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Right around the same time as we moved into our new digs on Market Street, we launched Yammer's civic engagement initiative called Mid-Market Matters, which focuses our community efforts on issues affecting our new neighborhood. Through this initiative we encourage Yammer employees to get out of the office (as beautiful as it is) and interact with our neighbors - whether that means grabbing a coffee at MaVelous, taking dance classes at LINES Dance Center, or volunteering at a local non-profit. Up until the 1950s the Mid-Market neighborhood was a thriving theater district. www.office.com/setup (UPFROMTHEDEEP.COM POSTCARD, CIRCA 1957) www.office.com/setup (SOURCE: SAN FRANCISCO HISTORY CENTER, SF PUBLICLIBRARY) However, after years of neglect and the unfortunate consequences of various policy decisions, we were left with many empty storefronts and a haven for illicit activity. www.office.com/setup (SOURCE: UPFROMTHEDEEP.COM) After numerous attempts at revitalization, it seems we finally have a fighting chance to make some lasting improvements to the area. Thanks to the public-private partnerships formed and the intense focus by all parties involved, we hope to make a difference in the lives of Mid-Market residents and businesses. . This time around everyone is at the table (transit, the arts, non-profits, the Mayor's office, and the business community). We all want to bring Market Street back to its former glory! Since January we've been busy! So far we've sent 70 employees to St Anthony's Foundation to serve meals and sort clothes: www.office.com/setup We've donated 50 monitors to the Tenderloin Tech Lab. www.office.com/setup 15 employees volunteered at the Tenderloin Community School to help teachers with classroom activities www.office.com/setup And we've sent a few folks out to keep the streets safe while kids get to their afterschool programs. www.office.com/setup This Friday April 12th, Yammer is giving back in a big way. Al

Victorious Kidss Educares is best IB world school in Pune. Our motto is 'Learning to Love to Learn'. We focuses on education for building character. Learning is not merely for earning. The curriculum is strategically designed to develop learning to enable children achieve excellence in all walks of life and to lay a firm foundation for a strong character, a caring, a loving and a charming personality. We have certified following programmes 1. Pre primary programme 2. Primary years programme 3. Middle year programme 4. Diploma programme Visit is @ http://www.victoriouskidsseducares.org

WWW.OFFICE.COM/SETUP BLOGS: INTRODUCTION www.office.com/setup Blogs: Microsoft Access is a database creation and management program. To understand Access, you must first understand databases. In this lesson, you will learn about databases and how they are used. You will familiarize yourself with the differences between data management in Microsoft Access and Microsoft Excel. Finally, you will get a look ahead at the rest of the Access tutorial. Watch the video below to learn more about databases in Access. WHAT IS A DATABASE? A database is a collection of data that is stored in a computer system. Databases allow their users to enter, access, and analyze their data quickly and easily. They're such a useful tool that you see them all the time. Ever waited while a doctor's receptionist entered your personal information into a computer, or watched a store employee use a computer to see whether an item was in stock? If so, then you've seen a database in action. The easiest way to understand a database is to think of it as a collection of lists. Think about one of the databases we mentioned above: the database of patient information at a doctor's office. What lists are contained in a database like this? To start with, there's a list of patients' names. Then there's a list of past appointments, a list with medical history for each patient, a list of contact information, and so on. This is true of all databases, from the simplest to the most complex. For instance, if you like to bake you might decide to keep a database containing the types of cookies you know how to make and the friends you give these cookies to. This is one of the simplest databases imaginable. It contains two lists: a list of your friends, and a list of cookies. An illustration of two lists - www.office.com/setup However, if you were a professional baker, you would have many more lists to keep track of: a list of customers, a list of products sold, a list of prices, a list of orders, and so on.

Web 2.0 technology brings many new pathways for learning, especially for collaboration. Yet, for all its promise, organizations have been slow to adopt social learning. This week, two highly-experienced e-Learning designers and developers bring you a review of the foundations of what we are beginning to call "Learning 2.0," and best practices for overcoming obstacles to implementation.

A since deceased, highly-regarded fellow faculty member, Anthony (Tony) Athos, occasionally sat on a bench on a nice day at the Harvard Business School, apparently staring off into space. When asked what he was doing, ever the iconoclast, he would say, "Nothing." His colleagues, trained to admire and teach action, would walk away shaking their heads and asking each other, "Is he alright?" It is perhaps no coincidence that Tony often came up with some of the most profound insights at faculty meetings and informal gatherings. This story captures much of the sense of the responses to this month's question about why managers don't think deeply. The list of causes was much longer than the list of proposed responses. But in the process, some other questions were posed. Ben Kirk kicked off the list of reasons for the phenomenon when he commented, "… what rises to the top levels are very productive and very diligent individuals who tend not to … reflect and are extremely efficient at deploying other people's ideas," implying that this type of leader is not likely to understand, encourage, or recognize deep thinking in others. Adnan Younis added the possibility that "… managers are not trained for it." Dianne Jacobs cited the possibility that persisting assumptions borne out of success serve as "roadblocks to act on needed change" (proposed by those who engage in deep thinking?). Ulysses U. Pardey, whose comment triggered my recollection of Tony Athos, wrote that "Time-for-thinking is a special moment which can be resource consuming and an unsafe activity …" (Fortunately, Athos held a tenured position in an academic organization.) A number of comments alluded to the triumph of bureaucracies and large organizations over deep thinking. As Lorre Zuppan said, "I think Jeff Immelt's efforts to protect deep thinking reflect a nice sentiment but … If his team could carry the ball, would he need to announce that he's protecting it?" Tom Henkel was more succinct: "Ther