Using the Region Directive in VB.NET

When VB.NET 1.0 was introduced, one of the biggest changes was that all of Microsofts generated source code was included and available to you as a programmer in your project. The older Visual Basic versions created indecipherable p-code that you couldnt see and couldnt change. Even though the generated code was in your program, it was a bad idea to change any of it. If you didnt know what you were doing, chances were high youd break your project by changing Microsofts generated code. In VB.NET 1.0, all this generated code was only protected by being enclosed in a Region section of the program, where it was one click away from being viewable and changeable as part of your source code. Beginning with VB.NET 2005 (Framework 2.0), Microsoft put it in an entirely different file using partial classes,  but the Region directive is still available, and you can use it to organize your own code. This simple program shows how Region works: You could compile this into a DLL to protect it or use the partial class idea that Visual Studio uses or just make a separate class file, but the easiest way to keep it out of the way and still make it part of the same file is to use the Region directive. That makes the code look like this: Just surround the code you want to disappear with: For debugging purposes, you can use this as a way to bring parts of your code closer together so you can see them on the same screen: You cant use a Region or an End Region inside a function or subroutine. In other words, this example  below doesnt  work: Thats OK. Visual Studio collapses subroutines without a Region directive. You can nest Regions. In other words, this does work: If you borrow code from the internet, look for Regions in it before you add it to your code. Hackers have been known to embed bad stuff inside a Region to keep it from being noticed.

Applying A Stress Management Schedule - 1529 Words

With the intention of managing stress, I decided to implement a stress management schedule, which I would continually develop, over the course of 11 weeks. With a focus on yoga, I hoped to gain an important insight on the valuable implications that proper stress management can have in my life. Improving my physical and emotional health can not only positively affect my own self, but also can positively affect the way I manage my own work life and relationships with others. Since being in college, I have felt as if I could not properly manage my daily tasks, while also taking time to myself. I constantly became stressed and anxious, with no sense of outlet. I decided to incorporate a stress management tactic into my daily routine. As David Surrenda, dean of the Graduate School of Holistic Studies at John F. Kennedy University in California, described yoga in the International New York Times, as a, â€Å" spiritual development practice to train the body and mind to self observe and be come aware of their own nature.† He later went on to describe how yoga affects each person by â€Å"cultivating discernment, awareness, self-regulation and higher consciousness,† positively affecting multiple aspects of a persons life. Because of these reasons, I decided yoga could be the right fit for my personal development plan of managing stress. After choosing yoga as my concentration, I conducted research on different types and positions out there to preform. Yoga was a way, for me, to work onShow MoreRelatedTime Management At A Young Age I Was Diagnosed With Attention Deficit Hyperactivity Disorder ( Adhd )1443 Words   |  6 PagesTime Management Time management is defined as; the process of planning and applying conscious control over the amount of time it takes to effectively and efficiently finish a particular objective. These skills are consider to be a very important trait in many aspects of life, with good reason. Having poor time management skills causes increased stress, effecting your mood leading to negative personal and professional consequences. Improving time management skills will results in better quality workRead MoreThe Concise Encyclopedia of Management1645 Words   |  7 Pagesby what motivates them. Performance is the result of both ability and motivation: Performance = function (ability x motivation). There are two different categories of motivational theories - content theories and process theories. 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Some Are Employee Behavior And Motivation †Myassignmenthelp.Com

Question: What Are Values Of Employee Behavior? Answer: Introduction: Employee behaviour and motivation are some of the organizational concepts that have been studied by the researchers in order to know about the behaviour of the people at the workplace in different situations. Human resources have become the specialized department so that the employees can be managed at the workplace. The major concern of the human resource managers these days is related to the values and the behaviour of the people of different age at the workspace (Cennamo Gardner, 2008). This is because the people of different age groups have different requirements and need as well as different ways of working in the organizations. This study helps in understanding about the changing nature of work values at the workplace because of the difference in the age group of the people. This is because managers have to maintain the balance between the different generations employees who work together under a roof having different thinking processes. Values can be defined as the beliefs of the people that remain constant in different situations. The values of an individual form his personality and the way he works at the workplace (Twenge, Campbell, Hoffman Lance, 2010). There are many reasons that can affect the values of the person such as his upbringing, his cultural background, his family, the environment and the educational values of the arson. Values developed slowly and steadily among the individual. The experiences they go through in their lives may also affect their beliefs and the thought process for different situations. For instance, there are cases where an individual have different beliefs then his family such as the whole family of the individuals believes in God but he may be an atheist because of some of the situations he may have experiences (Adner Kapoor, 2010). Thus, experiences also play a great role in framing the values of the individuals. It has been analysed that different researchers have different views regarding the work values. Some argues that the personal values and work value have some kind of similarities in the structural aspect while other argues that work values can emerges when the personal values of the person have projection on the work that person is doing (Gursoy, Maier Chi, 2008). Work values are considered as the element that is the basis of the behaviour of an individual in the organization and various organizational factors also affect the work values of the people. It has been identified that the work values of the person should be the fundamental rights and wrongs that need to be articles at the workplace. There are two dimensions in which the values at the work can be assessed (Beutell Wittig-Berman, 2008). One dimension is the moral aspect of the value and the other dimension is the requirement of the value at the workplace. Importance of work values at the workplace: Work values have become a vary import part of workplace these days. This is because there are different generation that are working at the same workplace and the generation gap can be observed even in the gap of 5 years of age. Generation gap results in difference in the thinking process of the people at the workplace. Thus, or makes it difficult for the managers to manage such distinct people (Cogin, 2012). Examining the values at the workplace helps the managers to know about the intergroup differences in the groups that are working together in the organization. This information helps the HR manager to manage such employees who have different thinking and working process. Changing trends in the work values of generational groups: Difference in the generation affects the values that develop among the people. It has been identified that the social and the historical events affect the values of the groups in different generations. The theory of life span suggests that all the people generally experience same things at the same time of their life span. There are different developmental stages in the life span of the individuals and those stages provide them with different experiences that affect their beliefs at that point of time in their life. As similar situation are experienced by the people at similar age, it is possible that they develop same kind of values in their life span in accordance with the time. It has been analysed that the workers who are old may have received different types of training as compared to the younger ones (Guest, 2011). The concept of career has also changes and so as the thinking bad values of the people. In earlier times, people used to work for a single company for long period of time or for a life time as they feel committed towards their company but now people also thinks individually about their career and look for opportunities in the market now and then. Introduction of contractual jobs have reduced the concept of job security from the market and thus the trust between the companies and the employees have vanished. Work values and different generations: It has been analysed that very less research has been conducted on the topic of work values in different generations at the workplaces (Ng, Schweitzer Lyons, 2010). Some of the researchers have considered only the age factor in order to understand the value perspective and neglected the aspects of social and historical factors. Thus, it may give the decision or the result of only a single dimension of the concept. The group of employees or the generations of the employees have been divided into three categories such as baby boomers, generation X and millennial. Work values in baby boomers: These are the employees who are at the verge of their retirement or spending the last years of their life in the employment (Kowske, Rasch Wiley, 2010). It has been analysed that they are people whose motivation factors at the organization are job security and economic benefits. It has been stereotypes that these employees are hardworking and traditional in nature. Their traditional approach to work makes them believe in craftsmanship more than the younger workers. They want that the roles of the members should be clearly defined and a proper formal hierarchy needs to be followed in the organization as thus is their value. If they are at the higher position, they want the respect to an extent and if they are at lower post, they respect their higher authorities to a great extent. Any informal approach to these people may offend them as they think that behaving informally at the organization is not what they have accept what their values are (Parry, E., Urwin, P. (2011). Their values never support such kind of information behaviour at the workplace. The primary of object of employment for this kind of generation is to earn respect by sacrificing and working hard whole of their life at the organization rather than earning more wealth and money. They take job as their responsibility and believe in being committed to a single organization rather than switching their jobs for new and better opportunities. They are also stereotype are workaholics and may sacrifice their personal happiness for work responsibilities. They are more loyal to their organization as compared to the younger generation people. All the discussion suggests that their values are very clear at the workplace. It also suggests that they personal nature affects their values at the workplace as they feel that work are the prior responsibility for them. Generation X: This group of generation X are stereotyped as the group with selfish nature. Actually, the selfishness can be explained with the terns called in dependence and autonomy. This autonomy and independence is supported by the fact that the employees in this generation wants to be creative and wants to work with their own ways which is vary contrasting with the views of the baby boomers who believes in standard processes to be followed. This independency is also links with disloyalty of the employees who are in the category of generation X. this is because they look for opportunities or the creative opportunities and hence leads to stitching of jobs from one organization to another (Deal, Altman Rogelberg, 2010). The competition has increased now for the generation X people and thus they have to be competitive at the same time for grabbing the creative opportunities available in the market in order to grow in their career. The companies at the same time are also looking for the creative p eople rather than the committed people. With the change in the requirements of the companies, the change can be easily observed in the values of the generation X employees. It has been analysed that the employee who falls under the category of generation X usually change their jobs frequently. It has been analysed that change in the marketing situations and the companys strong policies force the employees in generation X to change their jobs so frequently (Angeline, 2011). The lack of commitment by the people of generation X is not clear. This is because they are the people who want job security and if they have job security than they remain committed to the organization for long time. If the organization is providing them enough opportunities to grow than the employees will not show this behaviour of non-commitment towards the company. As far as hierarchy and seniority are considered, it has been analysed that the employees from generation X does not believe in formal hierarchical organization. They believe in equality and open communication between the employees rather than following the process to communicate. They believe that the position of manager can filled by the competence of the employee and not just by their experience. They should earn their respect by their performance and not by their title. They want managers who are open in nature and believe in group growth rather than individuals growth. They want that their views should be considered at the time of making decisions. A positive side of the people from generation X has been observed. It has been identified that they are the people who believes in work life balance and they are capable of doing the same. Work values for Millennial: This is the generation group of the employee who wants more freedom from their working life as compared to above both generation groups. This generation is the mixture of mature baby boomers and the generation X people. The stereotype that has been formed for this group is being materialistic. It has been analysed that these are materialistic and can switch jobs if they get short term benefits in other organization (Kapoor Solomon, 2011). The employees of this generation are very fortunate as they are coming up with the technology and skills that are required by the organization. The organisation needs not to train them with the new and updated technology as they have already learnt the same in their universities. Thus, hiring such skilled workforce is very beneficial for the organization. These generations said to be violent in nature and want to have higher positions very early and thus switch their jobs in shirt term that might affect their career development in negative way. Thi s is because the companies cannot trust the employees who switch frequently. It has been analysed that in this generation, the candidates are available in large quantity but the jobs are not available that much thus it affect the employment level. Competition is very high and candidates have to be very effective and efficient in their skills to grab the jobs available (Lieber, 2010). The education level of these employees is too much high that their expectation from the work and life is so high. They are the rebellions and want freedom of speech. This is because they believe in sharing their views. Development of relationship and better working environment is very important for these people are very important. They look for the organization that provides tam with large benefits that helps them to maintain their life and work simultaneously (Stevens, 2010). This is because they are the people who want to live their life to the fullest ad look for money as well as comfort at the same time. They are hard as well as smart workers and have the social skills that help them to communicate with their managers properly. Conclusion: Changes in the trends of the work values can be easily observed in the above discussion. It has been analysed that it is not just the age factor that affect the values of the person but the social and historical development of the people also matters a lot (Tolbize, 2008). In the above discussion, the categorization is done in accordance with the age because most of the people go to the same situation at the similar time of their life span and this affect their life similarly. The mature baby boomers were more formal in their values as compared to the generation X groups. On the other hand, Millennial are considered as the rebellions that look for better opportunities and have entrepreneurial behaviour at their workplace. References: Adner, R., Kapoor, R. (2010). Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations.Strategic management journal,31(3), 306-333. Angeline, T. (2011). Managing generational diversity at the workplace: expectations and perceptions of different generations of employees.African Journal of Business Management,5(2), 249. Beutell, N. J., Wittig-Berman, U. (2008). Work-family conflict and work-family synergy for generation X, baby boomers, and matures: Generational differences, predictors, and satisfaction outcomes.Journal of Managerial Psychology,23(5), 507-523. Cennamo, L., Gardner, D. (2008). Generational differences in work values, outcomes and person-organisation values fit.Journal of Managerial Psychology,23(8), 891-906. Cogin, J. (2012). Are generational differences in work values fact or fiction? Multi-country evidence and implications.The International Journal of Human Resource Management,23(11), 2268-2294. Deal, J. J., Altman, D. G., Rogelberg, S. G. (2010). Millennials at work: What we know and what we need to do (if anything).Journal of Business and Psychology,25(2), 191-199. Guest, D. E. (2011). Human resource management and performance: still searching for some answers.Human resource management journal,21(1), 3-13. Gursoy, D., Maier, T. A., Chi, C. G. (2008). Generational differences: An examination of work values and generational gaps in the hospitality workforce.International Journal of Hospitality Management,27(3), 448-458. Kapoor, C., Solomon, N. (2011). Understanding and managing generational differences in the workplace.Worldwide Hospitality and Tourism Themes,3(4), 308-318. Kowske, B. J., Rasch, R., Wiley, J. (2010). Millennials(lack of) attitude problem: An empirical examination of generational effects on work attitudes.Journal of Business and Psychology,25(2), 265-279. Lieber, L. D. (2010). How HR can assist in managing the four generations in today's workplace.Employment Relations Today,36(4), 85-91. Ng, E. S., Schweitzer, L., Lyons, S. T. (2010). New generation, great expectations: A field study of the millennial generation.Journal of Business and Psychology,25(2), 281-292. Parry, E., Urwin, P. (2011). Generational differences in work values: A review of theory and evidence.International journal of management reviews,13(1), 79-96. Stevens, R. H. (2010). Managing human capital: How to use knowledge management to transfer knowledge in todays multi-generational workforce.International Business Research,3(3), 77. Tolbize, A. (2008). Generational differences in the workplace.Research and training center on community living,5(2), 1-21. Twenge, J. M., Campbell, S. M., Hoffman, B. J., Lance, C. E. (2010). Generational differences in work values: Leisure and extrinsic values increasing, social and intrinsic values decreasing.Journal of management,36(5), 1117-1142.