Sleep is a period of renewal that prepares us for the new day and enables our brain and body to perform duties that they cannot while awake.

Growing numbers of businesses are including good sleep in their wellness programs for their employees. Many of them now have sleep pods in their offices to improve productivity. In addition to diet, weight, exercise and smoking cessation, sleep wellness is now becoming part of our tools to prevent health problems; and this is a good thing.

Sleep is a period of renewal that prepares us for the new day and enables our brain and body to perform duties that they cannot while awake. Having a sufficient amount of high-quality sleep is vital for us to be healthier and to feel better during the day. Yet the number of people experiencing sleeping problems is on the rise.

The duration of healthy sleep varies from person to person. If the night’s sleep lacks quality –say, for instance because of frequent interruptions for the need to go to toilet – the total duration spend in bed extends. The craving or need for more sleep as a result becomes a sleep problem.

Sleep deprivation prevents certain brain functions that are enabled only during sleep. Sleep is necessary for learning and memory. Moreover, healthy sleep is crucial for appetite regulation, so insufficient sleep may result in weight gain.

In the general sense, sufficient and quality sleep is also essential for overcoming diseases and disorders. Therefore, many patients in the intensive care unit, especially those suffering from cerebral bleeding, edemas, or a heart attack, are put to sleep with drugs. Studies have shown that sleep is crucial for fast recovery of post-operational scars. It is essential that long hospital visits should be avoided so that the patient can have the much needed sleep.

Because metabolism slows down during sleep, all the bodily energy is redirected towards curing the brain and the body. Sleep is the time for repairing any part damaged during the day. Sufferers of sleep problems run a higher risk of developing illnesses such as Alzheimer’s and dementia. The number of neurons is important for memory as well. Their number decreases with age, weakening our memory. Age-related memory impairment stems from a breakdown of the brain’s communication network and can be prevented by healthy sleep. In addition, sleeplessness correlates with depression and cancer, too. The immune system also deteriorates in people experiencing sleep deprivation because it cannot be renewed and strengthened during sleep.

Coffee, tea, energy drinks, and other substances containing caffeine can prevent sleep for as long as six hours. That is, black coffee or strong tea you have in the afternoon may make it difficult for you to fall asleep at night. Similarly, if you have food that is high in fat and protein at a late dinner, you may experience problems drifting into sleep.

Working hours

Some people have to work at night so they can sleep during the daytime. People doing night shifts, for example doctors, nurses and police officers, frequently develop serious heart and brain problems. Our brains are created so as to stay asleep at night and awake during the day, so people who go to bed late at night experience more health problems. Sleeping during the day after a sleepless night leads to sleeplessness the following night. However, a nap (siesta) in the afternoon is extremely useful in that it virtually enables renewed morning freshness thanks to re-regulation of hormones.

Our body clocks are influenced by sunrise and sunset. Modern people are exposed to less sunlight during day and more artificial light at night, which has an impact on the time we fall asleep. Increased exposure to the morning sun and decreased exposure to artificial light (especially from phones and computers) can help our body clock readjust to a normal sleep schedule and hence help us sleep earlier.

Fixed waking hour

One of the most critical conditions for healthy sleep is to have a fixed waking hour. You should wake up at the same time no matter what time you went to bed the previous night. In fact, as a rule of thumb, you should get up from your bed at the same time in the morning whether it is weekend or weekday, work day or holiday, so that you can have a good sleep the following night.

The more tired you are when you go to bed, the harder it gets to drift into sleep. You should therefore avoid vigorous physical activity within a few hours before bedtime.

Contrary to widespread belief, reading books in bed, watching TV, or spending time on the mobile phone or computer makes it harder to fall asleep. Such activities should be done out of bed in another room, if possible, and the bed should be used for sleeping. In fact, sleeping somewhere other than your bed may also harm your healthy sleeping cycle.

Residents in big cities generally wake up very early to arrive at work or school on time and get back home quite late due to traffic. Sleeping late during the weekdays and waking up too early lead to an accumulation of sleeplessness, which needs to be made up for. Some research studies also have shown that late risers run higher health risks than early risers.

Certain regulations can be put into effect to help reduce sleep problems. For one thing, flexible working hours would enable more employees to start work later but more refreshed. Moreover, some businesses can arrange work schedules of their employees according to their body clocks. As a result, the performance and efficacy of the employees could be improved. Buildings can be made to let in more sunlight and thus dependence on blue light can be reduced.

Our need for sleep, daily and weekly, is more or less stable. This need is also related to your age. Sleep duration increases with your age: it peaks in your twenties and then your body clock tends to move back as you get on in years. As you get older, you need less sleep.

Sleep for physical formatting

Sleep used to be considered to be a time of rest until recently. Today, however, sleep is accepted as a time for restructuring and physical formatting. Snoring, sleep apnea, and frequent visits to the toilet prevent high quality sleep.

Growth hormones are produced the most during deep sleep. We should therefore be particularly careful about ensuring that children get enough and healthy (deep) sleep schedules.

Position

Sleep position is important, especially for the elderly. A position should be chosen that is least painful. For instance, the heart is believed to be more at ease when one sleeps on the right side. In this position, breathing takes place more through the left nostril rather than the right, enabling the sympathetic system to rest and the parasympathetic system to take over. When the parasympathetic system starts to work, drifting into sleep becomes easier and the duration as well as the quality of sleep increase. Sleeping on the right has been reported to be the tradition of the Prophet Muhammad, peace be upon him.

When you lie in bed, gaps remain between the bed and our neck, waist and knees. These gaps may need to be filled particularly for the elderly and those who suffer from pain in one’s back or neck. Herniated discs have become more common in employees doing desk jobs. A pillow can be folded slightly to support the neck, or special pillows that take the shape of the head and neck can be used. It may not always be necessary to fill in the gaps but if you have backache or hernia it might be necessary to support the waist. The support of a small pillow can be helpful in some cases of knee problems. In other cases, a soft pillow placed between the knees can be helpful.

Numerous studies in recent years have reported that cupping (hijama) and foot reflexology therapy can increase sleep quality. These two methods reportedly help discharge excessive static electricity and psychological stress that have accumulated in the body and thus make it easier to drift into sleep.

Oversleeping is as dangerous as sleep deprivation. It has been found that people who sleep more than eight hours a day have a higher risk of heart failure. A Norwegian study has shown that sleep that is more than eight hours or less than four hours increases the risk of heart failure. Conducted at the Norwegian University of Science and Technology, the study included 50,000 subjects aged 20-89 whose sleep patterns were monitored for 11 years. According to the results, people who slept more than eight hours or less than four hours had a 35 percent greater risk of dying from heart failure than people who sleep between six and eight hours. People who slept less than four hours were reported to have a 34 percent higher propensity for dying from heart failure.

It is important to make sure we have enough amount of sleep for both our physical and spiritual health; not more, not less. Having a siesta for 1-1.5 hours during the day can also prove useful. Oversleeping numbs the human mind, may bring gloom to the heart, and may cause us to lose our ability to make good judgments. Going to bed immediately after eating and drinking may also be a cause for various illnesses, including obesity.

References

1. Munshi, Neil. “Sleeping on the job can improve your work.” Financial Times, September 13, 2017.
2. Laugsand LE, Strand LB, Platou C, Vatten LJ, Janszky I, “Insomnia and the risk of incident heart failure: a population study”, Eur Heart J. 2014 Jun 1;35(21):1382-93. Epub 2013 Mar 5.

In this ever changing environment, managing resources has not only become very important, but it has also changed over recent decades.

The main concern is limited resources vs. unlimited needs; this has been the dilemma of people throughout history. Some societies thought that they had found the answer by trying to limit needs and wants, while some other societies promoted needs and wants, motivating people to work harder to satisfy the same. However, questions, such as How to decrease the cost of production? How to increase productivity? and What is the best method for motivating people? remained important through the last century.

These are the very same questions for which the business world is trying to find the answers.

The efficient management of resources is very important. The management of manpower plays a critical role in the satisfactory completion of this task. To maximize the use of all resources one must also maximize the use of human resources.

A New Approach: Coaching vs. Managing.

In recent decades, we have seen a new approach, the use and effectiveness of which has been increasing in management; COACHING. More organizations have become interested in coaching their employees rather than managing them.

Managers manage numbers, goals, objectives and activities for results.

Coaches develop others to reach higher levels of contribution, personal attainment, and success.

Managers ensure there is a place to work, a procedure to follow, and a system for monitoring business.

Coaches, on the other hand, build high-performance teams by focusing on interpersonal relationships with employees and guiding them to achieve their dreams and aspirations. Everything else is trivia that should be delegated to someone else or relegated to after-hours. A leader or coach makes the relationship with their employees the first priority.

Management today recognizes the need to have a winning organization; it must be more knowledgeable and competent in dealing with and developing people.

Traditional management methods, which are organization-centered, although they have served business well and have accomplished a great deal, are now being challenged by the needs of the employees and customers. In dealing with these new challenges, most managers find that they are at the limits of their current skills. A changing business environment requires us to continuously improve our approach to management. Now is certainly the time for a new methodology which incorporates many of the approaches used by successful managers. That is the fundamental change.

The process of evolution is at the base of the need to develop a management competency in dealing with and developing people. The belief that all employees are self- motivated and that the manager’s role is simply to direct the activities of their subordinates through intimidation or any other method, assumes a results orientation with little regard for the means. In such a system, the employees generally have little opportunity to provide input to the process, and management becomes a numbers game, with little or no attention being paid to developing skills or people.

Because it is people who make things happen, and because we are dealing with a more enlightened and demanding work force, blind submission to direction is no longer feasible. We all want and expect a clear communication of roles, responsibilities and resources, and we expect to be evaluated as we perform our assigned tasks. We have to understand the dynamics of interpersonal relationships and how we are perceived by the people we are leading. We have to develop a competence and consistency in dealing with the people who are reporting to us. Indeed, we have to develop multiple skills, combining the sensitivity of a leader who is viewed as a capable and involved person with those of a trainer who provides the subordinate with skills enhancement and a defined pay off.

The new approach is employee-oriented rather than organization-oriented.

High Trust Leadership: High trust equals high performance.

Today’s younger generation, as well as many of the older generation, are assuming different interests which change the desired expectations and outcomes of their lives. We need to tune into these changes and be aware of the fact that unless we present a work environment that aligns with these expectations, we may not be able to keep our better employees. Without competent players, exemplary results become significantly more difficult to attain.

There is a pervasive and accelerating transition from the long term relationship between the employer and the employee, which represented the norm in the 60’s, 70’s, and 80’s. Quality of life, family and independence have become the priorities for the worker in the twenty-first century. Management must be aware of these needs and it has to address the means by which the organization and managers meet them.

Each of us can remember a number of instances when we asked someone to explain or show us how to do something. Whether riding a bike, shooting a basketball or solving a difficult puzzle, there was a moment when we asked for help. Yet, after we asked for help, we were impatient with the helper or coach and wanted to get back to hands-on as rapidly as possible. Your team members are no different. They want to put their spin on the advice or the directions. The easier the manager makes it for team members to set the rules on how and when they are coached, the more likely it is that they will develop the discipline to find the information themselves and make their own decisions. An integral part of coaching is teaching and reinforcing. Whether it is sports or business, winning and losing do not depend on trick plays or new systems. The information your competition has is the same as yours. So what are you going to use to win? It comes down to motivating people to work and to prepare to play as a team. In a word, it is COACHING.

Six Essential Skills;

There are six essential management skills, or personalities, that are needed in order to optimize our efforts to become an effective coach.

1- Relationship builder: Get to know your team well and as individuals. Make sure you understand them, their values, their personal goals, and their objectives.

2- Team builder: In understanding each member of the team it becomes imperative that the manager develops the skills to link and blend these individuals into a coordinated, cooperative, and cohesive team in order to address the common goals and objectives of all.

3- Planner: An effective manager must also be a planner. Your team will look to you for direction, strategies, improvement processes, etc. They will expect guidance in managing their time and activities. It is essential that you have the necessary background, knowledge and skills to define and establish well thought-out road maps and game plans for your team.

4- Interactive Communicator: The essential key to acheiving this skill and the foundation for successful interactions is effective and active listening. Acquiring and sharing know-ledge and information is an integral part of the business world.

5- Organizer: A manager must also be an effective organizer. Organization is essentially preparing a framework for getting the job done properly, effectively, and efficiently.

6- Experience gatherer: Finally managers need to focus on the need to become experience gatherers. Managers must continue to expand their knowledge and their skill base and share that growth with their team members. To be a good manager, you must be a good leader and a great coach first.

The importance of coaching is that the scope of opportunity and success expands significantly as the manager’s skill dimensions increase. Therefore, the more effectively the managers incorporate each management dimension into their management process, the more likely it is that they will be able to attain results that are otherwise perceived as unattainable.

Leadership Qualities;

– Challenging the process: thinking out of the box.

– Setting the example: Do what you want your team to do, lead by example.

– Recognizing and rewarding value: Look for the right things that team members do and reward them; do not look to catch mistakes.

– Enabling others to succeed and attain goals: Make it the team’s own goal that they will accomplish.

– Establishing and sharing your vision: Give the team a road map and future hopes and dreams to catch hold to.

– Maintaining your commitments: Never break a promise and ensure that the goals and objectives are clearly communicated.

The organizations which employ more effective coaches to lead their work force will have the upper hand in the competitive business world, and will be a center for attracting better people. Since everyone likes to be on a winning team, it is critical for organizations which want to maximize their resources, lower their operation costs, reduce their turnover and increase loyalty to build teams to win. I hope to see every organization building their own winning team and getting ahead of the game.

The personal computer industry has created an enthusiastic, ever-growing market for multimedia technology for use in homes and businesses, the high profile of Internet (‘the data superhighway’) and continuing pressure to work and learn more efficiently have added to the demand for new concepts in education and training. The characteristics in demand are flexibility, user- friendliness and lower costs.

Ten years ago computers were command-driven and mostly used for simple tasks such as word-processing. These days graphical interfaces and user-friendly programming have revolutionized the old ‘cold face’ of computer working. Applications such as Windows, OS/2, and Mac Systems are now mouse-driven, capable of multi-tasking, and less intimidating for the novice. Computers are now used for CAD (Computer Aided Design), CAM (Computer Aided Manufacturing), graphics, communication, automation, simulation, animation, and much more. Complex tasks are easier then ever before and have replaced human labour in many areas.

Development of new and better computers, local area networks (LANs). remote access software (especially ATM (Asynchronous Transfer Mode) and ISDN (Integrated System Digital Network)), using the latest in leased and digital telephone lines, have opened up new horizons in working, teaching and learning practices. These developments in remote communication systems have greatly reduced the need to travel. Wide availability of this technology has changed the working practices of some companies fundamentally. Teleworking is recognized as a practical alternative to conventional office working. Video-conferencing facilities enable direct visual and audio contact between emote offices, and almost instantaneous information/document transfer. Working from home means not having to be in the office, more control over daily schedules, the freedom to live further from the workplace, and relief from the stresses (and costs) of commuting. The company benefits from reduced office rental and personnel costs: expertise and skills can he dialled up as needed,

Reduced hardware and software costs and increased computing power have extended and popularized teleworking applications. Medical specialists can now examine patients on a screen and give advice down a phone line: just such a link-up exists between some hospitals as far apart as the USA and Saudi Arabia. It is possible to attend a lecture without leaving one’s favourite chair, while still having the opportunity to ask questions and have them answered. ‘Distance learning’ technology has especially important implications for the disabled who can access education without the stress of getting to a class or (unless they want to) facing class-mates. New York University’s School of Continuing Education is building its own Virtual College. Other institutions, such as California Polytechnic and the New Jersey Institute of Technology, are exploring similar projects.

Interactive distance learning is not just a future project. In many isolated places in the USA school children already enjoy such facilities via dial-tip modems: they do not have to travel through rain and snow any more. And getting on to the school communications network does not cost the user any more than an ordinary telephone call.

In the past, computers in schools ate into school budgets without providing any appreciable return. In companies, investments in information technology were used mostly to automate old learning processes instead of to enable new ones. All that is starting to change. Enormous growth in CD-ROM drives, LANs and Internet connections, multimedia, and collaborative software environments, is fuelling a wave of new, better teaching tools. Networking enables virtual workgroups to be set up almost instantly. There are dial-in services that permit anytime/anyplace access to course materials and fellow students.

The technology promises more than just an improvement in educational productivity: it may deliver a qualitative change in the nature of learning itself. Because computers have no feelings, they make very patient teachers, incapable of exasperation or anger: and they can work 24 hours a day. Also, because they have enormous memory capacity and don’t make choices about what to remember, they can be responsive to questioning in many disciplines. The information they can offer can therefore be multi-disciplinary, multilevelled. Multimedia interactive packages exploit this to the benefit of system users. The consequence is a dramatic change in educational methods. Instead of a one-way information flow to the learner – typified by TV broadcast, video cassette or a teacher addressing a class of students passively taking notes – the new teaching techniques are two-way, collaborative, interactive, and interdisciplinary. Multimedia enables teaching material to change from a flat, one-dimensional text to something that moves, speaks, sings, has innumerable examples and references and lines of inquiry on hand if the individual user feels inclined to follow them up. Cut- and-paste features, now more or less standard, mean the user can compose notes, essays and reports which are just as lively and varied as the source he or she is accessing.

Studies on multimedia argue in favour of its effectiveness as a learning tool. The Software Publishers Association’s 1994 report on technology effectiveness cites accounts of measurable improvements from the use of animation, video, laser discs, CD-ROM books, and hypermedia. Cognitive studies show thaw people get 80 percent of their information visually but retain only 11 percent of that. They acquire significantly less through hearing but then remember a much higher proportion of it. A combination of the two methods is, unsurprisingly, the most effective of all boosting retention rates by as much as 50 percent. Therefore, the new system of ‘Education on demand’, in homes and on-the-job, is likely to become part of everyday learning activities.

Producing educational systems and materials has long been very big business in the world. The US spends $300 billion yearly on education from nursery through high school. More than half the schools in the country now use computers in almost every discipline, and 99 percent of schools have at least one computer. According to a report from IBM Academic Consulting, American institutions of higher education have spent an estimated $70 billion on computer-related goods and services over the past 15 years; of that amount, as much as $20 billion was for teaching and learning technology. Training magazine, in its annual industry survey, estimates that US corporations with more than 100 employees budgeted $51 billion for training in 1994. Some estimates put the total spending per year by all companies and their employees at $90 to $100 billion.

The Software Publishers Association’s Report on the Effectiveness of Technology in Schools, 1990-1994, a summary of 133 studies, found that educational technology clearly boosted student achievement, improved student attitudes and self-concept, and enhanced the quality of student-teacher relationships. In this area of learning, the most promising technologies are interactive video networking and collaboration tools. Computers are amazingly diligent teachers, they can stimulate creative thinking, promote enterprise, and sharpen curiosity. Of course, availability of hardware and software is not by itself the solution to current educational problems. Reaping the benefits of available technology first requires extensive teacher training, adapted or new curricula, and, most important, changes to educational models. Modern educational concepts emphasize individualized, hands-on learning: teamwork; and guided discovery of information. All of these require technological assistance, and they are almost impossible to achieve without the help of computers. It is right to note that for teacher training and for the preparation of individually designed course materials, the latest software packages, even with relatively little preparatory training, provide the appropriate tools.

The interactive technology has made education more accessible and more enjoyable. With the help of computers educators can tailor tutoring to the individuals own needs. There is more information about any topic these days than anybody can handle. Therefore, storing and retrieving readily available study materials on computers mean teachers can focus on explaining in form at ion instead ol conveying information. The implications of this transformation affect both students and teachers. Teachers become more like coaches, while students are free to discover knowledge on their own – they can browse, pick and choose what and how, and how fast, they want to learn.

Multimedia applications include analogue and digital video, 2-D and 3- D animation, audio, and even hyperlinks and digital links: CD-ROM discs and drives, graphics display hardware and sound cards. Digital signal processors for speech recognition and signal processing are starting to appear in desktop systems and will play an increasing role in learning systems. Given the enormous growth of CDROM-equipped PCs in homes, multimedia could soon become the key ‘crossover’ application linking the home and school markets.

Instead of the conventional broadcast model of distance learning, which requires participating students to watch a live video transmission via cable or satellite links or wait for days to receive a videotape in the mail, new schemes allow students to dial in at their convenience and participate in a class asynchronously. While it isn’t in real time, the opportunity for feedback and participation is enhanced by rich two-way communications channels.

The new employee-training concept of training on demand, learning while working. promises to bring information to employees at their workstations. Training as a separate centralized department in a company may soon be a thing of the past. The changing nature and growing diversity of the work force require new kinds of training in cultural sensitivity, communications skills, and problem solving. Employees are more geographically dispersed than in the past, and staff turnover is higher because companies and employees are less loyal to each other. Hardly anyone holds a job for life. Technology is evolving so quickly that skills require frequent refreshing. Taking workers to traditional classrooms means losing man-hours, heavier training costs and less hands-on training. Also, employee-training is a risky investment, given that the employee is free, after training, to go elsewhere. Companies are therefore trying to link learning to the job itself. This can take the form of expert systems integrated into the work area or even hand-held computers connected via wireless communications to a constantly updated information base. This kind of distant’ and ‘on-the-job’ learning is significantly less expensive than transporting employees to a central location, putting them up in hotels, and forfeiting their lost productivity. If the training material is distributed throughout the Local Area Network, trainees can pick it up for themselves. This increases retention of information and decreases learning time.

The single recent advance that is making the biggest difference in training and education is the Internet. It gives everybody easy access to information they cannot find locally or even, sometimes, nationally. Via Internet anybody can access almost any library resources in the world, talk to any interest groups or obtain any information from more than 30 million users in the Internet ‘community’. Thousands of Gopher, WWW, FTP, WAIS, ARCHIE servers offer terabytes of information on every subject imaginable. One can visit virtual galleries, virtual museums, virtual schools, virtual libraries, virtual communities, shop at virtual malls – and play games.

But, but….

Clearly the new technology facilitates access to information and in doing so makes many tasks easier, more agreeable, often more exciting. However, as we are all social beings, the importance of direct contact between people in the creation of the more subtle human skills should not be forgotten. Being paid for the efficient performance of tasks is not the only reason people work; they may also need to be out at work, away from their home-base, for purposes other than recreation, and to he physically part of a team. The sharing and exchange of experience between people. both in the context of the family and the work-place, is certainly instrumental in the creation of sound, responsible human character. That in turn is relevant to the capacity people have for making good’ decisions relating to their own and other people’s lives.

Information is not quite the same thing as knowledge, still less is knowledge to be confused with wisdom. Few parents can equal the capacity of television programmes, for example, to convey information to their children. Nevertheless, the role of parents in conveying (however indirectly and inexpertly) their experience of life to their children is the more decisive influence in moulding their children’s characters. It is certainly true that, in some families, children have more contact with the ‘present, immediate’ world of TV images than with the ‘past’ of their parents’ experience of life, but in these cases the TV is being abused, which is not the fault of the technology. Similarly, the new interactive multimedia information technologies should not be rejected because they might be abused. Rather, the dangers, the possible abuses, should be pondered and understood and proper regimes introduced to avoid the dangers. These new technologies are there and make available a vastly increased potential to get at and handle information. They cannot be a substitute for human relations, nor can they replace the learning and understanding that come through the experience of human relations.