com. You can catch more of his work at www.wesleybaines.com.
Sign up for Beliefnet's Muslim Wisdom newsletter.
Wesley Baines

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var assert = require('assert');
var ReplyMessage = require('./reply-message');
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redpajama_set_name: RedPajamaGithub


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3 Why focus on conflicts?
It is of interest for the project manager to deliver a high-quality result on time and on budget. No projects are executed without conflicts and they have the potential to derail a project completely if ignored or improperly managed e.g. via loss of profit, time, quality, creativity or morale. On the other hand, proper conflict management can lead to positive change such as improved respect and understanding for one another. The competent project manager should therefore possess knowledge that allows him or her to identify and classify a conflict, resolve it accordingly, and design a working environment that minimizes the risk of conflicts occurring. A conflict is spawned from multiple variables such as interpersonal relations, stress, or the difficulty of the task at hand. As a consequence of the complexity, no best practice exists. A strategy for resolving conflict may be applicable in one scenario, but useless or even damaging in another. The project manager must be able to analyze the situation and chose the correct approach to conflict management based on the information he or she has available. In doing so, a fundamental understanding of human psychology and Cross-cultural Management is a plus.
Conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests. Conflict as a concept can help explain many aspects of social life and social death such as social disagreement, conflicts of interests, and fight between individuals, groups, or organizations. A conflict can be internal (within oneself) or external (between two or more individuals). Without proper social arrangement or resolution, conflicts in social settings can result in stress or tension among stakeholders.
Looking from a project management perspective, conflicts can be internal e.g. interpersonal disputes or between groups e.g. if two project groups both claim utilization of scarce resources. This article focuses on the former example, as that is a more typical scenario for the project manager. The latter dispute will often move upwards the organizational hierarchy. When dealing with the latter type of conflict, Pondy's Model of Organizational Conflict provides a framework for assessing and acting accordingly to the type of conflict.
Lack of cordial relationships between labor and management.
The project manager should be particularly alert regarding the potential for conflict if the project work starts venturing into these areas.
Conflicts in a project-setting can be divided into four basic dimensions. It is noteworthy that in a real-life setting, a conflict can easily be the sum of different dimensions. Nonetheless, it is valuable to understand the different dimensions, as they have different levels of severity and should be tackled in different manners.
Instrumental dimensions occur when disagreeing about the objective and methods i.e. what should be done, and how should it be done? Here, parties might disagree and must come up with a solution. These conflicts often occur and can lead to creative decision making. Due to their normality, they rarely lead to animosity. The approach to this type of conflict is problem solving with the purpose of finding a solution.
Dimensions of interest occur when competing for resources. This can happen between project teams e.g. competing for machinery or internally in a project team e.g. competing for space in the project room. The approach to this conflict should be negotiation to come up with an agreement that settles the dispute.
Dimensions of value occur when values of the parties are at stake, which the parties are willing to stand up for. Examples include religion or political belief. This type of conflict is seldom related to the project and has a high potential for creating emotional response and a negative impact on the project. As we cannot negotiate our beliefs, dialogue with the purpose of mutual understanding is the goal here.
The personal dimension is the type of conflict that hits the involved people the hardest and has the most potential for disrupting the project-work, as it is the type of conflict the directs its attention towards the player instead of the ball. Again, dialogue and mutual understanding is the end-goal here to create a better and healthier atmosphere.
Tensions exist. It can be any of the four dimensions of conflict. Tensions often occurs and may perhaps not even be noticed.
A debate occurs, where one party tries convincing another party that his or her take on the subject is correct.
Pressure rises without resolving the conflict, which manifests to actions. Such actions could be starting to ignore each other or talking badly about the other party.
One party starts looking for sympathizers, that share his or her position, to win the conflict. The argument starts expanding from the initial subject of the dispute. From here on, the major interest is that the opponent loses.
The desire for winning starts erasing the moral principles of the actors. The thought of the opponent losing face is attractive.
The actors try to establish control of the situation by threatening the opponent with various demands. Typically, these ultimatums have the opposite effect.
The opponents sensitively try harming each other. From here on, the party disregards the damage that their own actions infect upon them.
The actions are now more destructive and the severity increases. The actors can no longer stop or control the escalation.
One continues to attack the opponent, knowing that it also leads to the destruction of him or herself.
The three classes win-win, win-lose, and lose-lose represent the acceptable outcome of the conflict through the eyes of the person amidst the conflict. That is, in the first stage the actor wants to come to a solution that satisfies all parts. In the second stage, it is not only about winning; it is also about the other party losing. In the third stage, the individual is willing to sacrifice himself to see the opponent lose. A project manager's level of involvement and decisiveness should increase as a conflict progresses through the stages. A conflict moves from potentially yielding a positive outcome, to leading to a negative outcome when the parties move from win-win to win-lose.
If a conflict is in stage two and a project manager chooses to force a decision to stop the conflict, he or she removes the chance of reaping the benefits of proper conflict solution. Further, the project team might be frustrated that they are being monitored and limited. Oppositely, if a conflict is in stage 7, and a project manager chooses to avoid or accommodate the conflict, the PM becomes a hostage of the conflict and can only watch as the project deteriorates.
Whenever a conflict is looming in a project, the project manage rmust choose how to address the conflict. To illustrate this dynamic, the Conflict Mode Instrument developed by Kenneth W. Thomas and Ralph H. Kilmann can be applied. A good project manager must understand in what instances the different styles are applicable.
The cooperative axis speaks addresses to what extent the other party's goal is achieved, while the assertive axis states whether one's individual goals are achieved. The table below highlights some scenarios where the different styles of management can be used, and some scenarios where the project manager should steer clear of them.
Avoiding Postpone a conflict until emotions have cooled off.
Accomodating When collaboration is more important than the reason for conflict.
Relating to Friedrich Glasl and his conflict stages, one must understand that the cooperativeness falls and assertiveness rises, whenever a conflict is escalating to a stage, where it has profound negative impact on the project.
When it comes to resolving a conflict, the Conflict Mode Instrument provides an indication of the style of management that is best to apply. However, the tool does not shed light on the means of coming to a solution. For that, three broad approaches can be laid out.
An accommodating approach. The project manager ensures the involved parties take action on the conflict to work it out. This method has the biggest potential for creating a positive, lasting result. Due to the low level of involvement from the project manager, it is best applied when a conflict is in its early stages.
What do you want to happen now?
A realistic solution is drafted based on the information along with a course of action to solve the dispute. When monitoring the communication, one has to understand what constitutes constructive and destructive communication. The project manager or mediator should strive for the parties trying to learn from each other, expressing their own concerns and needs, listening to the other party, attacking the problem, and sticking to the facts. Destructive communication is the polar opposite e.g. trying to win, blaming the other, interrupting, ignoring, or generalizing. No compromise will be made with such communication, and it should therefore be eliminated.
A forced approach. The project manager or sponsor makes an executive decision e.g. one party leaves the project. This approach should be chosen as a last resort i.e. when the other approaches do not work - thereby the project manager should seldom convict without attempting to mediate. The exception would be if pressured by other forces such as time or executive management.
A competent conflict manager needs to have a broad understanding of different ways people behave when facing a conflict. It is not a case of labeling or defining people, but more so of recognizing personality traits and adjusting the professional communication accordingly. Multiple tools and tests exist for understanding personalities. Noteworthy examples are Myers Briggs Type Indicator (MBTI), The Sixteen Personality Factor Questionnaire (16PF), and DISC assessment. Despite different classification methods of the tools, their underlying indicators are based on attributes and a score, where an individual is placed somewhere on a spectrum. High scores in an attribute is associated with certain behavioral patterns, and the same goes for low scores.
A lot of these attributes can be directly linked to conflict - what can cause certain personality archetypes to become irritated, how a behavioral pattern responds in a conflict situation and so on. These things can be kept in mind when designing a project team. In doing so, one should strive to find a level of equilibrium in the team. That is, a well-rounded team will each be able to find a role in the project team and compliment each other's strengths and weaknesses. Alternatively, a project team designed with an abundance of a particular character trait may experience a harder time collaborating. A classical example would be having too many assertive or dominant individuals in a group. This is why Belbin's team roles or similar tools are commonly used to create well-rounded project teams.
Different personality tests use different attributes to define their classes. However, some common denominators exists. A brief explanation will be given of dominance, extroversion, urgency, and detail orientation as these are commonly found. One method that uses these attributes is the DISC model, albeit with different names, as seen in figure 3. Examples will show how the character archetypes may become irritated.
Figure 3: The DISC model, which places the four dimensions dominance, influence/extroversion, steadiness/urgency, and compliance/detail orientation on a grid in relation to task focus and being outgoing versus reserved.
Denotes the drive to exert influence over people and events. A high score is connected to an independent and assertive individual with a strong competitive drive. Dominating people may become frustrated if their needs are not fulfilled and if they do not get credit for their performance vis-à-vis why several dominating individuals with conflicting opinions can lead to conflict.
On the other side of the spectrum, a low level of dominance is an agreeable and cooperative person. These people are risk averse, meaning that they prefer accommodating or collaborating. In a conflict-setting, one has to watch that these people do not allow the project to move in a sub-par direction for the sake of avoiding confrontation.
Extrovert people tend to be outgoing, optimistic, and socially poised. An extrovert person is interested in earning recognition, which often occurs through the success of a given project in the professional setting. Therefore, when faced with difficulties and setbacks in a project, the extrovert person might become severely frustrated. Moreover, extrovert people may talk before thinking, which can lead to interpersonal or value-related clinches.
The introvert person is more serious, reflective, and cautious. Introverts may perceive extroverts as disruptive. If the difference is too big, that alone can lead to conflicts.
Intensity of a persons tension and drive. Urgent people are classified as impatient, action oriented, and fast paced. Asking for the other actors point of view might seem like a waste of time, which is why a conflict can quickly escalate to the win-lose area.
Low-scoring urgency is when people prefer a patient, stable, and calm environment. Just like with extroversion, if people are too far apart in this spectrum, it is difficult to accommodate both parties, and conflict may arise.
Drive to conform to formal rules and structures. This is a factor that can be influenced by culture. A high score indicates a precise, cautious individual with an attention to details. Two detail oriented people may have a hard time negotiating with each other due to their pride and righteousness.
The opposite behavior is being informal, tolerant of risks and undaunted when criticized.
Recall that it is impossible to avoid conflicts altogether in any project-setting. However, it is possible for the project manager to minimize the risk of severe conflicts occurring. A common cause of conflict is dissatisfaction with the organizational structure from the workers point of view. Even though it is not something that the project manager decides, he or she should still recognize its impact. If a company applies a matrix organizational structure, employees become so-called two-boss employees, as they answer both to the functional manager and product team manager. This structure can lead to a dimensions of interest conflict, where different managers compete for claiming resources and attention to their projects. Ideally, this type of conflict is solved in a logical manner via tools such as critical path analysis and multi-project resource scheduling. If a settlement cannot be made, support from higher-level management can be called upon.
The project plan is drafted to provide structure and to create an overview of a given project. A detailed and accurate project plan creates the basis for constructive communication in the project-setting. This can prevent conflicts occurring in relation to the scope of the project and who is in charge of a task. Moreover, a realistic project plan has a feasible time and resource allocation for the team. By not stressing the team, the team members will be more in control of their feelings and the way that they communicate. The Critical Path Method in project planning is one tool that can be implemented to minimize conflicts.
Finally, conflicts spawning from dimensions of value can also be controlled by defining team ground rules and group norms upon project initiation.
The fundamental limitation of the methodology related to conflict management is trying to take a complex situation and grouping it into boxes so one can act accordingly. It is important to recognize that real-life situations are not as saturated as depicted by the litterature. Nonetheless, the litterature and methods still provide an excellent starting point for managing conflict as long as the project manager does not fall into the trap of believing to consistently understand the behavior of team members e.g. due to their personality profiles. Likewise, a conflict may not nessecarily follow the conflict stages and the suggested actions for conflict resolution.
Tonnquist, Bo (2008). Project management. 1st. edition, Bonniers. This book provides insight in project management from the first to last step with each chapter devoted to a phase in the project. The information is particularly insightful in regards to the intangible aspects of project work such as communication, and behavior. Chapter 10 is devoted to daily management of projects such as giving feedback, keeping motivation and dealing with conflicts. In doing so, the Johari window, Maslows hierarchy of needs, conflict style inventories and the ABC method is explained.
Spiess, Wolfgang (2008). Conflict Prevention in Project Management. 1st edition, Springer.. This book is centered on the importance of correctly classifying conflicts and acting accordingly. Particularly, chapter 4, 5 and 8 provide insight to conflict management through the eyes of the PM. Chapter 4 revolves around using psychology to prevent conflicts, and it is also where the 9 conflict stages are introduced. The book contains a number of case studies of proper and improper conflict management.
Project Management Institute. A Guide to the Project Management Body of Knowledge. 5th edition. Project management institute. This books acts as a complete guide to the many facets of project management. It is a good source of information regarding the methodology that can be used when defining scope, scheduling the project, managing risks etc. Chapter 10 is spent on project communications management, which is where conflicts are briefly discussed. This book in itself does not provide a sufficient level of coverage to prepare an upcoming project manager for dealing with conflict.
Lock, Dennis. Project management. 2013, 10th edition. Gower. Similar to the project management institue, the book focuses on the more tangible aspects of project management e.g. scheduling. The importance of conflict management is mentioned several times, but never supported with tools, examples etc. Again, this book in itself does not provide a sufficient understanding of how one should approach conflict management in a project-setting.
↑ 2.0 2.1 2.2 Jones, Gareth. 7th, 2013. Organizational Theory, Design, and Change, chapter 6, 10, 14 (Pearson).
↑ Kahneman, Daniel. 1st, 2011. Thinking fast and slow (Farrar).
↑ 5.0 5.1 Ajibolays, Y, 2017. Conflict Management in Projects, [Online], p5. Available at: http://ieeexplore.ieee.org.proxy.findit.dtu.dk/stamp/stamp.jsp?tp=&arnumber=8095588&tag=1 [Accessed 8 February 2018].
↑ 6.0 6.1 6.2 6.3 Spiess, Wolfgang. 1st, 2008. Conflict Prevention in Project Management, chapter 4, 5, 8 (Springer).
↑ Friedrich Glasl's model of conflict escalation [Online] Available at: https://en.wikipedia.org/wiki/Friedrich_Glasl%27s_model_of_conflict_escalation [Accessed 14 February 2018].
↑ 8.0 8.1 8.2 Project Management Institute, 5th, A Guide to the Project Management Body of Knowledge (Project management institute).
↑ Myers Briggs personality profiles, [Online] Available at: https://www.16personalities.com/personality-types [Accessed 20 February 2018].
↑ Catell's 16 Personality Traits, [Online] Available at: https://openpsychometrics.org/tests/16PF.php [Accessed 20 February 2018].
↑ 11.0 11.1 Disc Profiles, [Online] Available at: https://www.discanalyse.dk/disc-profil/ [Accessed 20 February 2018].
↑ Lock, Dennis. 9th, 2007. Poject management p. 136 (Gower).
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Built to provide a large carrying capacity with a slim profile. Great for use in close country as it can remain closed up until its needed. Shock cord around the top provides security for empty magazines but it can also be used by 2ICs to carry ammunition for redistribution during the reorg thus keeping their hands free or use it to hold items gathered during site exploitation.
Occupies: 1 column by 3 rows.
Constructed with solution dyed 1000d Cordura ®, 400D pack cloth, MILSPEC webbing and shock cord.


text:
Lullius is a genus of lace bugs in the family Tingidae. There are about eight described species in Lullius.

Species
These eight species belong to the genus Lullius:
 Lullius affinis Duarte Rodrigues, 1989
 Lullius biseriatus Duarte Rodrigues, 1985
 Lullius insolens Drake, 1944
 Lullius major Distant, 1904
 Lullius minor Distant, 1904
 Lullius parvus Duarte Rodrigues, 1990
 Lullius spinifemur Drake, 1961
 Lullius turneri Duarte Rodrigues, 1982

References

Further reading

Tingidae
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redpajama_set_name: RedPajamaWikipedia


text:
Dashu () – dzielnica () w rejonie Fengshan miasta wydzielonego Kaohsiung na Tajwanie.

23 czerwca 2009 komitet przy Ministrze Spraw Wewnętrznych Republiki Chińskiej zarekomendował scalenie dotychczasowego powiatu Kaohsiung () i miasta wydzielonego Kaohsiung () w jedno miasto wydzielone; wszystkie gminy wiejskie (), jak Dashu, miejskie oraz miasta wchodzące w skład powiatu zostały przekształcone w dzielnice (). Ustawa weszła w życie 25 grudnia 2010 roku.

Populacja dzielnicy Dashu w 2016 roku liczyła 43 067 mieszkańców – 20 956 kobiet i 22 111 mężczyzn. Liczba gospodarstw domowych wynosiła 13 548, co oznacza, że w jednym gospodarstwie zamieszkiwało średnio 3,18 osób.

Demografia (2011–2016)

Uwagi

Przypisy

Kaohsiung