Look at the headlines in your newspaper. Environmental concerns are major concerns today and every day: people are worried about the price of gas; scientists and governments are debating the issue of global warming and what to do about it; stories abound regarding solar energy and other alternative energy sources such as nuclear energy, biodiesel fuel production, and energy produced by wind farms. The price of a gallon of gas and how many miles to the gallon a particular car can achieve- both are familiar topics. The quality of our air is reported regularly and in some areas alerts are posted on particularly polluted air days. The purity of our water and whether or not we will have enough water for humans and agriculture are serious concerns. Is it any wonder that world wide concerns regarding our environment are subjects of intense debate today? What are governments and businesses doing about these issues? What is cleantech?
According to the Cleantech Group: â??Cleantech is any knowledge based product or service that improves operational performance, productivity or efficiency; while reducing costs, inputs, energy consumption, waste or pollution.â? In other words, cleantech may be a product, a technology, or an application (way of doing things) that achieves environmental and social goals with economic benefits superior to the status quo.
Another definition by Diana Propper of Expansion Capital Partners states: â??On one side, cleantech is really about resource efficiency and productivity in supply- how to manufacture and produce to save energy, water, materials, etc. On the other side, these technologies are enhancing the bottom line of customers.â? Solar energy, subsidized by government and the Prius automobile come to mind.
Thomas L. Friedman in the New York Times, January 2006 said: â??Sorry, but being green, focusing the nation on greater energy efficiency and conservation, is not some girlie-man issue. It is actually the most tough-minded, geo-strategic pro-growth and patriotic thing we can do.â?
The meaning of cleantech is changing with innovations and new thinking. For instance, polluted land, called brownfields, may be remediated i.e. cleaned up into greenfields- land suitable for homes or industry- this is cleantech. New technologies like sensors, monitors and scrubbers to reduce pollution from factories in Singapore that manufacture semiconductors- this is cleantech. Fuels for cars that pollute less like electric cars or ethanol engines- this is cleantech. Energy efficient light bulbs and double pane windows for superior insulation- this is cleantech. Other cleantech examples are wind turbines, fuel-efficient engines, geothermal energy, energy-efficient appliances and water treatment systems.
The momentum of cleantech is growing because of international political issues such as climate change, energy security issues and concerns about CO2 emissions. Consumers are demanding faster, cheaper, lighter and cleaner products. Large corporations are responding with greening efforts. The potential growth in the cleantech industry is a worldwide opportunity for business of all sizes to participate in a huge marketplace. Entrepreneurs have unprecedented opportunities to create transformative technologies in the cleantech industry.
Cleantech starts with an idea, an entrepreneur, and a new business to incubate a technology, a processes or an innovation. Until the company has proven the technology and has significant revenue and growth, it is unlikely to draw attention from large industrial conglomerates, angel investors or venture capitalists. Entrepreneurial start-ups have a much higher risk tolerance to nurture fledgling technology and retain the talent that start-ups attract. Accounts receivable financing can provide capital for start-ups to achieve profitability when other types of financing are not available.
The dominant cleantech markets are solar energy, efficiency technologies (sensors, monitoring and control devices), energy storage, and water technologies. The emergent cleantech markets are bio-based materials, marine energy technologies, superconductors and waste-reducing plasma technologies. Government subsidies may be a blessing and potential curse because if removed, an entire industry economically based on subsidies such as the solar energy industry might go bankrupt.
The creativity and ingenuity of small entrepreneurs cannot be underestimated. They will invent ways to make products, services, and processes cheaper, faster, longer and cleaner. As soon as they can bring these innovations to market and receive purchase orders for sales, accounts receivable financing companies will take the financing risks by purchasing the receivables which will create virtually unlimited capital for growth. Exponential growth for business is needed in a world that needs exponential growth of cleantech.
Attention: entrepreneurs! Here is a partial list of businesses that need cleantech innovation: car batteries, hybrid engines, lighting, toys, photograph tools, appliances, watches, calculators, medical equipment, diving equipment, cell phones, cordless phones, portable computers, power tools, industrial instruments, cranes, elevators, portable power generators, lawn care equipment and energy storage devices. Opportunities abound.
The bottom line: as the meaning of cleantech expands so do the opportunities for entrepreneurs. Accounts receivable financing may be the capital source to help you succeed in the cleantech industry.
Copyright © 2007 Gregg Financial Services
www.greggfinancialservices.com
Gregg Elberg
http://www.articlesbase.com/finance-articles/accounts-receivable-financing-cleantech-132625.html
You invest a lot of time and money in developing a loan officer marketing brochure that will get results. But maybe your materials are starting to have the same look and feel as your competition. What can you do to solve this problem?
First, think about why it is a problem. Maybe consumers are not as focused on differentiating loan officers, but Realtors certainly are. If you focus on building a thriving business (one that relies on them), materials that make you look just like everyone else brings it to a dead stop.
Most loan officer marketing brochures have three common mistakes:
Feature Focused Messages
Most basic sales training programs focus on delivering features and benefits as a standard part of the sales process. But this is a huge mistake when developing your brochures for mortgages.
Imagine writing a brochure that focuses on: quality of service, loan rates, refinance plans, origination, points, APR, mortgage insurance, etc. Developing a list of features does not tell the reader anything. In fact, it may only confuse them.
Basically, you are in the service industry. But the service you provide is hard to quantify. To get the reader to pay attention, you need to talk about problems. And even more importantly, you need to tell the reader how you have solved those problems.
Messages with Jargon
Jargon is such a part of our everyday language that we rarely give it any thought. But many readers lack familiarity with much of the jargon used in loan officer marketing materials. To them, brochures filled with jargon come across as pretentious. If they do not understand, they certainly would not be encouraged to ask questions.
The use of jargon also makes it harder for the reader to focus on your true message. They stop or slow down to try to analyze the buzz words. Your goal is to engage the reader and encourage them to read on.
When you incorporate elements into the brochure such as pictures, graphics, charts and quotes, you make the materials come alive for the reader.
Copy Cat Messages
Have you ever seen your competitions brochure and thought you should copy the work to make your own materials more compelling? Guess what, so have a lot of other loan officers. We all do it, using someone else creativity starts us thinking about how we can incorporate their ideas into ours.
But this simple act does the one thing you want to avoid. It makes you seem just like every other guy. In this instance, it is true. You are just like everyone else or at least, the person you used for inspiration.
It may be more challenging to be unique, but that is what will set you apart in a field crowded with loan officers.
A good brochure is a lot like a favorite movie. It has a storyline that keeps the reader going. It shapes perception and makes the reader think. Just as important, it makes you memorable. It will not be long before you stand out from the crowd with your loan officer marketing brochure.
Jeffrey Nelson
http://www.articlesbase.com/marketing-articles/loan-officer-marketing-getting-realtors-to-read-your-brochures-66429.html
Are you looking to establish your own business in the comforts of your home? That means flexible working hours, lesser traveling time and expenses, and no boss nagging at you everyday! Of course, home based business enables you to have more quality time with your family too.
Being employed means getting a fixed basic pay, plus commission, if any, depending on the nature of the work. Then, again depending on your work performance, you may get a small percentage of wage increase for the next year. But, this is only a tiny portion of the total revenue of the company.
Now, if you establish a home based business, you will perhaps be able to bring home more than what you get if you remain in your employed job. You are the BOSS and you take home every cent you made from the home based business.
What are some of the benefits of home based business? Other than what was mentioned in the beginning of this document, a home based business helps you to get an income using your creativity and doing what you like, that is, your passion. Most importantly, you could be the next millionaire!
How do you start your own home based business? To begin, if you are still uncertain about this new business, try it out on a part time basis. For financial security reason, you can hold on to your employed job, and at the same time, start your home based business, until you are comfortable and confident about your home based business.
The current trend is home based business on the internet. You must know what are your skills, interests and experiences. You can even turn a hobby into a home based business. There are many areas that you can explore, such as baking, gardening, catering, and even trainings. Put on your thinking cap and consider all the areas of interest for your home based business.
Do not rush into a business venture. Remember, the business must fulfill the basic objective of establishing the home based business, that is, more flexible working hours and getting an income doing what you like.
Chang Wee Teo
http://www.articlesbase.com/home-business-articles/getting-started-your-own-home-based-business-86019.html
Creative napping is my favorite power tool, but it’s followed closely by Creative Goofing Off.
My favorite place to creatively goof off is the library, but the techniques I use here can be used in a shopping mall, art museum, auto parts store, at a baseball game, wherever.
Again, I get my problem clear and think about my current options.
Then I get up from my desk, put on my shoes, because I don’t wear shoes at home, and go to the library. Usually I go to a different branch than my “normal” one.
I wander through the library, not going to any particular section, and pick up books that have interesting titles or covers. I usually pick up about ten books, and then take them to a table and sit down with them.
I don’t read these books, of course. I look at them. I look at the covers, the titles, the pictures inside, the words on the back. Sometimes I pick a page, put my finger down in the middle of it, and try to get an idea from that word.
The main thing I’m doing is exposing myself to things that have nothing to do with my problem, and trying to wrestle a solution from them by creatively connecting unrelated ideas.
Creative Goofing Off also works well if you go to the dollar store and try to find a solution for a dollar, or sit in the park watching kids and thinking of ways they’d solve the problem.
The point of Creative Goofing Off is to get away from your normal routine.
The rules are very simple. You have to leave your office. You have to go somewhere you don’t spend a lot of time normally. And you have to expose yourself to something that does not seem related to your problem.
Most Creative Ideas Come . . .
One of my friends, early in our friendship, was surprised to learn that I often take a bath in the middle of the day, sometimes two, in addition to my nightly relax-for-bedtime-bath. She asked if I take the baths because of my back problems.
“Sometimes, but mostly because of creative problems.”
Many people say their best ideas come in the shower. Mine usually come in the bathtub, maybe simply because I spend so much more time there than in the shower.
I get ideas on walks, too, especially if I take my dog, Sirius Black Dixon, and we have to go slow so he can smell EVERYTHING.
If you’re having a problem, get it clear in your head, and then take a shower, or a bath, or a walk. Do something where your mind is totally unengaged and not at all required to do anything, except maybe remember to pick up after your dog.
I can’t guarantee an answer to your problem using this technique. I can guarantee that if you really turn your mind off, you’ll feel more relaxed and less stressed, and that almost always helps solve the problem.
Angie Dixon
http://www.articlesbase.com/self-help-articles/creative-napping-and-other-power-tools-part-2-53539.html
Einstein did. If any of you foo's need authority figure guidance to push you off the fence, there ya go.
Please defend your opinion, whatever it may be
You can't have one without the other.
I entered an Iron Chef competition and we had an hour but we lost. Now, I wanna find a good strategy to practice for next year so that any secret ingredient they throw at me and my team, we'd be able to get started right away with it.
So I know I need to practice timing and all. Like let's say the secret ingredient I have to work with is nutmeg, that's a good secret ingredient to train with because then if they give another spice like cloves or cinnamon or anything like that, I can STILL use the same recipe, but just add that spice instead of the original one.
Please I need help-I wanna amaze the judges next year at creativity and difficulty and I wanna be one of the people with that competitve edge. Thanks guys!! ; P
Aside from losing because of time, (you said and all), look at your weaknesses & what you could improve on. I would look at a variety of cookbooks at different cusines to familiarize yourself with the ingredients. Watch Food Network, but watch a variety of the cooking shows – Italian etc. Look at your strong points and embellish those. Work with tools that are familiar to you, knives, cooking appliances etc. Practice as often as possible and on other people that will give you good input re taste and how you can tweak the recipe or method. Good luck.
Hi,
Patent laws does not restrain creativity and Innovation, where it allows the inventor to create more innovative solutions.
How?
Patent system allows the inventor to have monopoly for certain period on their patented products/solutions, so that he gets incentive to market his product and reinvest on his research to come up with more innovative solutions.
Hope it clarifies you.
Senthil
http://indiapatents.blogspot.com
a. novel
b. useful
c. beautiful
d. none of these
2. Which of the following characteristics of organization is NOT identified as detrimental to creative problem solving?
a. rigidity of the organizational structure
b. sharing company goals with employees
c. preference for stability in the way things are done
d. innovations not rewarded or necessarily used
3. If you made up hand signals so that you and your roommate could let one another know who was on the phone, it would be called
a. speech
b. language
c. communication
d. b and c
1) a
2) b
3) d
Lateral Structural Arrangements in Organizations
In order that the organisation can achieve its goals and objectives the work of individual members must be linked into coherent patterns of activities and relationships. This is achieved through the structure of the organization and the nature of relations. Decision about the future strategy of the organization are made by people and strategies are implemented by people. The success or failure of a current strategy will depend not only on decisions made in the past but also on how those decisions are being implemented now by people employed by the organization.
Lateral organizational arrangements include individuals of different departments and groups. These relations exist on the same organizational level and involve coordination and consultation. This type of arrangements depends upon the co-operation activities and of informal relations. It is therefore important to questions about who, how and why people are doing what they are doing and what they should do in strategic implementation. In short effective lateral organizational arrangements add value, manage the business and can contribute to strategic success but, conversely, they can make spectacular errors that can be very costly to the organization (Galbraith, 1995).
Lateral organizational arrangements depend upon the roles of each individual which implies the expected pattern of behaviours associated with members occupying a particular position within the structure of the organisation. It also describes how a person perceives their own situation.
The concept of ‘role’ is important not only to the functioning of groups but for understanding cooperation processes and behaviour. It is through role differenti¬ation that the structure of relationships among the mem¬bers are established. The development of lateral arrangements entails the identification of distinct roles for each of its members. Some form of structure is necessary for team-work and co-operation. The concept of roles helps to clarify the structure and to define the pattern of complex relationships within the group.
Lateral organisational arrangement belong to tThe formal relationships which can be seen as forms of role relation¬ships. These individual authority relationships determine the pattern of inter¬action with other roles. The role, or roles, that the individual plays within the group is influenced by a combination of: situational factors, such as the requirements of the task, the style of leader¬ ship, position in the communication network; and personal factors such as values, attitudes, motivation, ability and personality.
The role that a person plays in one work group may be quite different from the role that person plays in other work groups. However, everyone within a group is expected to behave in a particular manner and to fulfil certain role expectations. Also, the role relationships with members of their own group – peers, superiors, subordinates – the individual will have a number of role-related relationships with outsiders, for example members of other work groups, trade union officials, suppliers, consumers, and this patterns determine the nature of lateral organizational arrangements. This is a person’s ‘role-set’. The role-set comprises the range of associations or contacts with whom the indi¬vidual has meaningful interactions in connection with the performance of their role (Galbraith, 1995).
An important feature of lateral relations is the concept of ‘role incongruence’. This means that a member of staff should not be perceived as having a high and responsible position in one respect but a low standing in another respect. Difficulties with role congruence can arise from the nature of groupings and formal relationships within the structure of the organisation. Lateral organizational arrangements help to overcome problems which cannot be solved with the help of vertical relations only. “However, in many modern organisations where conventional communication structures either do not exist or are less formal, communication tends to be horizontal, between individuals and departments, rather than the upwards or downward flow assumed by so many to be the normal case” (Ball, 2001).
Decentralization principle is important in a large corporation, which became the central tenet of so much business practice. The need to co¬ordinate strategic planning from the centre to ensure longterm growth for the company, while allowing the indi¬vidual units and their managers to get on with day-to-day tactics are also play the crucial role. “The personal relations existing among members of an organisation which are not represented by the “blueprint” constitute informal organisation or informal relationships. Informal organisation plays as important a part in functioning of social organisation as formal organisation” (Formal & Informal relations, n.d.).
lateral organizational arrangements are achieved when the various HR strategies cohere and are mutually supporting. This can be attained by the process of ‘bundling’ or ‘configuration’. If a deliberate attempt to ‘bundle’ is made, this process will be driven by the needs and characteristics of the business. In this very case lateral organizational arrangements could be described the process of ensuring that strategies are integrated with or ‘fit’ business strategies. The concept of coherence could be defined as lateral organizational arrangements – the development of a mutually reinforcing and interrelated set of policies and practices. Lateral organizational arrangements are chiefly about ensuring that the firms has the skilled, committed and well-motivated workforce.
Lateral organizational arrangements are closely connected with functional features of work. The word ‘functional’ is used to indicate major aspects or departments of the organisation such as research, production and marketing. Differentiation describes ‘the difference in cognitive and emotional orien¬tation among managers in different functional departments’ with respect to: the goal orientation of managers, for example the extent to which attention was focused on particular goals of the department; the time orientation of managers and relation to aspects of the environment with which they are concerned, for example longer-term horizons, or short- term horizons and problems requiring immediate solutions; the interpersonal relations of managers to other members, for example a managerial style based on concern for the task, or on concern for people relationships; and the formality of structure.
It is sometimes suggested that in many organisations the responsibility for employee relations still lies with the line managers who are often sceptical or even hostile towards personnel ideas and techniques, and who frequently reject the concept of an employee relations policy because it hampers their work and limits their flexibility. If line managers are left to handle industrial relations issues for themselves, the pres¬sures of production are likely to lead to ad hoc and contradictory decisions. If a per¬sonnel policy is introduced to promote consistent decisions on industrial relations issues, its effectiveness may depend on granting authority to the personnel depart¬ment to override the natural priorities of line managers (Galbraith, 1995). “Rather than increasing hierarchies, they support the minimizing of vertical structures and the flattening of hierarchies, creating lateral roles and relations. The decision making processes become decentralized and there is a decrease in formalization” (Complex Organizations, n.d.).
As with other aspects of the personnel function it is important that line man¬agers are involved, at least to some extent, with employee relations. But there must be good communications and close consultation with the personnel department. There must be teamwork and a concerted organisational approach to the management of employee relations. This is made easier when top management, who retain ultimate responsibility for the personnel func¬tion, take an active part in fostering goodwill and co-operation between departments and with official union representatives.
Top management should agree clear terms of reference for both the personnel manager and line managers within the framework of sound personnel policies. “By creating lateral connections, the information in the organization is allowed to flow more directly. The communication system would be an informal one. This can be achieved through liaison roles and task forces” (Complex Organizations, n.d.).
The purpose of lateral organizational relations is contributed to a nationwide restructuring of corporations, with the multi-divisional form of organization becoming the standard for large industrial firms producing multiple products in multiple markets. He was one of the first management theorists to perceive the importance of creating a strategic plan for a business before framing its organizational structure (Galbraith, 1995).
In general lateral thinking is the generation of new ideas and the escape from old ones. Creativity involves breaking out of established patterns in order to look at things in a different way and creativity comes into every aspect of manag¬ing a business not only innovation but information systems, communications, finance, marketing, advertising and promotion, labour relations, problem solving, planning, design, R&D and public relations.
According to Ball: “Traditionally, the structure and therefore the communication process is based upon a hierarchy of individual departments, although more and more organisations now see the product and the market as more fundamental to structure than individual departments” (Ball, 2001).
The lateral organizational arrangements is a part of the generality of management. The personnel manager, as a separate entity, operates in terms of a ‘functional’ relationship, that is as a specialist adviser on personnel matters and on the implementation of personnel policies through all departments of the organi¬sation. It is the job of the personnel manager to provide specialist knowledge and services for line managers, and to support them in the performance of their jobs.
In all other respects the personnel manager’s relationship with other managers, supervisors and staff is indirect: that is, an advisory relationship. It is the line managers who have authority and control over staff in their departments, and who have the immediate responsibility for personnel manage¬ment, although there will be times when they need the specialist help and advice of the personnel manager. If the personnel function is to be effective there has to be good teamwork, and co-operation and consultation between line managers and the personnel manager. In this case, “High-quality internal training programs not only give people the skills they need, but also send the clear message that you care about people’s career development and are willing to invest in them as individuals” (HRM guide, n.d.)
The lateral organizational arrangements offers the best hope for long-term business pros¬perity, and he concentrates on the principle that the salaried manager’s role is critical. As managers receive power and authority through their offi¬cial roles, so their careers become increasingly technical and professional. One could use lateral thinking for five per cent of the time and vertical thinking for the other 95 per cent, operating the systems alternately.
The significance of the distinction between jobs and roles is that in the new process-based organisation, horizontal processes (which may have been defined in a business process re-engineering exercise) cut across organisational boundaries. Managements are beginning to regard their organisations in some fundamentally different ways. Rather than seeing them as a hierarchy of static jobs, they think of them, as dynamic processes.
Some members may have the opportunity to determine their own role expectations, where, for example, formal expectations are specified loosely or only in very general terms. Opportunities for self-established roles are more likely in senior positions (Galbraith, 1995).
Given the possibility that different demands of the environment are characterized by different levels of uncertainty, then it follows that individual departments may develop different structures. At the organisational level the detailed involvement of the work activities of organizational several departments, available time, and the need for specialisation suggest that the personnel manager has a prominent role to play. The ager is the main executor of personnel policies but acting in consultation with, and taking advice from, line managers.
Lateral organizational arrangements are connected with coordination and consultation. Line managers are on hand to observe directly the performance of their staff. They will actually see, and be directly affected by, for example, lateness of staff, unsatisfactory work, insufficient training, low morale, staff unrest, or poor planning of work duties and responsibilities. As an element function, personnel is an integral part of any managerial activity. The extent to which the personnel function is devolved to line managers is a decision for top management, and is likely to be influenced by the nature and characteristic features of the particular industry or organisation.
Separate units of differ¬ing size, location and mix of skills, means of necessity the personnel function is decentralised and prime responsibility has to be with line management.
An understanding of the capabilities of individuals and groups terms of attitudes, abilities and skills, as well as an understanding how individuals relate one to another, is an important part of the preparation and development of strategy. At the same time there has been a deterioration in lateral relations in many places, and a failure to introduce changes in work methods necessary for effective competition and organisational effectiveness. Personnel departments as such are clearly not to blame for these developments much more guilty are those line managers at the highest level who have opted out of their most important function, that of managing people.
Members may not always be consciously aware of these informal expecta¬tions yet they still serve as important determinants of behaviour. The psychological contract implies a variety of expec¬tations between the individual and the organisation. These expectations cover a range of rights and privileges, duties and obligations which do not form part of a formal agreement but still have an important influence on behaviour.
At the departmental or unit level the individuals might assume a promi¬nent role for day-to-day personnel matters, with the personnel manager as adviser, and if necessary as arbitrator. They would be more con¬cerned, at least in the first instance, with the operational aspects of personnel activities within their own departments. For example: the organisation of work and allocation of duties; minor disciplinary matters; standards of work performance; safety; on-the-job training; communication of information; and grievances from staff . On-line communication process can reduce waste of time for solving these problems (DeSanctis, Monge, 1998).
Within lateral organizational arrangements many role expectations are prescribed formally and indicate what the person is expected to do and their duties and obligations. Formal role prescriptions provide guidelines for expected behaviours and may be more prevalent in a ‘mechanistic’ organisation. Formal role expectations may also be derived clearly from the nature of the task. But not all role expectations are prescribed formally. There will be certain general conduct, mutual support to co-members, attitudes towards superiors, means of communicating, dress and appearance.
According to lateral organizational arrangements it is made easier when top management, who retain ultimate responsi¬bility for the personnel function, take an active part in fostering goodwill and harmonious working relationships among departments. Top management should agree clear terms of reference for individuals within a framework of sound personnel policies. Within this framework the personnel function can be seen as operating at two levels: the organisational level and the departmental level.
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Andrew Sandon
http://www.articlesbase.com/organizational-articles/lateral-structural-arrangements-in-organizations-75489.html
If you love interior decorating then an interior design job may be just what you are looking for. Often there is no better feeling than waking up into a home which looks professionally designed and which actually looks like a home. Interior designers get a great deal of comfort knowing that their creativity has helped another individual or family to enjoy their lives that little bit more! Also, it would give you the chance to have a well decorated home yourself. All it really needs is a little imagination!
How to Get Into the Interior Design Field
If you have been wondering how you could get into the interior design field then your first step should really be to research the education options within your area. Now, whilst you may have imagination and you may have the talent, nobody is going to hire you without any qualifications. It would be too much of a risk and not many people are too trusting these days. You need to be able to show what you can do and in order to do that you need to first get a qualification in interior design.
Once you have completed a college or university course, you can then focus on building up a portfolio. This is important if you want to show what you can do. Maybe if nobody will give you a chance, you could practice on friends and family? Usually friends and family are more than happy for you to redecorate one of their rooms and if they are happy with the result they may even let you loose on the whole house! In order to create a good portfolio you should take a picture of the room before you made it over and then take a picture afterwards. That way it gives people an idea of what you can do and it proves you know exactly what you are doing.
Working For A Company or Going it alone
When you first get into the interior design field, you will often find that you end up working for a company first. Whilst you may go into training and education imagining being alone and working for yourself, often it is just not that easy and you will need to work for a company before you can branch out. Working for a company will teach you new things and once you have enough experience you can then branch out on your own.
Remember that it will take some money to set the business up and also remember that all important profile too! It can take a while to build up a profile but you can do it if you really want to.
A.Caxton
http://www.articlesbase.com/home-improvement-articles/love-interior-decorating-then-why-not-get-an-interior-design-job-101095.html
