Roses are beautiful but can be a bit challenging to grow. There are many
insects and diseases that can chip away at the health of your roses. He are six
symptoms of disease in your roses and how to treat them.
1. Malformed young canes or canes that are stunted
this is a fungal disease which is called powdery mildew. It covers stems bods
and leaves with a white powder that spreads in the breeze. The leaves will turn
purple and curl. To treat this, spray with Benomyl or Funginex.
2. Black spots on leaves
Aptly named, this disease is usually referred to as black spot. These spots
are circular and have fringed edges causing the leaves to yellow. To treat this
you want to remove infected leaves and pick up any that have fallen around the
plant. You can also buy artificial sprays to treat and prevent black spot.
3. Stunted or malformed flowers and leaves
Malformed leaves and flowers can be caused by spider mites. These little tiny
mites can be green red or yellow and usually hang around on the underside of the
leaves where they have a good old time sucking the juices. You can try applying
Isotox or Orthene to help treat these little pests.
4. Blistered leaves
If you notice the underside of your roses leaves are blistered you may have the
disease known as rust. Blisters are an orange red color in turn black in the
fall. This disease can live throughout the winter and in spring when new
sprouts formidable attack them. To treat this get rid of any leaves that are
infected both on the plants and on the ground. Spray Funginex or Benomyl every
seven to 10 days for treatment.
5. Flowers which are malformed or do not open
this is another problem with roses that can be caused by bugs called Thrips.
These are fain brownish yellow bugs that have fringed wings and damage your
plant by sucking the juices from the flower buds. To get rid of them you?ll
have to cut off the infested flowers. Malathion and Orthene may also be used to
treat this problem.
6. Leaves that are weak and mottled or show tiny white webs underneath
here you may have a problem with aphids. These tiny blogs can be green and
brown or red and often hang around in clusters under the leaves and flower buds
where they suck juices. Try spraying with diazinon or malathion in on to get
rid of them.
If you?re roses to not have any of these pests or diseases but are still
unhealthy looking you might want to look at the way you are fertilizing them.
Roses are very hungry and do require fertilization. Talk to your local
gardening store to find out what?s best for your area.
Lee Dobbins writes for http://gardening.subjectmonster.com where you can learn
more about all types of gardening including indoor gardening, container
gardening and organic gardening. Get
gardening tips to help improve your gardens today! - Want a High Performance
Organization? For a while now we have been hearing a great deal about High
Performance Organizations and High Performance Management and how achieving high
performance will improve your business. In fact in today's technologically
advanced, global economy high performance is not an alternative it is a
requirement for all businesses that want to prosper in the years to come. The
terminology of high performance sounds pretty straightforward; if performance is
at a peak then the business processes should follow suit and so then should
productivity, profits, and competitiveness. Let's investigate how it works. How
does business achieve high performance? The standard methodology for achieving
high performance within the workplace has been to breakaway from the traditional
and highly structured model of business organization to one that is more organic
and flexible. Within these organic systems managers are encouraged to create
teams of employees who work together toward a common business goal. The teams
are empowered to make decisions and solve problems, they monitor and improve
their quality, and each individual employee is seen as a contributing business
partner. Utopia at last...people have meaningful work, employees are respected
and trusted, creativity and innovation flourish, quality improves, and
productivity reaches levels unheard of only months before. Yeah right! So, what
really happens? Why does the theory of High Performance so often get derailed
when it is based on sound principles of human behavior and motivation? The
problem is not with the theory, it is in the execution!!!. Our culture is so
indentured to the traditional model of organization that, despite our best
efforts, it is almost impossible to remove the vestiges of managerial control,
division of labor, and the reams and reams of policies and procedures that trap
employees into doing things one way, and one way only. When well meaning
executives, managers, and consultants get a hold of the notion of High
Performance Management they often rush to create teams, write new job
descriptions, set up feedback systems, and create elaborate reward and
recognition programs all in an effort to convince their employees that they are
valued and respected and that their contributions are meaningful and appreciated
and will be rewarded. Again, all sound notions but the problem is that these
programs address only surface issues and they do not even begin to attack the
traditional notions and customs that continue to prevail. Think of
organizational dynamics like an iceberg where only 10% of the issues are visible
on the surface and the bulk remains hidden and potentially menacing underneath.
In truly High Performance workplaces managers do not have to "convince"
employees that they are valued, the employees inherently know they are valued
simply by the way the work is organized and performed. So what's wrong with
this picture???? The organization that is trying to be High Performance is
really no more than a traditional organization in disguise. It has adopted new
terminology and is trying out some new human resource management techniques but
the organization has NOT CHANGED the way that it approaches the system of
working. Work is still narrowly defined and departmentalized and management is
still controlling and directing the flow. On the surface it may sound like
things have changed but the employees know they are doing exactly what they did
before; except now, they are part of a "team" doing it. Make a real transition
using Human Capital Management (HCM) The only way to move toward true High
Performance is to adopt a system of Human Capital Management that helps measure
and execute real changes in the way that human capital (resources) is managed.
It starts with the realization and acknowledgement that your human, or
intangible capital is as important as your tangible capital and that like the
tangible items, human capital needs to measured and accounted for on a
consistent basis. Just as you want to keep your equipment in top shape so should
you keep your people in top shape - ready and capable of performing the job they
were hired to perform. Just as you seek investment opportunities for your
financial capital to grow, so you need to invest in your human capital and
provide them with opportunities to grow. By attending and understanding the
needs of your employees you allow them to perform to their capacity. This
maximum capacity yields high productivity and that is when you truly have a High
Performance organization. High Performance is as critical as it is possible. It
is a process that starts with philosophical change and ends with practical
solutions that lead to substantial improvements in the way work is accomplished,
the way work is perceived, and the amount of work that is achieved. Practicing
effective Human Capital Management that encompasses how the entire organization
runs and how it evaluates employee success, will create a natural link to High
Performance Management that will see businesses emerge as healthy, prosperous,
and highly competitive. About the Author Eva Jenkins is a visionary entrepreneur
whose rich history of accomplishments in business and finance serve as both the
foundation of and the fuel for her current success with VIP Staffing and VIP
Innovations. Jenkins a lightening rod for innovative thought and a divining rod
for uncovering hidden potential in businesses. Armed with a keen understanding
of the dynamics of human capital aqcquisitions and an astute sense of the best
way to leve
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