"Tired of "Rat Race"? Free online training and no capitol needed!" Did this guy mean "capital"? I'll hang on every word he has to say.

"Exciting,EasyandProfitable" - guess this person never learned how to use that big bar on bottom of keyboard. I think you see where this article is going.

If you are going to advertise a business on web, and you present less than a professional image - you're not going to do business. If you present yourself like above examples, enjoy your "walk on quiet side". Most people are not idiots, and I'm sure authors of above ads are not either. But why give that impression? I sure wouldn't do business with any one of them.

I read another ad for Web Design and HTML coding in his ad was wrong. That surely built a lot of confidence in his ability to design sites for me.

Most people scan poorly constructed ads and simply "click away". Guess they feel like I do. If you don't care enough to write a credible ad, why should I think you'll care about me if I buy from you?

Many people rely too heavily on spell checker on their computer. This is a mistake. After you do spell check, get someone else to read it. When writing something, many times you get so close to article, you miss mistakes that someone else would quickly find. Many words that are being used incorrectly will pass spell check.

Remember - you usually get only one chance to make a sale when a person sees your ad. If it is well written, and has an attention getting headline, you just might make that sale. If you want to do business on web, get serious or people will come to conclusion that you are someone who "Doesn't Have a Clue" and look elsewhere.

Management simply can't function effectively if it gets bogged down in details or specifics. Nor can it make important decisions if it stops to consider how each decision will affect individual persons in organization.

Still, there's much management can do to bridge divide. And first step in that process is for management to accept responsibility for better communication. Unless management takes initiative, there's no way for communication up and down hierarchy to take place.

After all, employees can -- and often do -- express their ideas and emotions. But nothing can happen unless someone in management allows it to happen.

For example, in Heathrow program, managing director spots some trash in an out-of-the-way spot and calls in a cleanup crew. The customer service manager, who supervised managing director for week, chastised him for incurring an expense that wasn't in budget (an appropriate response because customer service manager would be chastised by his immediate superior if he had done that). The CEO responded by making an important policy change on spot, yet what he really needed was a mechanism to get and give information about such problems, and a policy about when exceptions could be made.

By creating a mechanism that allowed workers at front lines to communicate about that kind of problem (trash), he would get both results and greater employee loyalty.