Your Ultimate Guide to the Best Skin Care For Men – 4 Secret Ingredients Revealed

Skin care for men is as important as skin care for women. This is a fact that is widely being accepted these days. This article shall give you the clear ideas on what to look out for in men skin care products that is specifically needed for men and their skin care needs.Traditionally, skin care products have always been designed keeping the women and their needs in mind. The creams and lotions had been formulated keeping the women in mind, packaged for women and even had fragrance that was more feminine oriented.Men skin care had been an ignored lot. But, men also need special skin care. Fortunately, some skin care manufacturers have designed products specifically for men. But a majority of them have products that do not differentiate between the special needs of men skin care and women skin care products.Men are more sensitive towards inflammation of skin. Prostaglandin E2 (lipids or fatty cells) is found in greater levels in men then in woman. So, men skin care products should have special ingredients that counter this problem specifically. Inflammation if left unchecked, over time leads to a further breakdown of important structural proteins in the skin and causes premature skin aging.Cynergy TK is a natural ingredient that you must look for in men skin care products. It plays amazing role in soothing skin inflammation by blocking PGE2 production, which is the major biochemical pathway leading to inflammation and redness in the skin.Eyeliss TM and Haloxyl TM are two natural ingredients that work amazingly for dark circles and puffy skin that makes men look much older than they are. They are the best for curing wrinkles beneath the eyes very quickly and effectively. In fact, they are used in the elite creams that are used by the Hollywood stars and supermodels to maintain their young and attractive looks.Although, there are many differences in the skin type of men and women, there are also a couple of similarities. This is because the causes of skin aging are almost the same – whether it is men or women.Both men and women lose collagen in their skin as they age. This makes their skin lose its elasticity and suppleness over time. This also causes wrinkles and fine lines. So, some ingredients are commonly used both for skin care for men products as well as women skin care.Functional keratin is a wonderful solution to this problem of skin aging. It is available in Cynergy TK which is natural ingredient pioneered and developed in New Zealand. It plays a key structural role in skin health and makes it soft, supple, firm and young looking.It is a scientific fact that skin cells require nutrients in the form of vitamins, calcium, minerals and also antioxidants in order to stay healthy and maintain their moisture balance.Phytessence Wakame is an extract of a special Japanese sea kelp that is used in the best skin care for men as well as women products. It is one of the best kept Japanese anti aging and Skin rejuvenation secrets.It is rich in minerals, vitamins, calcium (its calcium content is 15 times greater than milk) and antioxidants. It works like magic in improving skin moisture retention and elasticity. It gives a smooth, velvety, young and radiant skin.Skin care for men has come far from the old days. Now, men do not have to live with wrinkled and saggy skin. They do not have to weather the signs of old age anymore. They can also have a healthy and vibrant skin that only good looking women enjoyed for many years.

First Line Manager: Understanding Vested Interest

Vested interest exists. This means an individual has a special interest in protecting or promoting that which is to their own personal advantage. Or, there are groups that seek to support or control an existing system or activity from which they derive private benefit.A first line manager’s vested interest are in their functional area goals. A first line manager’s external business environment is also important. Effective first line managers must support a balance between their and others’ vested interest. A first line manager is like a fish in water; the fish contains water and is in water. There is internal business vested interests and external business vested interests. Let us consider these interests.First consider, a business’s internal interest and the manager’s role in each. There are two types of first line managers; functional line managers and general managers. I was a functional line manager as a restaurant manager, an accounting manager, and a territory sales manager, in these roles, my success was dedicated to that function. I was a general manager of hotels and a Business Office Manager; in these roles, my interest was in accomplishing all the functional goals of the organization.Functional first line mangers have to make sure their area of responsibility is accomplishing the assigned departmental goals. A functional manager’s is a success if their departmental goals are accomplished. Managers that are removed of not successful. Acceptable managers goals are within the acceptable range. Managers that consistency exceed their goals are considered for higher management. They are top performers. Here is the rub, functional managers must maintain a delicate balance between their department’s interest and other department’s vested interest.As a District Accounting Manager I approved the credit on sales contracts for appliance sales, a marketing function. If I was too selective marketing did not make quota and the salesperson salary suffered. If I was too lenient, the marketing department made above quota and the salesperson was very happy. In my accounting function was responsible for the payment of the contracts. I reported to a Division Accounting Manager who expected me to collect the money for the appliances. I received my promotions and my bonus on how effective I was in collections not in sales. This is the conundrum of a first line manager; how do you carry out line goals while not alienating other departments.Now think about this, if a first line manager wants to become a general manager, they must keep the other departments goals in perspective. Other first line managers must know, even though, you have departmental interest; you understand other departments have vested interest. You must be seen as cooperating with them to make every manager and the company successful. This is very important, and an extremely difficult balance.If you want to progress to a mid-level manager within your functional area, cooperation with other departments vested interests is important. A mid-level functional manager most times reports to a middle level general manager and higher level functional manager. Progression to a functional middle manager is difficult, most times, you have to be on the top of the department’s functional goals. In addition, you must be acceptable to the mid- level general manager. A mid-level general manager will not want a line functional manager that creates problems for other functional areas as a mid-level functional manager.Now, consider the first line manager as general manager. I was a first line business office manager and general manager, I was responsible for all the functions of the company. I had an interest in the accomplishing the goals of accounting, marketing, and operations. I had goals in each of these functional areas. I reported to a middle level general manager. I was given these positions because I was a successful first line manager. Also, I was chosen for these positions because of my expanded activities in the community and within the company. I achieved my functional goals and helped other departments make their goals; or, I would never been given these general management positions. As a general manager my energy was divided among the functional areas of the company. My success was based on my teams success in all the functional areas. I had a vested interest in all functional areas. Now, I had to deal with reporting to functional middle managers whose vested interest was in their area.Second consider, a business’s external interest and the manager’s role. A couple examples are the vested interest of Labor unions, and the community.Labor unions are an external vested interest. Unions present a unique problem for a first line manager.I remember my Dad explaining mistletoe to me. Mistletoe gets it food from the tree. If the tree dies the mistletoe plant will die. I wondered if the mistletoe knew it could kill the tree. Labor unions have a vested interest in keeping the union alive. Do they care if the business survives? I think that to a great extent a union does.As a first line and general manager, I had to contend with union concerns. This meant, I became an expert on the union contract. I realized the written comments in the contract did not always mean what they seemed to mean. This conundrum meant, I had to know the memorandum of understanding of the comments between the company and the union. Also, I made use of a company industrial relations person when there was confusion.A union employee’s interest was not always in the best interest of the company; it was with the union. Seniority is a vested interest in unions. This means that seniority was a interest of union employees. Our contract gave certain entitlements for seniority. I had to know how to manage seniority. If I was not careful, union employees would use seniority entitlements to their advantage. For example, union employees that reported to me wanted all new vehicle to go to the senior employee. This entitlement was not in the contract and was not in the interest of the company. I refused to allow the senior employee to get the new vehicle. Why is knowledge of the contract contents important to a manager? If you are not careful, you will set a precedent in your department that will be used against the company in negotiations or arbitrations.First line managers must understand community interest. First line managers must at times place these community interest ahead of company and personal interests. This is very important today because of social media. A manager must always be aware of risk management and ethics in their decisions. Some decisions may seem correct for your department or company; but, will not for the interest of the community. Your decision could become a risk management issue for your company.Consider, General Motors, because it did not consider the interest of the community when it did not recall the cars because of the starter problem in their cars. This decision had a tremendous negative impact on the image of General Motors with the public.I will not continue with other examples of invested interest first line managers must consider.The point is, a first line manager must be sensitive to other’s vested interest; then, manage their vested interest accordingly.

Best in Class Finance Functions For Police Forces

Background

Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.

Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.

The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.

The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.

Challenge

Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.

In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.

Developing a Best in Class Finance Function

Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.

1) Aligning to Force Strategy

As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.

Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.

The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.

Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.

2) Supporting Force Decisions

Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.

Maintaining Financial Controls and Managing Risk

Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.

A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.

3) Value to the Force

The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:

Centralization

By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.

With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.

The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:

o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support

However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:

o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force

A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.

To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.

Process Efficiencies

Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.

Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.

Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.

Culture

Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.

A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.

Organizational Improvements

Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.

Technology Enabled Improvements

There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.

These include:

A) Scanning and workflow

Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.

B) Call logging, tracking and workflow tool

Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:

o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.

o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.

The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.

C) Database solution

Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.

Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.

D) Customize reports

In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.

In designing, procuring and implementing new technology enabling tools, a Police Force will face a number of challenges including investment approval; IT capacity; capability; and procurement.

These challenges can be mitigated through partnering with a third party service company with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.

Conclusion

It is clear that cultural, process and technology change is required if police forces are to deliver both sustainable efficiencies and high quality services. In an environment where for the first time forces face real cash deficits and face having to reduce police officer and support staff numbers whilst maintaining current performance levels the current finance delivery models requires new thinking.

While there a number of barriers to be overcome in achieving a best in class finance function, it won’t be long before such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a stronger position.