The fact that automotive logos differ from country to country is true it’s not only the automotive logos that differ. This phenomenon is happening due to a lot of factors not only for identification on the production lines to know which car is for which country.As the same model cars differ in specs for different countries, and gets marketed under a different name. Why do the specs differ from country to country? There are a lot of reasons and a lot of petrol heads don’t believe this.This was a big discussion in my workshops already when imported cars came in for repairs in the past. When you inform the customer you can’t work on his car due to the fact it was imported into this country. Normally he will tell you it is only the automotive logos that differ because that was what the salesman informed him.If the software differs on a car your diagnostic tool don’t even enter the cars software, to do a diagnostic on the car. The next thing you need is a spare and it is not available in your country. That is normally the point the customer starts to realize it is not only the automotive logos that differ on the car it’s a lot more and the salesman lied to him.That is the point the owner of this car wants to know how it works.• Firstly the automotive software on the car will differ for various reasons; different countries have different driving conditions. This means temperatures, altitudes, fuel mixtures and even the drivers and driving styles.• The whole setup for the country you are in must be build into the car in the factory. For instance your specs on cars differ from the northern hemisphere to those in the southern hemisphere.• Your country authorities lied down all the specs for cars that can be driven in your country so that gets specially built into the car. In South Africa all vehicles that get imported into the country must have an approved number issued by the C.S.I.R our quality controlling board.• If you have a manufacturer of a car in your country or a register importer they will be the only ones that will get cars with the right specs for your country. Because they have the distribution rights in that country and they must be protected. This is not only for cars it work the same on all products.• In South Africa if they found any product in the country that doesn’t adhere to the laid down spec’s it gets destroyed.• So if a car’s automotive logos differ from the rest it is easy for the authorities to spot it.That is why automotive logos do differ all over the world in one country a car goes under a name. In another under a different name even if the look the same, and came from the same production line.
360 Degree Assessments: 10 Benefits to Managers
Without exception, persons in management positions can benefit significantly from a 360 degree assessment conducted by an outside consultant or coach. This type of assessment provides managers with an unfiltered view of their “performance” in the workplace according to a selected group of employees who represent several or all layers of the organization. The hired third party interviews (face to face or by phone) up to ten staffers, using a standardized set of pre-established open-ended questions approved by the manager. After the interviews are completed, the consultant or coach prepares a comprehensive summary of the common themes and trends, carefully protecting each employee’s privacy. The following is a list of the major benefits to such an assessment:1. The manager learns how staff view her daily behaviors.This piece of the final report shows the manager exactly how her know-it-all attitude or inaccessibility affects her employees. It provides her with examples of how her anger problem stifles morale, how her silent treatment creates fear, or how her constant interrupting during conversations shuts people down.2. The manager receives evidence of his strengths.In this section of the report the manager reads a comprehensive list of his strengths according to the staff who were interviewed. In addition, the manager learns what he does better than anyone else his employees have ever known throughout their careers as well as specifically what they count on him for.3. The manager gains insight around her weaknesses.This section reports obvious weaknesses as identified by the staff. This is where a failure to serve as a credible, steady resource to employees shows up. It’s where gossiping or lack of genuine interest in people gets mentioned.4. The manager receives feedback about certain aspects of his professional image.This piece discusses the manager’s body language, speech, dress, approachability, character, integrity, likability, and confidence. Employees have been given the opportunity to weigh in on these components, citing examples of both positive and negative evidence.5. The manager learns how her staff interpret her frame of mind and world view.In this section the manager reads about whether or not her employees see her as emotionally stable, grounded, solid, fair, supportive, optimistic, and/or generally eager to jump into the day. Managers with great talent and skill are sometimes surprised to learn that staff question their emotional stability or motivation or ability to serve as leaders.6. The manager finds out how his staff see him as a human being.Here the manager reads a detailed, collective description of himself. This can be enlightening and humbling. It’s not unusual for employees to know their manager as a good and decent person who is not capable of leading a department to greatness. But the reverse can be true too. Sometimes employees talk about a boss with noteworthy technical skills who is self serving, self absorbed, and disconnected from others.7. The manager gets a peek at how others view her outside of the department.This piece talks about what staff hear outsiders say about her: persons in other departments, individuals in the community, stakeholders, etc. In this section the manager learns about her reputation as “dictator” or “great boss material” or “openminded”.8. The manager receives information about his impact upon others.Here the manager reads about how he makes employees and others feel when he is around them and interacting with them. He finds out if he makes people nervous and upset or if he inspires them to exceed expectations.9. The manager gets clues about her professional and personal development needs.In this section the manager gains insight around the technical and/or soft skills her staff want her to acquire and implement. As she reads this, she has the opportunity to learn specifically how they think she should grow over the next year or so.10. The manager learns how he influences his employees’ attitudes, work performance, and job satisfaction.This piece allows the manager to read an assessment of his degree and type of influence upon his employees. He may now understand that he either de-motivates people or excites them, throws stumbling blocks their way or finds ways to support them, kills their satisfaction or fuels it.