It should not be. If it is an effective newsletter Willy Caballero Chelsea Jersey , it will serve the needs of readers (employees) as much as it serves the needs of the publisher (management).


Let me explain how to ensure it serves employees as well as management, by reviewing four key points I make in A Manager's Guide to Newsletters: Communicating for Results.


Objectives and reader responses:


First, state your objectives in terms of reader responses. This forces you to focus on your readers, and what they're likely or not likely to do. Nothing brings objectives down to earth more quickly than the reality of implementation.


Now you may have self-serving objectives, such as increasing employee productivity Willian Chelsea Jersey , which is fine. But, once you state that objective in terms of reader responses, you are forced to see that objective in new terms.


For example, let's say you want to increase productivity. The desired reader response might be that employees will participate in lunch hour learning sessions. Now, you have to plan and write articles that give readers some good reasons to attend.


Reader goals:


To find those reasons Victor Moses Chelsea Jersey , you'll have to identify readers' goals, and which of them they can achieve through your organization. Chances are your organization can offer a stable income, but probably not the chance to become fabulously wealthy. Nor would you expect most organizations to be part of spiritual or family goals. So the second key point is to focus on the goals that your organization can help readers attain, and leave the rest alone.


Content in which you share an interest:


Third, select content that serves both your objectives and readers' goals Tiemoue Bakayoko Chelsea Jersey , and I emphasize the word 'both.' If there isn't something that interests both management and employees in an article, then it doesn't belong in your newsletter. You both must have something to gain or something to lose in choosing subjects for coverage.


Presentation style:


Fourth, the style of presentation should be appropriate for the characteristics readers bring to the newsletter. They don't pick up a newsletter with their minds in the blank slate position. Instead, they bring to it emotions, degrees of involvement Thibaut Courtois Chelsea Jersey , and ranges of consistency with your attitudes and beliefs.


You need to do at least some basic profiling, to identify these characteristics. For example, if morale is poor, you need to address the reasons and the solutions. It makes absolutely no sense to pretend everyone's happy when the opposite is true.


Of course, not every organization covers these four issues. Take a look at many employee newsletters and you'll see something much different. These newsletters have objectives that serve only management Ruben Loftus-Cheek Chelsea Jersey , and not management and employees both.


You'll see what amounts to a brochure, a sales pitch that does nothing to help employees advance toward or achieve their goals. And, if there's nothing there for employees, why would they read it?


And, if they don't read the newsletter Pedro Chelsea Jersey , how will it help management achieve its objectives? It won't, of course, and the employee, having found nothing of relevance to her interests in the newsletter, will assume it is management propaganda.


In summary Ola Aina Chelsea Jersey , an effective employee newsletter addresses the needs of both the publisher (management) and readers (employees). And, ironically, a newsletter can only achieve its self-serving objectives by serving the interests of readers, too.


Cataracts are a major cause of blindness and can be common in older people.

In this article:

What are cataracts?

Diagnosis

Advice & Support

Symptoms

Treatment

Causes

How Chemist Online can help

What are cataracts?
If you have a cataract you have a cloudy spot in the lens of your eye(s) which makes things appear blurred. This mistiness in your vision can become progressively worse if you do not seek treatment (surgery) as early as possible, or if treatment proves unsuccessful this can occur in rare cases where an operation to remove a cataract goes wrong or can not ultimately be performed for some other reason.

Symptoms
Symptoms of cataracts include:

seeing a spot in the centre of your vision N'Golo Kante Chelsea Jersey , rather than a sharp picture overall

a progressive blurring of vision over time

double vision

abnormally reduced vision at night or in a dark environment

seeing a ring of light (like a halo) around lights

experiencing a stronger, almost blinding glare from both sunlight and powered lights (e.g., lamps, headlights)

difficulty in distinguishing some colours from others, and the sense that colours seem faded

Also Nemanja Matic Chelsea Jersey , if you are suffering from cataracts you will probably find that you have to keep changing your glasses to a different prescription (i.e. more often than normal).

Causes
A cataract develops in the eye when the protein in the lens forms into clumps. This prevents enough light from reaching the back of the eye where the retina sits ready to form a clear picture. Blurring occurs as a result. This clumping of protein usually occurs as part of the ageing process about a third of all sufferers are of pensionable age. However, younger people can also develop the condition.

Cataracts can occur due to:

being diabetic

having high blood pressure

having a cardiovascular disease

having a genetic predisposition (i.e. cataracts are in the family and this predisposition is passed down)

smoking

overexposure to the sun

experiencing an episode of extreme dehydration at some time in your life (this may be through a particularly severe bout of diarrhoea when travelling abroad, for example, or as a result of developing a viral infection or other condition)

prolonged use of steroids

Diagnosis
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