Live and Play in Your Own Backyard: Golf Communities in Williamsburg

Written by Elaine VonCannon


Live and Play in Your Own Backyard: Golf Communities in Williamsburg

Golf has long been one ofrepparttar favorite leisure activities of professional and retired individuals. In Williamsburg, Virginia and surrounding areas,repparttar 135282 professional and retiree can play golf on many renowned golf courses. The devoted golf enthusiast may desire even more than this. For some golfers,repparttar 135283 ultimate immersion inrepparttar 135284 sport means moving to a golf community. In and around Williamsburg, Virginia a concentration of great courses and elegant golf communities make itrepparttar 135285 perfect place forrepparttar 135286 golfer to live, work, or retire. Check with individual communities, but most have additional amenities such as swimming pools, tennis courts, and restaurants. Home buyers at most golf communities may choose to live in Planned Unit Development homes with maintenance included for a monthly fee in addition to a homeowners association fee.

The Golf Club at Brickshire In addition to being a Curtis Strange signature course,repparttar 135287 Golf Club at Brickshire also offersrepparttar 135288 golfer opportunities to play emulation holes from August National, Saint Andrews, Pinehurst #2, and Riviera Country Club. Brickshire is a relatively new 18 hole course that is only three years old atrepparttar 135289 date of this writing and has been described as “player friendly” by avid golfers. Golf Digest recently gaverepparttar 135290 Brickshire course a 4 1/2 star rating. Home buyers may choose from newly built and custom built attached and detached homes.

The Tradition Golf Club at Stonehouse This stunning 18 hole golf course in New Kent County Virginia has been described as a challenging course that is larger than life. Featuring oversized greens and tremendous vistas, it is characterized by deep bunkers and long carries. In 2002, Stonehouse was awarded 4 1/2 stars by Golf Digest. Home buyers get ready: home sites are projected to be prepared byrepparttar 135291 end of 2005.

Kingsmill Resort and Spa Kingsmill isrepparttar 135292 oldest gated golf community in Williamsburg and is home to three 18 hole golf courses, a marina and a conference center. The River course was oncerepparttar 135293 site ofrepparttar 135294 PGA Tour and is nowrepparttar 135295 location ofrepparttar 135296 LPGA tour’s Michelob ULTRA open. In 2004repparttar 135297 original architect, Pete Dye, returned to oversee The River’s renovation, which included resurfacing of greens andrepparttar 135298 addition of new fairway bunkering. Some golfers preferrepparttar 135299 Plantation course, an Arnold Palmer design with generous fairway landing areas and water near eight holes. The Woods Course, designed by Tom Clark, has unique features such as a double green with a bunker inrepparttar 135300 middle shared byrepparttar 135301 par-3 twefth hole and par-4 fifteenth hole.

WHAT MAKES AN ON-LINE BUSINESS EFFECTIVE?

Written by David Moore


WHAT MAKES AN ON-LINE BUSINESS EFFECTIVE?

What makes an on-line business effective arerepparttar same ingredients that make any business effective. The only difference is that in an on-line business we don’t see our customers. We don’t seerepparttar 135281 other people who work in our business. We don’t see most ofrepparttar 135282 people we bring in torepparttar 135283 business. Butrepparttar 135284 principles arerepparttar 135285 same.

I did a research study a while back to find outrepparttar 135286 common factors of effective. My study design was a meta-analysis. All that means is that I studied what other people had already studied onrepparttar 135287 subject related to my interest, what causes businesses to be effective. The meta-analysis approach is consideredrepparttar 135288 most powerful of research studies, meaningrepparttar 135289 results are consideredrepparttar 135290 most valid.

After pouring over allrepparttar 135291 literature on successful business practices my findings boiled down to this.

1. Effective businesses build into their organization a culture of change because their leaders seem to understand, as William Bridges put it, that “unless organizations change and change quickly they will not survive.” That makes sense. I teach cultural anthropology at a local University. I teach my students that one ofrepparttar 135292 fundamental features of culture is that all cultures change. And of course people change. Andrepparttar 135293 rate of change is getting faster every day. The defining measurements ofrepparttar 135294 pre-computer Cold War age was fear, control, and protection. According to New York Times Pulitzer price winner Thomas Friedman,repparttar 135295 defining measurement globalization is speed. The most frequently asked question inrepparttar 135296 business world used to be, “whose side are you on?” The most frequently asked questions today is “to what extent are you connected to everyone?” According torepparttar 135297 Central Intelligence Agency’s Fact Book, there were 934 million internet users in 2004. It is estimated that there will be 416 million new internet users by 2007. At that rate 16,000 new users enterrepparttar 135298 world ofrepparttar 135299 internet world every hour of every day. That’s change and that’s speed. The most successful businesses understand this and they are constantly adapting to tap intorepparttar 135300 resources these new users represent.

2. Effective businesses share information. The reason for this is expressed best by Sally Helbesson. “Withholding information and power from others assumes they are incapable of handling it and it deprivesrepparttar 135301 business of a rich and powerful resource.” Let’s face it, trade secrets don’t exist in today’s information rich, speed-driven world anyway. Effective businesses also share information because they want everyone to see howrepparttar 135302 whole organization functions. This enhances understanding and in doing so enhances commitment, a powerful principle for business effectiveness.

3. Effective businesses have a high tolerance for mistakes. That’s because no mistakes mean no experiments. It demoralizes and reduces creative insights that could literally catapult a business to higher performance. Edison was ridiculed for spending almost every waking hour of every day trying to find a way to produce light through connectors inside of a glass bulb. When asked why he didn’t quit and spend his time on more productive activities he answered, “each time something doesn’t work I’m that much closer to findingrepparttar 135303 solution because I’ve eliminated one more application I know doesn’t work.” So effective businesses tolerate mistakes.

4. Effective businesses focus onrepparttar 135304 mission. I often refer to Peter Drucker asrepparttar 135305 mentor I never met. He’s over 90 years of age and has written over 100 books on management principles. I’ve read most of them. According to Drucker, effective businesses “constantly ask, ’what is our mission. What are our goals. They do not start withrepparttar 135306 question ’what do I want.’ They start out asking ’what needs to be done?” Effective businesses do this because they know if they are to survive long-term they have to have a reason for being beyond just making money. That’s whyrepparttar 135307 mission statement of MacDonald’s is to berepparttar 135308 world‘s best quick service restaurant experience…so that we can make every customer in every restaurant smile.” Coincidentally, MacDonald’s has also made a lot of money. If your only goal in wanting to get intorepparttar 135309 on-line business field is to make a lot of money for yourself you may achieve some short-term success. But you won’t find ultimate happiness. You’ll squander your earnings and wind up in worse shape than you are now. Look atrepparttar 135310 many professional athletes who made millions during their careers and are now living in poverty.

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