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User: Kevlah

Kevlah — Sun, 19 May 2013 05:21:00 GMT

User: Aless

Aless — Sun, 19 May 2013 05:18:00 GMT

User: Jelic

Jelic — Sun, 19 May 2013 05:09:00 GMT

User: cathie

cathie — Sun, 19 May 2013 02:44:00 GMT

User: Aliane

Aliane — Sun, 19 May 2013 01:40:00 GMT

User: ramilrabang

ramilrabang — Sun, 19 May 2013 01:26:00 GMT

User: elsayed30006

elsayed30006 — Sat, 18 May 2013 22:46:00 GMT

Forum Post: RE: Unexpected data changes

mohan billakanti — Sat, 18 May 2013 22:00:00 GMT

As Mubasher Said, There might be some code running behind the scenes which is updating the data. Below information could help you to check.

1) If java script: Open the corresponding entity in Design mode, click on "Form Properties" on ribbon bar.

2) If plugin: Go to Settings-> Customizations->Default Solution -> Plugin Assemblies and see whether any plugins registered.

3) If workflow: Go to Settings->Processes

Thanks,

Mohan.B

Forum Post: RE: Mail Merge Email Issue

Muhammad Adeel Javaid — Sat, 18 May 2013 21:57:00 GMT

Please refer to the below mentioned link. It might be of help for you:

www.powerobjects.com/.../crm-2011-campaign-activities-email-via-mail-merge

Forum Post: RE: Account duplication on qualifying leads

Muhammad Adeel Javaid — Sat, 18 May 2013 21:50:00 GMT

The following link might be of help for you:

support.microsoft.com/.../2693711

Forum Post: RE: CRM Applications Certification

Muhammad Adeel Javaid — Sat, 18 May 2013 21:46:00 GMT

Here is a link from where you can get complete information regarding exams and costs:

www.knowledgewoods.in/.../certification_cost.html

Forum Post: RE: Dynamics Sitemap error

mohan billakanti — Sat, 18 May 2013 21:44:00 GMT

What is the error message you are getting?

Mohan.B

Forum Post: RE: CRM Security for Item Maintenance

mohan billakanti — Sat, 18 May 2013 21:12:00 GMT

Link mentioned by Adeel Can help you to understand/create roles and provide the Permission accordingly.

Couple of points to Note:

1) Always it is good practice to copy an existing role and modify as per our requirements.

2) I think, Extensions mean you are talking about custom entities, while adding permissions, you have a separate tab for custom entities, through which you can manage permission for the entities displayed under extensions.

Mohan.B

Blog Post: Retiring NavigateIntoSuccess.com

Vjeko — Sat, 18 May 2013 21:02:00 GMT

A couple of months ago, when I asked my friends on Facebook and Twitter if anybody knows how to move a WordPress blog to another domain, everybody said that I was crazy. You don’t do these things, they said. And yet, when they heard the reason why I was about to leave my old domain, everybody agreed.

NavigateIntoSucess.com has served me well. I moved my public WordPress website to this custom domain very early on. It has become a kind of a brand. But it is a pretty long name. You can easily mistype it. It’s difficult to remember it if you only occasionally stumble upon it. It doesn’t at all relate to me as a living person behind it. So I decided to move it all to a fresh new domain: vjeko.com.

NAV community is a live and vibrant one, and through my blog, a book, and other activities, I’ve met a lot of great people who all simply know me as “Vjeko”. It’s short. It was unusual enough that I managed to snitch the .com domain fairly early. And even though for most people I met, at first my Slavic name proved to be scary, unmemorable, and utterly unpronounceable (especially for my American friends who all still twist their tongues around pronouncing the hard “j” instead of simply “y” as it should be done), I’m pretty sure that strongly coupling my blog with my personal moniker will prove to be a smart thing in the long run.

So – I welcome you to vjeko.com, my new domain, and I hope that I find enough time to transform the to-do list I accumulated while working on the new blog into actual posts soon. Stay tuned, and hey – tell me what you think about this move!

Read this post at its original location at http://vjeko.com/blog/retiring-navigateintosuccess-com, or visit the original blog at http://vjeko.com. 5e33c5f6cb90c441bd1f23d5b9eeca34

Forum Post: RE: Import issue in CRM 4.0

Muhammad Adeel Javaid — Sat, 18 May 2013 20:59:00 GMT

You can also follow this link as well:

groups.google.com/forum

Forum Post: RE: ActiveX component can't create object.

FCAses — Sat, 18 May 2013 20:03:00 GMT

What is in this registry key ?

HKEY_LOCAL_MACHINE\SOFTWARE\Microsoft\Retail Management System\Store Operations\Hooks

Forum Post: RE: adding a pos system to a second location

FCAses — Sat, 18 May 2013 20:01:00 GMT

get HQ, VPN is not really good as most VPN will get you high latency (ping etc) and most POS functions pull database queries ( even idling POS pulls SELECT DATE() every second to see if alive.....)

HQ will help you

Blog Post: TOP TIPS TO HELP MANAGERS SUCK LESS

Fallon Cryer — Sat, 18 May 2013 19:50:00 GMT

No-one wants to work for a sociopath. Although, according to P Babiak and the article Corporate Psychopathy: Talking the Walk,” Behavioral Sciences & the Law (March/April 2010)—it’s likely that some of us will (or have).

When you’re the manager of a corporate team, you invariably find yourself in meetings/conversations focused on “building high-performing teams” or “fostering a culture of trust and collaboration”.

I’m currently preparing for a meeting where I’ll be leading a discussion on how to build a culture of trust and collaboration… it got me thinking—how do I do that? Literally. How I personally do that? What are the behaviors that I try to exhibit consistently to do that?

I started writing a list that combines things I strive to do, that I have appreciated in managers I have had or that I respect in other managers I see.

Even if you aren’t a manager yourself—the principles are largely based in leadership qualities. You can help your manager improve by modelling the type of behavior that you expect of them.

So here it is, my top tips to help you suck less as a manager:

HONESTY & INTEGRITY

Set a standard and hold yourself to it. Honor commitments, don’t make promises you can’t keep, be fair, give your people pride in working with someone who does what they say they will and who others enjoy working with. No-one wants others to feel sorry for them because their manager awful or embarrassing.

Be honest and give people the opportunity to make their own interpretations. People can only do the best, with the information they have. By withholding information that you think might be “unfavorable”, your attempt to save the other person from hurt or disappointment, robs them of the opportunity to make decisions with all of the facts.
Be honest about your feelings. Don’t whine. But if you are hurt or offended, communicate it clearly with honesty and dignity—there is lots of strength in self-awareness and acceptance.

HUMANITY

Being human and empathetic isn’t a weakness, it’s a strength. Commit to focusing on the integrity that you bring to your work and the way you interact with others. That cold and dissociative personality that some people associate with strength and leadership—stop that.

Treat everyone with respect and dignity. No matter who they are.
Listen & avoid distraction. When you’re talking to someone, be present, make eye contact, listen actively and make sure people feel heard. Don’t look at your computer the whole time.
Show that it’s safe to disagree with you. Demonstrate respect for differences of opinion and do not punish opposition.
Be empathic. You might not feel or think the same as someone else, but acknowledge that you hear them and understand where they are coming from is important.
Focus on individuals and manage to their strengths. Find out what they like to do and where possible, align their work to that—if you are unable to do that—be honest about it and have discussions about whether it’s the right team for them to be in.
Invite people to give you feedback. Let people see that you are open to learning and self-correction, and set an example of non-defensiveness.

FAIL & LET OTHERS FAIL

If you only win 7 out of 10 times—you’re still winning. So start acting like it.

If you or your team is too paralyzed by the fear of failure. How are you supposed to tick all of your corporate buzz words and reach the nirvana of “entrepreneurial spirit” and “innovation”? An environment that punishes failure drives deception, inhibition and kills creativity.

Set people up for success, support them—but give yourself permission to let them fail.
Let your people see that it's safe to make a mistake—focus on asking yourself and others what you can learn. Don’t limit yourself to corrective feedback OR limit yourself to praise. Look for the lessons in both success and failure.
If you don’t know something, be honest say "I don't know, but I will find out".
If you make a mistake in the way that you interact with someone, for example you are unfair or short tempered—admit it and apologize.

EMPOWERMENT

Micromanaging is the enemy of autonomy and creativity.

Don’t assume that the passive person wants to be that way. Ask what they would need to feel more proactive and in control of their work. Then (if possible) give it to them. Empowering people gives them permission to be autonomous, to get excited and chase goals more vigorously.

Openly approach problems as challenges and opportunities, not as unsurpassable barriers. Great managers should have and encourage, a healthy disrespect for the “impossible”.
Give your people opportunities to practice self-responsibility. Give them space to take the initiative, volunteer ideas, attempt new tasks, expand their range.
Delegate “Problems”, not “Solutions”. By asking for assistance in solving a challenge and shifting responsibility to someone else, it gives them the space to take initiative, expand their range and feel a sense of accomplishment. People like to know you trust them.
Assign responsibilities beyond what people think they can achieve—and let them know you believe in them. There is huge personal accomplishment in succeeding in an area you never knew you could. Warning: Don’t do this in a way that sets people up for failure.
Don’t play the victim. If your people constantly see you in a passive, un-empowered state—how do you think that makes them feel?
Resource empowerment. Don’t ask people to be innovative and then tell them that there is no budget or other resources—their enthusiasm and creativity will dry up and they will be demoralized and probably feel like you’ve wasted their time. People need information, resources and authority to do what is asked of them.

CLARITY

Take responsibility for the understanding of others. Strive for consistency and clarity. If you have a problem with people not delivering on what you asked for—look at yourself and see if you’ve been clear enough.

Give reasons for rules and guidelines. Don’t hand down order or say things like “this is the way we’ve always done it”.
Describe undesirable behavior without blaming. You don’t have to tear someone down to honestly point out the consequences of their behavior. Let people know what you want instead.

RECOGNITION

It isn’t the responsibility of a manager to come up with all of the super-dooper amazing ideas and then hand out the execution of them. It’s to coach and remove barriers.

If your team wins, you win. Don’t take credit for their successes. Stand beside them during failure.
Say thank you.
Don’t just reward passive people who conform. Reward intelligent risk taking and people who are action oriented.
Recognize publically, correct in private.

You might read these and say “Thanks Captain Obvious—this isn’t rocket science”. However, I find the trick isn’t in knowing what to do, it’s actually doing it—consistently.

I’m not going to pretend that I’m the world’s greatest manager or leader—every day I learn something and am presented with an opportunity to improve. One thing I do know, is that it’s helpful if you start from a position of genuinely caring about what kind of person you are and a healthy awareness for the impact you may have on others.

My final comment is one about managing yourself. Don’t just seek out roles as a people manager because you think it’s the only way you can achieve your career goals. Do it because you genuinely care about helping others be successful.

Forum Post: user access

cathie — Sat, 18 May 2013 19:49:00 GMT

I just installed microsoft dynamic gp 2013 but when I was trying to access the program the software needs to user and password. I need your help aobut user and passwrod to acces the software. user default is sa and password is ???

Forum Post: Recalculate inventory in AX 2012

Lamounia — Sat, 18 May 2013 19:42:00 GMT

hello everyone,

can you tell me how to recalculate inventory in AX 2012 and how to apply the results of recalculation in items.

thank you