A Comparison of Shakespeares Prince Hamlet and Machiavelli’s The Princ

A Comparison of Prince Hamlet and Machiavelli's The Princeâ â â â â â â â â â Â Â â Machiavelli expresses that it is important for a ruler, who wishes to look after himself, to figure out how not to be acceptable, and utilize this information and not use it, as per the need of the case. Machiavelli's thoughts both investigate to the techniques utilized by Hamlet. Hamlet's craving to make the lord distraught and in the long run slaughter him, is the thing that he figures he should do so as to fix things. Hamlet battles to keep up his situation as ruler. Maybe he does not have the basic characteristics of a ruler illustrated by Machiavelli. Â As indicated by Machiavelli, the quest for all things viewed as upright and excellent will just prompt the sovereign's ruin. This is totally obvious on account of Hamlet, since he is on a mission to retaliate for his dad's passing. The fight among great and insidiousness is continually in the front line of Hamlet's brain, as he falters between acting common or seeking retribution altogether. In the first place, Hamlet battles to stay great consistently, however this causes him outrageous anguish. Hamlet is a legitimate man, who laments for his dad. He endures due to the untruthfulness of the others in the court, particularly his mom and his uncle, and later, Rosencrantz and Guildenstern. Hamlet can see through them all, and understand that they're unscrupulous. He expresses these words to Guildenstern: Anything besides to th' reason. You were sent for, and there is a sort of admission in your looks, which your modesties have not make enough to shading. I know the great King and Queen have sent for you. (Hamlet, II, ii., 278-280) Â Hamlet's trustworthiness is additionally observed when he is talking with his mom. In act I, scene ii, Gertrude asks him for what good reason the de... ...e his objective was to get and hold power. He needed to demonstrate Claudius to be an unfit ruler, and he did as such, yet just as Hamlet himself was going to bite the dust. Hamlet needed to cause sorrow by executing the lord, however at long last, he is viewed as a legend, since he exposed his dad's executioner. Â Sources Cited and Consulted: Dim, Terry A. Mr. William Shakespeare and the Internet. http://www.palomar.edu/Library/shake.htm. Jones, W. T. Bosses of Political Thought. Ed. Edward, McChesner, and Sait. Vol. 2. Boston: Houghton Mifflin, 1947. Lee A. Jacobus.â A World of Ideas: Essential Readings for College Writers.â fifth version. Boston, MA: Bedford/St. Martin's, 1998. Machiavelli, Niccolo. The Prince. Trans. Slope Thompson. Norwalk: The Easton Press, 1980. Shakespeare, William. The Three-Text Hamlet. Eds. Paul Bertram and Bernice Kliman. New York: AMS Press, 1991.

Write with Detailed Reference to at Least Three Stories and Show how Jane Gardam Reveals the Extraordinariness of Ordinary People Essay Example

Compose with Detailed Reference to in any event Three Stories and Show how Jane Gardam Reveals the Extraordinariness of Ordinary People Essay Jane Gardam utilizes an assortment of composing styles to give the characters and storytellers a feeling of phenomenon. She does this, for instance, through her decision of language that offers life to the characters. Three stories in this assortment that show this are The First Adam, Stone Trees and An Unknown Child.One of the manners by which Jane Gardam investigates the bizarre highlights of consistently individuals is the utilization of account voice, in first or third individual. The First Adam, is an account of a man named Bull. In the wake of discovering retirement exhausting, Bull came back to work in Drab. The relationship of the orang-outang is an image of Bulls desolate life, which additionally runs over using monolog all through the story. The crowd are first acquainted with Bulls exceptional lifestyle when he utilizes the expression My delicate special lady to portray his work. This story is composed utilizing a first individual storyteller thus he communicates his own m usings and emotions to the peruser. This is helpful for the peruser as they are seeing precisely equivalent to Bull thus increase a comprehension of the manner in which he sees Drab, his work and his life.This is like the style picked for Stone Trees which is about the storyteller, her life and told utilizing continuous flow. The story begins an excursion to the Isle of Wight where the peruser understand that her significant other has as of late passed on. One of the most significant purposes of this story is the storyteller over and again telling the crowd that she didn't need kids yet she finds that her better half previously had a child. This is appeared through the line so since you are which recommends that she comprehends that her significant other lives on in the kid. All through the story, the storyteller regularly utilizes you/I to give her perspectives about Anna, Tom, her significant other and their circumstance through the continuous flow. Having a first-individual story teller clarifying the circumstance, as she sees it, implies that the peruser can find attributes about Anna and Tom, the storyteller and her better half and the peruser can partake in her snapshot of acknowledgment towards the finish of the story. The exceptionalness of normal individuals is appeared in this story in the way that the storyteller adapts to the passing of her significant other and discovering that he had a child that she didn't know about.In complexity to this, a story written as an outsider looking in, for example, An Unknown Child is about a lady who has had a mis-carriage and about how her and her better half attempt to reconstruct their lives. After an episode in an eatery, Evelyn and Mick at long last start to lament for the loss of their own kid. The third individual storyteller lets us get some answers concerning the lives of a couple of various characters which have significant jobs in the story, for example, Evelyn, Mick and Elizabeth. This shows the exceptio nalness of evidently standard individuals by giving the peruser a picture of the characters, demonstrating their snapshots of self-acknowledgment and their connections with the other characters.A significant strategy utilized by Jane Gardam in these three stories to uncover the phenomenal idea of the individuals is a focal image or similitude which is conveyed all through the story. The most clear of these is the image of youngsters in An Unknown Child. For instance, on the excursion to Florence, An infant had watched them and where they were remaining was inverse the Innocenti child place. This is a significant element as it shows both their perspectives towards babies after Evelyn had an unnatural birth cycle. Evelyn takes a gander at all the youngsters and images of kids which recommends to the crowd that she is being daring. It likewise shows Micks perspectives towards Evelyn and the amount he thinks about her. This is indicated especially as he is sorry despite the fact that cl early Evelyn had settled on the choice to remain there. In The First Adam, there is a steady image of his work as a lady and the update that he doesn't have the opportunity to value his environmental factors like Venetia does in The Last Adam.The picture of his work, spread on the bed, recommends that he is incredibly engaged with it and considers Drab to be a task instead of a lovely spot. This outlines the exceptionalness of Bull, as he appears to have an extremely intriguing viewpoint of work a sees it distinctively to others. This urges the peruser to accept that he has a more grounded relationship with his work that his significant other. This, again is appeared by Bull calling his work his special lady. In conclusion, in Stone Trees, there is an image of the solidarity of stone in contrast with the life of a tree. This shows the characters perspectives and impressions of their lives and environmental factors in contrast with one another. For instance, where as the storyteller needs to freeze her adoration for her better half and doesn't feel that she can impart her affection to others, like the stone freezing tree, her significant other has contacted different people groups lives which is apparent from his youngster who resembles him in glances yet in addition in character. The storytellers reaction to the youngster is significant as it is the first occasion when she feels near an individual other than her better half represented by the last line so since you are which shows that she feels near her better half through the boy.In each of the three stories, Jane Gardam gives the impression of the characters being standard, unremarkable and normal. All through the three stories, the characters connections show the peruser that they are uncommon. In The First Adam, Bulls energy for his work is indicated when he alludes to it as his escort. Jane Gardam additionally uncovers the issues he has with having associations with ladies. Be that as it may, in An Unkno wn Child we see the connection among Evelyn and her significant other as being altogether different in examination. It is appeared to the peruser toward the starting that the connection between them is acceptable and that much after the awful occasion opening the story they are close and bolster one another. This isn't the situation before the finish of the story when Evelyn understands that she, never thought of him.We understand that Mick didn't reveal to her how he was lamenting thus simply bolstered her choices. Evelyn finding this is a urgent second as she understands that she has not lamented for the loss of their kid, which is appeared as her, sobbing finally. In this manner Evelyn is uncovered as remarkable in spite of the peruser trusting her to be a very unremarkable lady all through the story. This is like Stone Trees where the storyteller has a snapshot of self-acknowledgment when meeting her spouses youngster. It is uncovered to the peruser, in any case, as a crucial se cond when the kid, whose generosity astonishes the storyteller, starts her recuperating procedure Her absence of outrage here, and her acknowledgment of the way that he was having illicit relationships, unexpectedly kept them together. This demonstrates her to be unprecedented as her adoration for her significant other was incredible to the point that she felt it was the main way she could at present be with him.Throughout every one of the three stories, the characters assessments are depicted as the most significant element. This is critical in indicating the phenomenon of normal individuals as it gives them totally different characters and lives inside their own accounts. This can without much of a stretch be found in Bull in The First Adam where he tells the crowd precisely how he feels about his environmental factors and how he considers Drab to be a, grisly nation. This is significant as it exhibits his sentiments interestingly with his wifes who he says feels that she is bargi ng in his keeps an eye on world when she goes to outside nations to be with him. Also, in a story, for example, Stone Trees we are just offered the input of the storyteller and her contemplations of how Tom and Anna are feeling. In the two cases, we can just accept that the storytellers surmises are right until she understands that she has misjudged the circumstance. An Unknown Child, albeit composed from a third individual story position, focuses on Evelyns perspective and it is just as she understands her spouses sadness that the peruser comprehends it as well. In this story and in Stone Trees the peruser shares, or just somewhat envisions, every bit of relevant information of the characters lives.Another highlight that shows the uncommonness of conventional individuals is the turns that happen towards the finish of the story. This ensures the peruser sees that all the characters have more intriguing lives than was initially suspected. One of the most clear of these happens in An Unknown Child where Evelyns snapshot of self-acknowledgment happens and she sees that she, never thought of him. This delineates an astounding reality about Evelyn to herself and to the crowd that the family turning up late for supper acted like an impetus for them understanding what they have lost. The primary bend in The First Adam, notwithstanding, isn't so self-evident. I, for one feel that Bulls day of no work is the curve in this story as despite the fact that he was as yet exhausted in Drab, he is still in charge of his life. In Stone Trees, the storyteller is astounded at how merciful Peter is treating her, despite the fact that he is just seven. This brings out a snapshot of acknowledgment when she sees the pink starfish and sees the, developing things that are there constantly, however just every so often seen.All these characters experience The Pangs of Love which demonstrates them to appear as something else and sometimes uncommon. Jane Gardams utilization of composing s tyles, for instance first and third individual, monolog, continuous flow and utilization of allegories of themes show the crowd various highlights of the characters with the goal that they are viewed as people. The way that the characters considerations are by and large to the peruser causes them to identify with the characters and consider them to be astonishing for adapting to their troublesome circumstances in the manners that they do.

The Self Service Machine Term Paper - 2475 Words

The Self Service Machine (Term Paper Sample) Content: The Self Service MachineName:Institution:INTRODUCTIONSelf service machines are automated machines that provide a mechanism for individuals, basically customers to make their own purchases without the help of a salesperson or a retailer hence, they generally reduce on the costs of labor to organizations. Self service machines also enhance and improve on efficiency since they are quite faster and through this they help in reducing human traffic. Others such as the security check systems help in enhancing security.Our self service machines will generally comprise a wide range and variety of electronic machines ranging from automated teller machines, automatic vending machines, self service machines in supermarkets and in learning institutions, security check systems and electronic voting machines .In this regard, the electronic voting machines are in high demand in Saudi Arabia as the government has advocated for their use in ensuring fair and just.For example, our autom atic vending machines will be used to sell fast moving goods such as newspapers, ice-cream and candy and also serve drinks such as coffee in restaurants and hang out joints while the library self service machines will enhance faster borrowing ,renewal and return of library books and resources in the countryà ¢Ã¢â€š ¬s learning institutions. Our self service machines are basically tailored and designed to meet the needs of the people of Saudi Arabia by helping in improving efficiency in service delivery in the country since the machines have an advantage of added speed. This will help easing customer traffic and congestion reducing time spent in long tiring queues. We have made quite a good consideration that the country is a very populous country which is usually characterized by high influx of customers, especially in peak seasons making our products very ideal for the Saudi Arabian markets.Our marketing plan aims to create awareness of our self service machines in Saudi Arabia by advocating the benefits that the machines bring to organizations as well as to individuals. The plan covers on our organizationà ¢Ã¢â€š ¬s mission and objectives, segment description, customer driving marketing strategy, pricing strategy, promotional strategy and the marketing action plan. By introducing our products into the Arabian markets, we shall be sure to meet the various needs of the people of Saudi Arabia and bring in goods of value that shall surpass our customersà ¢Ã¢â€š ¬ expectations.MISSION AND VISIONThe mission and vision of our organization introducing our products into Saudi Arabia is to increase efficiency and ease customer traffic by saving up on time spent in long queues. This will be of great assistance especially during peak seasons such as the Eid-Ul-Fitrl festivities and public holidays. We strive and aim to supersede, surpass and exceed the average expectations of our customers with our high tech and quality products and eventually be the premium leading organization selling self service machines in Saudi Arabia and to also eventually conquer international markets.MARKETING OBJECTIVESThe organizationà ¢Ã¢â€š ¬s marketing objectives include; developing and creating awareness concerning our brands to almost all parts of Saudi Arabia with an aim of targeting and capturing a steady and significant number of the countryà ¢Ã¢â€š ¬s citizens. Increasing our sales up to 50% in the first years of penetrating into the Saudi Arabian markets and realizing rational and realistic profit margins from our sales is also part of our marketing objectives.SEGMENTATION DESCRIPTIONWe aim at targeting various market segments that are best ideal for our products; first, the organization aims to targeting supermarket and learning institutions. The supermarkets and the learning institutions will offer huge markets for our products since we are creating awareness for the many supermarkets in Saudi Arabia to replace their tellers with the automatic machines .Learning institutions will also find our products very useful because they will help in the process of borrowing, renewal and return of library resources and any follow up on the schoolsà ¢Ã¢â€š ¬ library materials can easily be made with these machines.Our organization will also target on restaurants and hang out joints that specialize in selling fast moving goods such as coffee, ice creams and candy. Saudi Arabica has a large proportion of its population comprised of the young generation and these kinds of items are commonly purchased by the young people. Some of the items are addictive in nature, for example candy and coffee. This leads to habitual buying habits.The above business premises will want to improve on their services by serving more customers at shorter periods of time , hence the self service machines will come in handy for them. As a result of these items being addictive in nature, the young people develop a habitual buying habit. The youth, especially those in the income earning brackets are also known for impulse buying since they do not have many responsibilities to attend to. Saudi Arabiaà ¢Ã¢â€š ¬s economy is also very strong due to the returns they get from exporting oil, hence the citizens often go out to entertainment places that sell these fast moving items. Due to these facts we are highly targeting restaurant and recreational business owners.CUSTOMER DRIVEN MARKETING STRATEGYThe organization aims to position itself as an organization that provides reasonable prices for their products that are basically effective, efficient and have up to date operation systems that will surpass our customersà ¢Ã¢â€š ¬ expectations .We hope that our customer value positioning will leverage our organization and make it gain a competitive advantage over other competitors. Hence, we aim to distinguish and draw a clear distinct of our organization against other organizations by developing value to our customers beyond just the provision of our prod ucts.We plan to offer after sale services to our clients and customers such as free transportation to the clientà ¢Ã¢â€š ¬s premises, free technical advice as well as free installation. Another part of our customer driven marketing strategy is introducing a reward system where customers earn points where ever they make purchases. These points will eventually accumulate and our customers can get our products at discounted prices using the redeemed points.We will also embrace customer feedback mechanisms to get back to what the customers really need. Customer feedback is very essential to any organization as the management is able to realize areas where their products need improvement. This will continually make sure that we make products that match the various needs and wants of the Saudi Arabia people. Due to the rapid changes in technology in Saudi Arabia, people have their needs constantly and frequently changing, hence it is important to keep up to pace with their dynamic needs in order to be able to survive in the markets (Bowen,2014).Lastly, among our customer driven marketing strategy is embracing the business referral concept. This is by encouraging our customers to make referrals of our organization to other customers by spreading the good word about our organization. We will encourage our customers to make more referrals by rewarding customers who bring in new clients to our business. Through this customer driven marketing strategies we hope to create customer loyalty and eventually realize repeated purchases from the customers.PRICING STRATEGYWe aim to use a couple of pricing strategies that we hope will be able to entice and bring us costumers to increase and expand on our clientele base. Saudi Arabia is a wealthy country, a factor that has been contributed to the fact that the country exports oil(Shoult,2006). This makes a conclusion that most of the countryà ¢Ã¢â€š ¬s citizens are high income earners. In regard to this case, discrimination pric ing strategy would relate well to the Saudi Arabian markets. This is a strategy where the same product is sold at different prices to different customers in different geographical localities .Hence we plan to fix slightly higher prices to products that will be sold to the well off areas as compared to other areas. We believe we have products with quality features that will encourage the implementation of slightly higher prices in these areas. This will help us in maximizing revenue returns and profit margins.Our organization will also introduce the penetration pricing strategy .This a strategy where we shall fix low prices to the products during the introductory stages but eventually raise the prices as time goes by. This will help the organization to penetrate into new and potential markets within very short periods of time and enable us to position our products against other competitors, making us gain a competitive edge. This strategy has been documented to be a very effective pr icing strategy.These pricing strategies, complemented and coupled by our high quality products will significantly help us in achieving and conquering huge market shares in Saudi Arabia.PROMOTIONAL STRATEGIESPromotional strategies fall as one of the most essential and crucial tactics that an organization can adopt to help in gaining competitive advantages over the competitors. This is because promotional strategies create awareness about a product to members of the public as well as putting a reminder about the existence of a product to the already existing customers. In regards to this, we have adopted vigorous promotional activities and strategies that will shall implement in order to be able to realize our marketing objectives.Our most important objective is to position our organization as the premier organization offering self service machines in Saudi Arabia., hence our first marketing strategy is a str...

The 5 Principles of Adult Learning Pioneered by Malcolm Knowles

Teaching adults often looks very different from teaching children. Adult educators can make assumptions of their adult students that they would not make of children because adults have had vastly different life experiences and come with their own unique sets of background knowledge. Andragogy, or the practice of teaching adults, studies the best methods and approaches for effective adult education. Malcolm Knowles Five Principles of Andragogy Those teaching adults should understand and practice the five principles of andragogy espoused by Malcolm Knowles, a pioneer in the study of adult learning. Knowles posited that adults learn best under the following circumstances: The learning is self-directed.The learning is experiential and utilizes background knowledge.The learning is relevant to current roles.The instruction is problem-centered.The students are motivated to learn. By incorporating these five principles of andragogy into instruction, adult educators and learners alike will experience greater success in the classroom. Self-Directed Learning One of the most important differences between teaching children and teaching adults is the self-concept of adult learners. While young students tend to be dependent on their teachers to guide their learning and provide opportunities for application, adult learners are the opposite. Adult learners are usually mature and self-confident enough to know how they learn best, what their areas of strength and weakness are, and how to go about learning. They dont require much help acquiring resources or developing goals for learning because, in most cases, they have done this before and already have reasons for being in school again. Adult educators need to grant their students plenty of space and be there to support rather than guide. Another benefit of self-directed learning is that students can design their studies around their preferred learning style—visual, auditory, or kinesthetic. Visual learners rely on pictures. They benefit from the use of graphs, diagrams, and illustrations. They learn best when they are shown what to do or what something looks like. Auditory learners listen carefully when they are learning and draw the majority of new knowledge through their ears. Things make the most sense to them when they are told how something should be. Tactile or kinesthetic learners need to physically do something to understand it. By performing something for themselves through a degree of trial and error, these learners will experience the most success. Using Experiences as a Resource Adult educators need to utilize each set of background knowledge in their classroom as a resource. No matter how old your adult learners are or what type of life they have led thus far, every one of your students will have acquired an extensive cache of experiences that you can draw on to make the most of what everyone brings to the table. Rather than behaving as if the classroom should be a level playing field and ignoring irregular stores of background knowledge, use them to enrich instruction. Your students could be coming from vastly different walks of life. Some will be experts in an area that your whole class could benefit from learning about or will have experienced something very unfamiliar to the rest of your students. The moments of authenticity and spontaneity that come from sharing with each other will prove to be some of the most powerful. Tap into the wealth of wisdom of your class as much as possible. Relevance of Material Adult students are most likely to want to learn about subjects that will have immediate pay-offs in their life, especially as it pertains to their social roles. As adults start to navigate marriage, parenthood, career positions, and other complex roles, they begin to orient themselves exclusively to them. Adults have little use for material that is not relevant to the roles they already occupy and this is another reason for allowing students to play a part in designing their own curriculum. For example, some of your learners will want to learn about career advancement, but some, perhaps retirees or stay-at-home parents, will not need this information. The job of adult educators is to get to know students well enough to be able to teach to their roles. Always keep in mind that your older students are there to accomplish something and probably have busy lives. The goal of adult education is to fit the needs of your students, who are more often than not opting to be there because they identified an area of need for themselves—ask and listen to them about what they want from this experience. Problem-Centered Instruction Adult learners do not desire to learn about material that doesnt fit into their lives and they do not usually want their learning to be abstract either. Adults are practiced, knowledgeable, and flexible learners that have a lot of problems to solve. Unlike young students, they do not usually need long to think about unfamiliar subjects before trying a skill out for themselves because they exercise their problem-solving skills every day and learn more each time. Adult educators need to tailor their instruction to specific problems that their students face rather than approaching their teaching one subject at a time. Andragogy is about spending more time doing than learning and the quality of instruction is much more important than topic coverage. Motivation to Learn â€Å"When the student is ready, the teacher appears† is a Buddhist proverb that applies well to all areas of education. No matter how hard a teacher tries, learning only begins once a student is ready. For most adults, returning to school after several years can be intimidating and a certain degree of apprehension should be expected in adult learners. Getting past the initial uneasiness of adult learners can be a challenge. However, many adult educators find that their students are eager to grow their knowledge. Adults that have chosen to go back to school are probably already motivated to learn or would not have made the choice to continue their education. The teachers role in these cases is simply to encourage this motivation and help your students maintain positivity toward learning so they can move past any discomfort they may feel about their situation. Listen carefully for teaching moments and take advantage of them. When a student says or does something that cues a new topic, be flexible and discuss it, even briefly, to show your students that their interests are important.

The Term Organizational Culture Essay - 2100 Words

Introduction A look at simply a couple of works that utilization the term organizational culture will uncover huge variety in the meaning of this term and much all the more in the utilization of the term society has no altered or extensively importance even in human sciences, however variety in its utilization is particularly discernible in the writing on hierarchical society. This is mostly identified with solid contrast in the reason and profundity of books and articles. Be that as it may, likewise the wide variety of logical teaches and exploration introduction included in organizational culture studies makes the field extremely heterogeneous. The idea of society appears to fit altogether different uses as aggregately imparted manifestations of, for instance, thoughts and insight, as images and meanings, as qualities and belief systems, as guidelines and standards, as feelings and expressiveness, as the aggregate unconscious, as conduct examples, structures and practices, and so forth, all of which may be made focuses of study. Obviously, culture is not special thusly. Really, most if not all noteworthy idea in association studies and sociology has a tendency to be joined by an assortment of diverse implications and definition. (Alvesson,2013,P.1) â€Å"Culture is the collective programming of the human mind that distinguishes the members of one humanShow MoreRelatedOrganizational Culture Within A Hospital Setting1693 Words   |  7 Pages There is a tremendous amount of literature regarding Organizational Culture as it relates to corporate business. Peters and Waterman (1982) book, In Search of Excellence: Lessons from America’s Best Run Companies, became the blueprint for organizational success. With the paradigm shift of hospitals becoming more â€Å"business- like† through mergers, acquisition, and pay for performance, organizational culture in a hospital setting will need to be furthered analyzed and defined as a predicator of successRead MoreHr Intergation with Cultural873 Words   |  4 PagesHR and Integration Contribute Organizational Culture to Google, Scripps and UPS Success MSL660 Human Resource Management Billy Manning Belhaven University Dr. Adam Google over the years have developed a working relationship with HR and the organizational culture that has made them a leading competitor in their marketplace as well as a successful one. At Google one can see how organizational culture and HR strategy contributed to their success. For example, the human capital whichRead MoreEssay on Organizational Behavior Terminology and Concepts1024 Words   |  5 PagesOrganizational Behavior Terminology and Concepts   Ã‚  Ã‚  Ã‚  Ã‚  The behavior of employees within any organization is paramount to the success or failure of that organization. The study of organizational behavior is a science with its own vocabulary and terminology. This essay will describe some of the more common key concepts and terminology and relate those to the modern United States Navy.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"An organization is, simply, a body of people organized for some specific purpose† (communication, 2005)Read MoreVisual And Verbal Components Of An Organization Essay1624 Words   |  7 PagesIntroduction Culture is something like behavioral rules which are unwritten and unspoken that is produced when group of people comes at a place to work together. Culture is created by the attitude, the values, beliefs and important assumptions as well as performance and activities shared by a group of people. Organizational culture is made up of every sort of experiences that all employee brings to the work place. Organization culture is particularly introduced by the organization s founder, executivesRead MoreHow Organizational Culture Affects The Success And Failure Of An Organization Essay1134 Words   |  5 Pagesof an essential factor to all organization, which is organizational culture. It is the key to make a success of an organization, as well as the reflection of the company’s manager leadership. In this essay, the definition of organizational culture, how organizational culture can influence both the success and failure of an organization and what managers can do to create an encouraging and effective culture at workplace will be discussed. Culture is defined as all of humans’ perception, knowledge,Read MoreCulture Metaphor - Morgan G.19861442 Words   |  6 Pagesof the major strengths of the culture metaphor rests in the fact that it directs attention to the symbolic significance of even the most rational parts of organizational life ( Morgan, G. 1986) Discuss the issues raised in the quotation above, and comment on: †¢ †¢ †¢ the effects of organization culture on the design of organization structure; the effects of national culture on organization culture; and the ways in which power exists in different organization cultures. Metaphor is a method to explainRead MoreHow Organizational Size and Structure Influences Control1375 Words   |  6 PagesHow Organizational Structure, Size and Control Determine Culture Abstract The agility of any enterprise and its acuity in recognizing new opportunities while averting risks are critical skills that need to be continually improved if any business is going to survive the increasingly turbulent economic conditions of many industries today. Of the many concepts, frameworks and initiatives for making an organizational culture more agile, responsive and capable of dealing with opportunity, uncertaintyRead MoreMy Personal Definition Of Organizational Behavior Essay1226 Words   |  5 Pagespersonal definition of â€Å"organizational behavior† and how it affects the workplace in a both positive and negative way. As I established a definition for organizational behavior on my own, I realized how broad the term really is. I will discuss the different leadership styles and how they benefit the workplace, how the employees work ethic is based on the different organization structures, how organizational behavior can be promoted by organizational constraints, an d how culture can affect the workplaceRead MoreThe Key to Hrm Is the Link Between Organizational Activities, Employees and Business Strategy. Culture Is Often Overlooked Within Understanding How Employees Behave.1032 Words   |  5 PagesThe Key to HRM is the link between organizational activities, employees and business strategy. Culture is often overlooked within understanding how employees behave. Stone (2010, p. 4) defines human resource management (HRM) to have a focus on managing people within employer and employee relationship. There is a specific link between the productive use of people achieving the organization’s strategic business objectives of which involve a certain time frame and the satisfaction of individualRead MoreOrganizational Culture And The Social Environment Of The Workplace1590 Words   |  7 PagesFoundation Organizational culture was discovered to be an important factor in the social environment of the workplace. The attitudes and beliefs of employees and management are what have shaped the culture of an organization. The culture of an organization has been particularly important in the healthcare setting because it has shaped the type of healthcare that the patients receive within the healthcare organization (Sovie, 1993). The construct organizational culture was developed after the term organizational

Three Keys to a Happy Life free essay sample

Three Keys to a happy life Everyone wants to live a happy life. We will write a custom essay sample on Three Keys to a Happy Life or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page But where does happiness come from? Buddha said  Life is a creation of the mind. Shakespeare put it this way when he said  There is nothing good or bad, but thinking makes it so. Therefore, the first key or the most important key to a happy life I would say is Positive Thinking. Maybe all of us have heard of this famous question: is the glass half-full or half-empty? An optimist observes what is in the glass – the full half, because he focuses on what he has. On the other hand, a pessimist observes what is not in the glass – the half empty because he focuses on what he doesn’t have. When we always think of what we don’t have and what we are losing, we never feel happy. Furthermore, negative thinking can take a lot of time and too much emotional energy, which absolutely does not lead to a happy life. In addition, positive thinking makes us have a feeling of excitement about something pleasant or exciting that we know is going to happen. Such a feeling is anticipation.No matter what our circumstances are, if we have something to look forward to, we bring happiness into our life well before the event actually takes place. In fact, sometimes the happiness of anticipation is greater than the happiness of the actual experience itself. With this in mind, we may say if the future holds no pleasant promise its very hard to be happy. However, sometimes unrealistic anticipation may get us lost. So we need to simplify in order to stay positive. This is my second key to a happy life – simplification. Every day we often rush through things, trying to get them done, trying to finish as much as we can.We pass quickly through one destination and then move into the next. At the end of each day, we’re probably too exhausted and too stressed out to even notice the simple things that can make us happy. For example, maybe some of us have such experience. When we travel to the other cites or countries with tour group, we are always fully scheduled. Each day we have to see a lot of places and we are only allowed to stay at each place for 30 minutes or at most one hour just for taking some pictures. We have to hurry from one spot to the next.At the end of the tour, we only feel tired and remember which places we have looked around but have no idea how beautiful they are. However, if we put away the tour group and cut the schedule in half, stay longer at each place, enjoy every moment at ease. That would be another story. So, when we simplify our life, we have time for what’s important to us, for what we really want to be doing, for spending time with loved ones, for doing things we’re passionate about. That’s a happy life. Finally, people can’t live alone and isolated. We must have our social life. Social life includes friends and family.Ancient philosophers and modern scientists agree that strong relationships with other people are critical to a happy life. We need close, long-lasting relationships; we need a place to belong to; we need to give and receive support perhaps surprisingly, giving support is just as important to happiness as getting support. These 3 keys of happiness are beliefs that I hold and they have worked for me in the past and they work for me now. I sincerely hope these 3 simple and easy to apply keys can also work for all of you. My wish is for all of us to have a happy life and enjoy it!

Mcdonaldization Of Society Essays - Fast Food,

Mcdonaldization Of Society The way that Burger King and other fast food restaurant chains do business and markets their products to consumers is due to the change in our society to where the consumer wants the biggest, fastest, and best product they can get for their money. This change in society can be attributed to a process known as McDonaldization. Although McDonaldization can be applied to many other parts of our society, this paper will focus on its impact on Burger King and Taco Bell restaurants. My belief is that the process of McDonaldization has lead our generations toward a more a much more efficient lifestyle, with much less quality. From my observations and studies of these fast food resturants, several themes have become apparent to me. The first and overall theme that emerges from the idea of fast food is that the employees of these establishments seem to work more as machines, rather than people offering a service to the public. A second theme that can be identified from my observations would b e that the people visiting these fast food restaurants are more or less searching for the most efficient way to get what they want, giving little or no regard to the quality put into it. According to Ritzer, the founder of the concept of McDonaldization, it is the process by which the principles of the fast food restaurant are coming to dominate more and more sectors of American society as well as the rest of the world. Upon walking into Burger King restaurant, I found that most of the people waiting in line to place their orders or receive their order were younger or middle-aged, and had children or were students. All of these people shared a common attitude of being hungry and impatient. The people gave little to no regard to how hard the employees behind the counter were working or struggling to work faster. Many patrons were short tempered, rude, or incredibly ill-tempered when placing their orders yet the employees still smiled at the next person in line, repeating the same phrases over and over, Can I help the next person in line please, or, Would you like a drink or fries with that? These repetitive phrases and actions of the employees of both Burger King and Taco Bell were small examples of the machine-like theme identified in the work setting of fast-food restaurants. Employees were taught to disregard disgruntled patrons and move through the line as fast as possible so that each patron would be served in a timely and satisfying fashion. Just as a machine would pull items in at the beginning of the assembly line and throw them out at the other end of the line, so did the employees treat the patrons of their establishment. This is achieved by calling them to the counter and filling their order then sending them on their way with a kind, almost sarcastic, Thank you, have a nice day! Upon visiting Taco Bell, another fast-food restaurant, I found the same scenarios as Burger King, and in some instances, more obvious examples of machine-like employees. The areas that were designated for the filling and preparation the orders were clearly out of the public view, so that patrons would not be able to see the assembly line on which their lunches were being prepared. The food is prepared and heated in stainless steel containers, sour cream, guacamole, and hot sauce are all squirted out of hand held stainless steel, sauce guns, and the tortillas are kept in a, steaming box, for several hours until they are all used to make burritos and tacos. These are just the examples of how the food is prepared, the ay in which the employees work is much more detailed. The employees stand along a counter and fill the orders in an assembly line fashion. One worker pulls the tortillas out of the steamer and shoots sauce onto it then slides it down to the next worker who may add the chee se or meat. This worker will then slide it down to the next worker who might be responsible for adding the lettuce or tomatoes. Finally the burrito is slid down to the next

Vietnam War The Easter Offensive

Vietnam War The Easter Offensive The Easter Offensive occurred between March 30 and Oct. 22, 1972, and was a later campaign of the Vietnam War. Armies Commanders South Vietnam United States: Hoang Xuan LamNgo DzuNguyen Van Minh742,000 men North Vietnam: Van Tien DungTran Van TraHoang Minh Thao120,000 men Easter Offensive Background In 1971, following the failure of the South Vietnamese in Operation Lam Son 719, the North Vietnamese government began assessing the possibility of launching a conventional offensive in spring 1972. After extensive political infighting among senior government leaders, it was decided to move forward as a victory could influence the 1972 US presidential election as well improve the Norths bargaining position at the peace talks in Paris. Also, North Vietnamese commanders believed that the Army of the Republic of Vietnam (ARVN) was overstretched and could be easily broken. Planning soon moved forward under the guidance of First Party Secretary Le Duan who was assisted by Vo Nguyen Giap. The main thrust was to come through the Demilitarized Zone with the goal of shattering ARVN forces in the area and drawing additional Southern forces north. With this accomplished, two secondary attacks would be launched against the Central Highlands (from Laos) and Saigon (from Cambodia). Dubbed the Nguyen Hue Offensive, the attack was intended to destroy elements of the ARVN, prove that Vietnamization was a failure, and possibly force the replacement of South Vietnamese President Nguyen Van Thieu. Fighting for Quang Tri The US and South Vietnam were aware that an offensive was in the offing, however, analysts disagreed as to when and where it would strike. Moving forward on March 30, 1972, Peoples Army of North Vietnam (PAVN) forces stormed across the DMZ supported by 200 tanks. Striking the ARVN I Corps, they sought to break through the ring of ARVN firebases located just below the DMZ. An additional division and armored regiment attacked east from Laos in support of the assault. On April 1, after heavy fighting, Brigadier General Vu Van Giai, whose ARVN 3rd Division had born the brunt of the fighting, ordered a retreat. That same day, the PAVN 324B Division moved east out of the Shau Valley and attacked towards the firebases protecting Hue. Capturing the DMZ firebases, PAVN troops were delayed by ARVN counterattacks for three weeks as they pressed towards the city of Quang Tri. Coming into force on April 27, PAVN formations succeeded in capturing Dong Ha and reaching the outskirts of Quang Tri. Beginning a withdrawal from the city, Giais units collapsed after receiving confusing orders from I Corps commander Lieutenant General Hoang Xuan Lam. Ordering a general retreat to the My Chanh River, ARVN columns were hit hard as they fell back. To the south near Hue, Fire Support Bases Bastogne and Checkmate fell after prolonged fighting. PAVN troops captured Quang Tri on May 2, while President Thieu replaced Lam with Lieutenant General Ngo Quang Truong on the same day. Tasked with protecting Hue and re-establish the ARVN lines, Truong immediately set to work. While the initial fighting in the north proved disastrous for South Vietnam, staunch defending in some places and massive US air support, including B-52 raids, had inflicted heavy losses on the PAVN. Battle of An Loc On April 5, while fighting raged to the north, PAVN troops advanced south out of Cambodia into Binh Long Province. Targeting Loc Ninh, Quan Loi, and An Loc, the advance engaged troops from the ARVN III Corps. Assaulting Loc Ninh, they were repelled by Rangers and the ARVN 9th Regiment for two days before breaking through. Believing An Loc to be next target, the corps commander, Lieutenant General Nguyen Van Minh, dispatched the ARVN 5th Division to the town. By April 13, the garrison at An Loc was surrounded and under constant fire from PAVN troops. Repeatedly assaulting the towns defenses, PAVN troops ultimately reduced the ARVN perimeter to about a square kilometer. Working feverishly, American advisors coordinated massive air support to aid the beleaguered garrison. Launching major frontal attacks on May 11 and 14, PAVN forces were unable to take the town. The initiative lost, ARVN forces were able to push them out of An Loc by June 12 and six days later III Corps declared the siege to be over. As in the north, American air support had been vital to ARVN defense. Battle of Kontum On April 5, Viet Cong forces attacked firebases and Highway 1 in coastal Binh Dinh Province. These operations were designed to pull ARVN forces east away from a thrust against Kontum and Pleiku in the Central Highlands. Initially panicked, II Corps commander Lieutenant General Ngo Dzu was calmed by John Paul Vann who led the US Second Regional Assistance Group. Crossing the border Lieutenant General Hoang Minh Thaos PAVN troops won quick victories in the vicinity of Ben Het and Dak To. With the ARVN defense northwest of Kontum in a shambles, PAVN troops inexplicably halted for three weeks. With Dzu faltering, Vann effectively took command and organized the defense of Kontum with support from large-scale B-52 raids. On May 14, the PAVN advance resumed and reached the outskirts of the town. Though the ARVN defenders wavered, Vann directed B-52s against the attackers inflicting heavy losses and blunting the assault. Orchestrating Dzus replacement with Major General Nguyen Van Toan, Vann was able to hold Kontum through the liberal application of American airpower and ARVN counterattacks. By early June, PAVN forces began withdrawing west. Easter Offensive Aftermath With PAVN forces halted on all fronts, ARVN troops began a counterattack around Hue. This was supported by Operations Freedom Train (beginning in April) and Linebacker (beginning in May) which saw American aircraft striking at a variety of targets in North Vietnam. Led by Truong, ARVN forces recaptured the lost firebases and defeated the final PAVN attacks against the city. On June 28, Truong launched Operation Lam Son 72 which saw his forces reach Quang Tri in ten days. Wishing to bypass and isolate the city, he was overruled by Thieu who demanded its recapture. After heavy fighting, it fell on July 14. Exhausted after their efforts, both sides halted following the citys fall. The Easter Offensive cost the North Vietnamese around 40,000 killed and 60,000 wounded/missing. ARVN and American losses are estimated at 10,000 killed, 33,000 wounded, and 3,500 missing. Though the offensive was defeated, PAVN forces continued to occupy around ten percent of South Vietnam after its conclusion. As a result of the offensive, both sides softened their stance in Paris and were more willing to make concessions during negotiations.

Voluntarily Assuming Liability under the Law of Contract Case Study

Voluntarily Assuming Liability under the Law of Contract - Case Study Example The classic test for the imposition of a duty of care was articulated in Caparo Industries v Dickman. Accordingly, a duty of care will exist only where there is foreseeability, proximity and if the imposition of a duty of care is fair and reasonable in the circumstances.   Norris argues that in applying the test articulated in Caparo, it is necessary to determine whether or not a duty of care was assumed by the defendant and whether or not it was reasonable for the plaintiff to rely on the defendant’s assumption. It is important to note, however, that the assumption of responsibility and reliance on the duty are not conclusive evidence of the existence of a duty of care, but maybe â€Å"one of the ways in which the necessary degree of proximity may arise.† On the facts of the case for discussion, Alan asked John to take his keys from him if he drank too much that night at John’s house. The two proceed to drink two bottles of wine followed by brandy coffee.   It was stated how the wines were proportioned out between them and whether or not Alan drank too much throughout the evening.   Regardless, Alan indicated that he felt able to drive and nothing was made of it.   In any event, it does not appear that the consumption of alcohol had anything to do with the accident.   The fallen tree was the cause of the accident and the main question is whether or not, John’s call to Allan caused him to collide with the fallen tree and whether or not John assumed responsibility for preventing personal injury to John when he placed that telephone call.

VISIONARY LEADERSHIP, CROSS-CULTURAL LEADERSHIP, FACILITATING CHANGE Research Paper

VISIONARY LEADERSHIP, CROSS-CULTURAL LEADERSHIP, FACILITATING CHANGE - Research Paper Example The dimension of Power-distance addresses existing inequality level across the cross-cultural workforce. The inequality operational is acceptable within the power setting of the organization with regard to positions held in the work environment. In a low PD leadership system, power is well distributed as opposed to a high PD system where the management positions held are key in decision making in the organization. As such, closed-door meetings are done and communication is different in the different states that are created. Visionary leadership applies a hybrid system that allows acknowledgement of everybody’s role in decision-making. During crisis, a high PD system is preferable in making decisions while low PD useful where the decisions made affects policies. In addition, the dimension of Individualism-collectivism (IVD) that focuses on the strength of ties within the organizational community should be applied. An organization with high IDV displays characteristics of loose connection, little responsibility and a demand for high privacy. On the contrary, organizations with low IDV display qualities of respect, loyalty and strong cohesions within the work force in the organization. Visionary leadership lays down strategies that emphasize the benefits of working as a community with the aim of motivating labor force intrinsically and encouraging teamwork. Similarly, visionary leadership assesses the role of the dimension of Masculinity (MAS) in its environment. It refers to the ability of an organization to appreciate the traditional male and female roles in workforce. Organizations where the score of MAS is high expect men to be assertive and tough. In this setup, men occupy the managerial positions. In a leadership where the MAS score is lower, the roles played by men and women are related and are assigned in regards to professionalism and qualification. Visionary leaders embrace workforce based on qualification and professional

Time Management Essay Example for Free

Time Management Essay INTRODUCTION This chapter will begin with a de? nition of time management, and will then discuss common time management problems, and invite you to identify your own issues. It then moves on to examine possible solutions and the guiding principles of time management. To check your understanding there will be a number of scenarios and exercises to practise time management skills, followed by a personal contract aimed at improving your own approach to time management. WHAT IS TIME MANAGEMENT? Time management involves making the best use of time, and getting more done in the time available. It means not wasting time on irrelevant things, instead focusing on important parts of the job. Ultimately this means working calmly and effectively, avoiding the panic and anxiety of the last-minute rush. In the western world, time is treated as a valuable resource which people spend. Most managers claim that they do not have enough time. Often this is blamed on the organisation and colleagues for making too many demands. However, we all have at least some control over how we spend our time. We can and do make choices. Recognising this is the ? rst step on the path to effective time management. DEFINITION OF TIME MANAGEMENT. Time management means taking more control over how we spend our time and making sensible decisions about the way we use it. 29 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Personal Effectiveness If good time management is about taking control, it involves ? nding those areas where you do have control, and also ? nding those where you think you don’t, but really you do. For example you may have far too many things to do and this makes you feel helpless, but maybe you have the option of renegotiating some parts of your work, or even delegating some activities. There may still be some areas where you don’t have control – for example if a key part of the job is to be available at a certain time to provide advice to others, you cannot just decide to be absent. Or you may have a coursework assignment to submit – some deadlines are not renegotiable. In these areas it is more sensible not to waste time railing against these commitments; instead concentrate on ? nding those areas you do have the power to change, and make the changes that will help you to become more effective. Exercises 2. 1 and 2. 2 should start to help you identify those problem areas and areas where you would like to make changes. PREPARATION FOR CHANGE Before reading further in this chapter it is helpful for you to have an idea of how effective you are as a time manager. Re? ecting on your own time bandits and traps will make this chapter more useful and relevant to you. Begin by brainstorming three barriers that you think prevent you from being effective at work, or at study, as indicated in Exercise 2. 1. Now go on to Exercise 2. 2 and rate your effectiveness using the list provided. This list has been developed by distilling some of the common problems that have been identi?ed by several hundred staff and students in workshops held over the last ? ve years at Imperial College. Further exercises and selfevaluation checks are provided on the website. The accuracy of this tool depends on you being honest with yourself, so make sure you rate yourself according to how you actually behave, not how you would like to be. Once you have done Exercise 2. 2 you can return to Exercise 2. 1 and see if the barriers you ? rst identi? ed relate to those issues you have rated 3 in Exercise 2. 2, and if necessary add to, or amend, your answers to Exercise 2. 1. EXERCISE 2. 1 BARRIERS TO BEING EFFECTIVE What are the three main barriers you have that prevent you being effective? 30 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Time management EXERCISE 2. 2 PROBLEMS DIAGNOSING YOUR TIME MANAGEMENT Note: assess your behaviour as it is not as you would like it to be Go through the list of time management problems below and rate each one with relation to its frequency as a problem for you and also its severity using the following ratings: 0 this problem does not relate to me 1 this problem partly relates to me, relates some of the time 2 this is a regular problem for me 3 this is a major problem for me, it severely hampers my effectiveness A. Prioritisation and scheduling 1. I am not sure what tasks I have to do each day, I don’t make a to-do list. 2. When I have ? nished one job I just go on to the next without checking on my priorities. 3. I don’t work out which tasks have the biggest gain for me. 4. I have dif? culty in setting priorities. 5. I have dif? culty in keeping to priorities or a schedule I have set. 6. I am a perfectionist and even if I have several tasks to do I allow myself to spend ages on one task to get it right, which can cause problems in completing my work. 7. I often do trivial tasks at my high-energy time of day. 8. I don’t stop to think when my best time of day is for working. B. Persistence, procrastination and focus 9. I ? it from task to task, starting a lot of things but not always ? nishing them. 10. I feel very intimidated by large important tasks, and don’t break them down into smaller ones. 11. I put off dif? cult tasks until the last possible moment. 12. I procrastinate, prevaricate and can’t decide what to do, nor make decisions. 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3. 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 31 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd. co. uk/bookstore. Personal Effectiveness 13. I put thing off until the last minute and then I have to work in a rush and panic. 14. I allow myself to be interrupted from my work, for example by the phone, talking to others, distractions, new e-mails coming in. 15. I spend ages on the telephone, sur? ng the net, or answering e-mails. 16. Once I get started, I cannot stop a task, even if it is taking far too much time and there are other pressing things to do. 17. I don’t have any protected time in the day when I can get on with my priorities. C. Role de? nition 18. I am not sure what my key objectives are. 19. I am unclear of my role de? nitions and lines of responsibility. 20. I’m not sure how long certain tasks take so ? nd it hard to allocate the appropriate time to them. 21. I try and do everything myself, and do not consider whether it would be better to delegate tasks, or ask for more help and support. D. Work environment and organisation 22. My workspace is a mess, I can never ? nd anything at work, and papers pile up around me without being ? led. 23. I don’t know what to do with paper – I just leave it hanging around. 24. I don’t have anywhere where I can work uninterrupted. 25. My work environment is noisy and distracting, and I don’t ? nd ways to deal with this. 26. If I ? nd myself with free time in the day, for example when commuting, waiting for an appointment, I don’t have things with me to do. 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 32 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Time management E. Study skills 27. I take ages to read anything, and ? nd it hard to remember what I have read. 28. I’m not sure how to go about academic or work related reading. F. Assertiveness 29. I ? nd it very hard to say ‘no’ to other people. 30. I feel guilty if I am getting on with my own agenda and not focusing on helping others. 31. I spend most of my time doing things for other people, and hardly any time getting on with my own agenda. G. Anxiety, stress and emotion 32. I worry a lot and regularly suffer from work related anxiety and stress. 33. I don’t feel very con? dent so I often worry that I’m not doing well or going about my work in the right way. 34. I never have fun at work, I don’t enjoy my work. 35. I get very bored at work and this slows me down or allows me to get sidetracked. 36. I ? nd it hard to concentrate. H. Life balance 37. I don’t have time for exercise, health, leisure, family, I just work all the time. 38. I get very tired and exhausted at work. Scoring 0–38 Averaging 0s and 1s You are an excellent time manager 39–76 Averaging 1s and 2s You have some areas to work on but overall you are an effective time manager 77–114 Averaging 2s and 3s You have a big problem with time management and need to take action now to get yourself more in control of your time (but don’t worry – that is what this chapter aims to do) 33 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3 0 1 2 3. 0 1 2 3 0 1 2 3 0 1 2 3 Personal Effectiveness Below are some common examples of time management problems. EXAMPLE 2. 1 PROBLEMS EXAMPLES OF TIME MANAGEMENT Work -related ‘I work on a project to implement IT in my organisation, but I report to two bosses, the head of the IT Department, and the Project Leader – their demands of me are diverse and sometimes con? icting and very confusing, as a result I get in a mess. ’ ‘I work in an open-plan of? ce. I constantly get distracted by people talking on the phone, chatting across desks, stopping to talk to me. I just cannot concentrate on my work, and I end up frittering my time on super? cial tasks whilst at work, and then working well into the night at home to catch up with the tougher parts of my work. ’ ‘I am a design engineer and each part of the work I do seems to take at least three times longer than we estimate it will take, meaning that I spend a lot of time explaining why the work is late and reorganising schedules and activities. This impacts negatively on people further down the development process. ’ ‘I set myself priorities but because I also work as a support service for other people in the organisation, I get inundated by e-mails and requests from others. I spend all my time meeting other people’s demands and my priorities go out of the window! ’ ‘Last year I spent ages developing a balanced scorecard system for the organisation to performance manage the managerial team, then a new director was appointed and he pulled the plug on months of work and asked me to set up a totally different scheme. It seems like much of my work is a waste of time. Study -related ‘I am engaged in a part-time professional development programme ‘Into Leadership’ where I am attending day release modules, writing coursework assignments both individually and with a group, and am trying to juggle this in between a busy work schedule in my role in the Laboratories of a Government Department. I feel so panicked with all I have to do I end up feeling paralysed. ‘I don’t seem to be able to get going early enough on my distance learning course assignments and so I often end up staying up into the early hours to get it in the following morning. The work is rushed and mediocre as a result, and I am then tired for days after. ’ ‘I have young children and I ? nd it impossible to get on with my studying at home. As a result I feel incompetent when it comes to discussing case studies in course discussion because I haven’t the faintest idea what they are about as I haven’t read them in advance. WHERE DOES ALL MY TIME GO? – THE TIME BANDITS AND TRAPS A time bandit is a work practice, attitude or behaviour that leads to ineffective working practices or your time getting stolen or expropriated away from your core priorities and frittered on less important activities. 34 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co.uk/bookstore. Time management Epicurus and the pleasure principle Think about your own time management bandits and traps, do you see any patterns? One common pattern is to put the fun, exciting, interesting, easy things ? rst, and put off doing the boring, dull, dif? cult tasks until later. It is a kind of pleasure principle – going for the short-term gains, surrendering to wants and desires as they arise – immediately. Epicurus, the philosopher who is attributed with setting up the foundations for a pleasure principle, believed in following desires. However, he is often mistakenly thought to have been a slave to avarice and pleasure, indulging himself in whatever desire arose at a given moment. This is not actually true. Epicurus followed a simple life, one of healthy food, friendship and good company, freedom and thought, not an undisciplined response to every whim and fancy. In relation to your own work or study, following the Epicurian principle will lead you to doing things you enjoy instead of focusing on your priorities. It is a mistake to think that taking the easy route will improve things in the long run. In reality, giving in to the pleasure principle in the short term results in a mess later on, because over time what happens is the accumulation of a whole mountain of tasks that have been ignored. This can lead to misery, anxiety and depression. A lot of thought and planning went into Epicurus’s way of life, and creating time for a balanced, enjoyable life takes planning and selfdiscipline. The last-minute rush and adrenaline junky Some people like to live fast and furiously, and so working in a calm systematic way can seem very boring. Waiting for a burst of energy, or the adrenaline rush that comes with the fear of a deadline looming can become a way of life, but does usually mean that when the job actually gets done, it is done in a haphazard panicky way, leaving the person exhausted after late-night working and long hours in order to ? nish it on time. In the long run health can be affected, as the ? ght or ? ight impulse that triggers adrenaline is intended for moments of danger, not a lifetime of stress. Hamlet: the procrastinator ‘To be or not to be . . . ’ – ‘should I start this paper or go and deal with those statistics, I don’t know! ’ It isn’t noble to play Hamlet unless you are Lawrence Olivier! If it can’t be faced now, it might be worse later! What is more, as well as getting nothing done, the agony is repeated over and over again, and usually by tomorrow there is no change except the increased anxiety of another day gone by without completing the task. There are different reasons for procrastination and prevarication: not having the energy (which is represented by the adrenaline junky above), not having a starting point or the right information (but will you have the information tomorrow?), or being indecisive over what exactly to get on and do. All that happens is that work piles up. It’s all too much However, for some people, being busy is a way of life. They may ask themselves: – Where does all my time go? – Why are there not enough hours in the day? Typically these people then fool themselves with the thought ‘Well, this is just a busy period, once I’ve got this assignment or deadline over then life will be easier and I can relax’. This is ? ne if true, but often one deadline out of the way can just open someone up to a new 35 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Personal Effectiveness deadline, as they rush from one hectic task to the next. Sometimes this is self-generated: they can’t help but take on more and more and more. Another way they fool themselves is to say ‘I’m a no-limit person. I can keep on taking on more and more and more’. No one is superman or superwoman, there are only 1,440 minutes in a day, 1,000 when we deduct sleeping, washing, dressing, eating, etc, etc, etc. In our lives we probably spend six months waiting for red traf? c lights to change, two years looking for things, 24 years asleep . . .. There is only so much time left, and time is not in? nitely elastic, we do have limits. After all, no one ever said on their deathbed: I wish I’d spent more time at the of? ce! The headless chicken: action without thought There may be other reasons for taking on too much work, being too busy or feeling driven. Some people may be working hard but without having clear priorities, and without planning. Spending much too much time on things that are not at all important. Giving the illusion of working hard but not working productively. The butter? y: ? itting from task to task Helen arrives at work, puts her coat on the door peg, sits down and turns on the computer. She intends to spend the morning writing the proposal for the new performance appraisal system – a very important part of her job. But ? rst she listens to her telephone messages and realises Gerald wants her to produce some ? gures for a meeting the following week. She accesses her computer to pull out the ? gures, and notices she has 21 e-mails, and begins trawling through these. The ? rst few she just looks at and leaves open to come back to later, the sixth one asks her to give some dates for a meeting and she opens her diary to look at dates, and sees that for one of the dates she has a presentation to give on that day. Oh she must remember to take the ? les home for preparing the presentation so she can do it at the weekend. She gets up and opens her ? ling cabinet to retrieve them . . Oh dear, she is feeling rather giddy, .. . . she hasn’t got anything done and she has been at work an hour already . . .. Oh she feels so confused, she thinks . . . I’d better go and get a coffee .. .. One result of not planning or sticking to priorities can be the ‘butter? y’. This is someone who ? its from task to task in a downward spiral of panic and anxiety, getting in a mess, never getting the boost and closure of completion. Many managers have to be butter? ies, for example Mintzberg (1973) and Kotter (1982) showed that managers spend nine minutes or less on 50 per cent of their activities, are subject to constant interruptions and that management is a very fragmented activity. Good time management brings order to this fragmentation, rather than exacerbates it. Interruptions, interruptions There are two types of interruptions: interruptions from others that distract us from our work, and ‘self’ interruptions, ways in which we distract ourselves from our intended activities. What is your working environment like – quiet and easy to concentrate in, or noisy and busy? Some people work in open-plan of? ce environments where they cannot help but get drawn into conversations with others. Think how you manage your interruptions, what happens if you are concentrating on something really important and somebody starts casually chatting to you as they pass your desk or door? 36 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co.uk/bookstore. Time management The proliferation of communication technologies has meant there are a myriad of ways in which we can be interrupted at any time of day. The ding of a new e-mail arriving in the computer, the ringing telephone, the mobile phone, just ensure you are available 24 hours a day 7 days a week. Take the telephone – this is designed for people to contact you when it is convenient for them, not necessarily for you. Some people spend a long time on the phone, not getting to the point, getting sidetracked into idle talk. How long are your phone calls, could they be shorter? E-mail is also a tempter. In some roles people are receiving 50–100 e-mails a day and if every time one arrives on the computer they stopped what they were doing to look at it, it would never be possible to concentrate. The escapologist: IT and other escapes However, it isn’t just the requirements of others that interrupt us – we also interrupt ourselves. For example, maybe by not being able to resist sur? ng the Net for another couple of hours, just having a look at a couple more search paths for a holiday or outing. Some are self-interrupters, maybe ? nding it dif? cult to concentrate they just have to go off for another coffee or go and chat to someone else, because they can’t quite get down to it. This can be even worse at home – when you spot the washing or ironing or vacuuming out of the corner of your eye. It is amazing how you can suddenly feel the urge to do a bit of gardening or even jobs you normally hate like cleaning the cooker suddenly seem compelling when you are trying to get down to work on a challenging report. The doormat: yes, yes, yes. One problem can be unassertiveness, or unwillingness to say ‘no’: This may be because of low internal self-esteem, wanting to ‘please others’ in order to feel good, or even being too scared to say no. Ironically always saying ‘yes’ may just mean a person is taken for granted, not necessarily respected and liked. In the end, they can cause more problems for other people, because they become ill or are too busy to do everything to which they have committed, which can be very irritating for others. Presenteeism Sam was always ? rst into the of? ce every day and last to leave in the evening. Everyone commented on how committed he was, what a hardworking member of staff. One day Sarah wondered what Sam was actually working on all day at the computer screen, she wandered up to his desk and looked over his shoulder, and found he was playing solitaire! Being at a desk doesn’t mean the same as working – it is passing time instead of spending time. Sometimes the most effective people are those you don’t see, maybe they ? nd somewhere quiet to work where they don’t get interrupted. Effective people don’t necessarily need to impress on others how hard they work – their output is more important than the appearance of work. Some of? ce environments, however, encourage presenteeism – focusing performance evaluation on time spent at the desk, clockwatching, rather than on the quality of work. Wasted spaces It has been calculated that people lose up to 20 per cent of their time waiting. All that time spent sitting on the train into work, or waiting for the printer to ? nish, or a lecture or meeting to start are wasted periods that could have been used to complete a small task, or even begin a bigger one. Do you sit and stare realising you don’t have any work at hand for such 37 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Personal Effectiveness occasions, or does it even occur to you in the ? rst place to ? ll these spaces? Sometimes a commuter journey is the ideal space in which to plan the day, write out a schedule, or maybe even concentrate on reading an article or report. Finishing a small task, such as ? lling in a form, or even beginning a larger task can be slotted into these moments. Perfectionist The perfectionist pays attention to detail, agonises over every decision, every word in a report. They must get it right. But what is the point if it is too late, or they have ignored several other things – is it all really necessary? Not all tasks have to be done to the same high standard: writing a routine e-mail for example – does it really matter if the grammar is correct? Paper mountains Some people allow a mountain of paper to pile up on their desk, around their ? oor – a trail of paper that doesn’t allow them to be able to ? nd anything they need. They can waste lots of time trying to ?nd things, and the paper mountain doesn’t make for good of? ce sculpture, it festers and exudes stress and incompetence. I’m in a meeting! Consider the costs of 10 people in a one-hour meeting at ? 50 per hour each plus all the overheads and opportunity costs, the time spent travelling, preparation – is it worth it? Worse still are those meetings where people are unprepared, there is no agenda; the chair allows the discussion on trivial items to go on for ages without coming to any decisions. Heather was chairing a students union General Purposes Committee meeting. The meeting discussed for an hour the subject of what colour the new minibus should be – the Labour Society rep suggested red, the Conservative Group rep blue, the Liberal democrat member orange, and the chap from the Greens said they shouldn’t have a minibus at all! Eventually the meeting ran out of time and the main item on the agenda – what to do about the student debt situation never got discussed! Poorly run meetings are not only a waste of time, but also very demoralising. D-I-Y enthusiast. The D-I-Y enthusiast thinks they can do everything themselves, never giving a thought to delegation or sharing the work with others. Moreover, when they get into trouble, they don’t go and ask for help, they soldier on miserably, not getting anywhere except lost and desperate. If you have too much to do, or are stuck, do you look to see how the work can be allocated differently, do you call in for help or the support of others? Why oh why do D-I-Y? Refusing to ask for help may be due to lack of assertiveness, but it may also be arrogance – the belief that no one can do it as well, so it is better done singlehanded. Other people will never learn the skills if they are not given a chance to start. Delegation is not just a downward action, it can also move upwards, for example where something really isn’t a person’s job maybe they need to refer it back. THE CONSEQUENCES Poor time management is one of the greatest sources of managerial stress. It leads to feelings of incompetence and anxiety. The debilitating symptoms and consequences of stress 38 A free sample chapter from Personal Effectiveness by Diana Winstanley. Published by the CIPD. Copyright  © CIPD 2005 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www. cipd. co. uk/bookstore. Time management are discussed more fully in Chapter 9. It also leads to crisis management – where someone responds to whoever is pushing hardest or shouting the loudest. The working environment is likely to be cluttered, with piles of papers on the desk which heaves with awful tasks represented by bits of paper and post-its that decompose or fall off onto the ? oor. It doesn’t just inconvenience the person creating this muddle – it inconveniences others who have to wait for work that is late, or shoddy work that has been done in a rushed way, or invitations that haven’t been responded to. Poor time managers may also feel indispensable; so they can’t take a holiday or a break, because no one can manage without them. Given the choice it is unlikely you would decide to work in this way. But you are always given the choice, and the trick is to take back control and make choices that will make you better time managers. But why don’t you do that already? It is because poor time management is a habit. ARISTOTLE AND THE HABIT OF THE GOOD LIFE It is quite likely that in identifying your own time bandits, you already had an idea what they were. You may even have a good idea of what you should be doing differently. This chapter is not about knowing what to do, it is about putting thought into action, and this requires behavioural change which is a bit trickier to effect. Aristotle talked about the habit of the good life. The good life is not an abstract idea, it is a habit that is nurtured and acted upon over a period of time. Time management is a habit. It is likely you are accustomed to your habits, may even be comfortable with the way you do things, and they won’t be easy to change, because that requires effort and persistence. Therefore it won’t be enough if this chapter merely identi? es for you what you should be doing differently. You have to break a habit, create a habit, and persevere to maintain it. Below are some good habits, but for them to work and guarantee you more time, you will need to put them into practice. When we start something new, it is easier to take one step at a time, building up competence and new habits gradually. The personal contract at the end of this chapter will enable you to plan your behaviour change. Glance at this contract now, and you will see it requires you to identify three changes you intend to make, and to put the ? rst step into practice in the following week. As you read through the good habits think which one would be most relevant for you to start with, which will give you the biggest gain, and which relates most closely to the problems you identi?

Music Therarpy Essay -- essays research papers fc

Music therapy is the prescribed use of music and musical interventions in order to restore, maintain, and improve emotional, physical, physiological, and spiritual health as well as a person’s well being. Music Therapy facilitates the creative process of moving toward wholeness in the physical, emotional, mental, and spiritual self in areas such as: independence, freedom to change, adaptability, balance and integration. The implementation of Music Therapy involves interactions of the therapist, client and music. These interactions initiate and sustain musical and non-musical change that may or may not be observable. As the musical elements of rhythm, melody and harmony are elaborated across time, the therapist and client can develop relationships, which optimize the quality of life. It is believe that Music Therapy makes a unique contribution to wellness of a person, because man’s response to music is so unique. Using music to establish a trusting relationship, the music therapist then works to improve the clients physical and mental functioning through carefully structured activities. Examples can include singing, listening, playing instruments, composition, moving to music, a nd music and imagery exercises. The overall aim of Music Therapy is to actively engage individuals in their own growth, development and behavioral change and for them to transfer musical and nonmusical skills to other aspects of their life, bringing them from isolation into active participation in th...

Henry Dvid Thoreau Biography (in First Person)

I was born in Concord, Massachusetts on July 12, 1817. My family consisted of my Ma and Pa and three siblings; Helen, John Jr. and Sofia. We lived a very humble life; my father worked in a pencil company while my mother tended to the house and took care of me and my siblings. (Otfinoski pg. 60) My family was really pushing for me to start school at Harvard College but the cost was too expensive for my family. My father owned a small pencil factory and my mother took in boarders to help make ends meet.But, through great sacrifice my family was able to pitch in the money to send me to college, and so I entered the class of 1833 at the age of 16 and graduated in the year 1837. (Otfinoski pg. 60) After graduating Harvard College I went back to Concord to start my own academy with my brother John Jr. and teach the way I felt was right. Together with my brother we taught about 20 students. I believe that the academy would have lasted longer if my brother hadn’t taken ill, the work w as just too much for me to manage on my own. Otfinoski pg. 61-62) Shortly after closing the academy my brother died I was devastated. I walked 40 miles to attend one of Ralph Waldo Emerson’s lectures, soon after I was able to meet the great man. Emerson offered me a job; it was as a caretaker and a handyman in his home I would live there and work while he was away doing his lectures. In our free time we would discuss Transcendentalism, a philosophy for which he was well known. I was inspired by his radical view and ideas, and looked up to him as a mentor and hero. (Otfinoski pg. 2) Feeling it was time to see more of the world I left Emerson’s and headed back to Concord. In March 1845 I headed towards Walden Pond where I built a cabin for myself and stood there for two years. My reasons for going there were to experience life and discover the true account of it. During my time at the Walden Pond I worked tirelessly on the manuscripts that will later become my first two books. (Otfinoski pg. 62-64) In May of 1849 a Boston publisher published my first book, A Week on the Concord and Merrimack Rivers.Although it sold poorly I never gave up. I later wrote about my experience living at the Walden Pond this book was entitled Walden which also wasn’t as popular as I would have hoped but that still didn’t bring me down. (Otfinoski pg. 64-66) Soon, nature being the very thing that I loved became my enemy as I contracted tuberculosis from living in the outdoors with the bad weather and the constant exposure to the graphite dust working in the pencil factory all caught up to me and on May 6, 1862 I died at the age of 45 years old. (Otfinoski pg. 67-69)

Southwest Airlines, Global Positioning System Humans Is...

Facebook, Southwest Airlines, Global Positioning System: humans have succeeded in creating all of these household names. Due to our ability to develop things like these we, as humans, like to think of ourselves as the most developed creatures on the planet. Our ability to control the world around us is more powerful than any other creature and is what makes our society so predominant. Is the power of humans due to our ability to cooperate with each other, or is it due to our ability to look out for ourselves? Although human inventions are important, the motives behind these inventions are even more important. The Internet, aviation, and radar are now considered everyday items, however they were originally created to assist in warfare. The advancement of humans is driven by competition and the pressures of conflict, emphasizing that our power is due to our ability to look out for ourselves rather than our ability to cooperate with each other. Although it would be easier to believe tha t human behavior is moral, the harsh truth is that in the state of nature humans are competitive and selfish. The competitiveness of humans can be seen through the fact that government coercion is necessary, the history of humanity was at a state of continual warfare, and that evolution has shown that our predecessors needed aggression to survive. The question of the morality of humans’ state of nature has long been researched, however a definite answer fails to exist. The state of nature isShow MoreRelatedAirbus Case Study 26225 Words   |  25 PagesEXECUTIVE SUMMARY 1 STRATEGIC ANALYSIS 2 Competitive Positioning 4 Core Competencies 5 Corporate Diversification and Collaborative Strategy 5 Global Strategy 6 Ethical Issues 6 Disruptive Technologies 8 Global Economics 9 STRATEGIC ANALYSIS CONCLUSIONS 10 ALTERNATIVES 11 Financing Services 11 Supersonic Technologies 12 Stretch Existing A340 Model 13 RECOMMENDATIONS 14 A3XX Postponement 14 Diversification into Service and Maintenance 15 STRENGTHS 15 WEAKNESSES 17 OPPORTUNITIES 17 Read MoreCase Studies67624 Words   |  271 Pageseffective case analysis C-3 CASE 1 CASE 2 CASE 3 CASE 4 CASE 5 CASE 6 CASE 7 ABB in China, 1998 C-16 Ansett Airlines and Air New Zealand: A flight to oblivion? C-31 BP–Mobil and the restructuring of the oil refining industry C-44 Compaq in crisis C-67 Gillette and the men’s wet-shaving market C-76 Incat Tasmania’s race for international success: Blue Riband strategies C-95 Kiwi Travel International Airlines Ltd C-105 CASE 8 Beefing up the beefless Mac: McDonald’s expansion strategies in India: C-120 Read MoreCase Studies: Sas Airline Ryanair80169 Words   |  321 PagesHow did the deregulation of air transportation in Europe foster entrepreneurial behavior and innovation in the European airline industry over the last twenty years? Case studies: SAS Airline Ryanair Master Thesis in Entrepreneurship and Dynamic Business Contexts Spring 2007 Supervisor: Hà ¥kan Bohman Entrepreneurship Master Program Authors:
Gilles Helterlin and Nuno Ramalho
Acknowledgements We would like to express our gratitude to all who have contributed to the realization of this Read MoreTeaching Notes Robert Grant - Strategy 4th Edition51665 Words   |  207 PagesContents Introduction 3 1 Madonna 21 2 Laura Ashley Holdings plc: The Battle for Survival 26 3 The US Airline Industry in 2002 33 4 DaimlerChrysler and the World Automobile Industry 41 5 Wal-Mart Stores Inc., May 2002 49 6 Eastman Kodak: Meeting the Digital Challenge 62 7 Organizational Restructuring within the Royal Dutch/Shell Group 70 8 Harley-Davidson, Inc., January 2001 77 9 Online Broking Strategies: Merrill Lynch, Charles Schwab and E*Trade 83 10 11 12 Emi and the CT ScannerRead MoreAn Evaluation on the Customer Relationship Management (Crm) Service Marketing (Sm) with Special Reference to Emirates Airline†30191 Words   |  121 PagesDISSERTATION â€Å"AN EVALUATION ON THE CUSTOMER RELATIONSHIP MANAGEMENT (CRM) amp; SERVICE MARKETING (SM) WITH SPECIAL REFERENCE TO EMIRATES AIRLINE† March 8, 2010 By: YASIR ALI 0811866996244 Dissertation submitted In the partial fulfillment of the requirement For the degree of MASTER OF BUSINESS ADMINISTRATION (FINANCE) UNIVERSITY OF WALES, UK. March 2010 Submitted by: YASIR ALI, UNIVERSITY ID: 0811866996244 Dissertation Declaration Form DECLARATION This work has not previously acceptedRead MoreVideo Notes29279 Words   |  118 Pages |40 | |Gate Turnaround at Southwest Airlines |6 |45 | |1st Bank Villa Italia: Waiting Lines |6, C, 7 |49 | |Constraint Management at Southwest Airlines |7 |57 | |Lean Systems at Autoliv Read MoreAn Evaluation on the Customer Relationship Management (Crm) Service Marketing (Sm) with Special Reference to Emirates Airline†30204 Words   |  121 PagesDISSERTATION â€Å"AN EVALUATION ON THE CUSTOMER RELATIONSHIP MANAGEMENT (CRM) amp; SERVICE MARKETING (SM) WITH SPECIAL REFERENCE TO EMIRATES AIRLINE† March 8, 2010 By: YASIR ALI 0811866996244 Dissertation submitted In the partial fulfillment of the requirement For the degree of MASTER OF BUSINESS ADMINISTRATION (FINANCE) UNIVERSITY OF WALES, UK. March 2010 Submitted by: YASIR ALI, UNIVERSITY ID: 0811866996244 Dissertation Declaration Form DECLARATION ThisRead MoreLodging Inductry24737 Words   |  99 PagesFinally, the chapter introduces the various components of the marketing mix: promotion, product, price, and distribution. Distribution is sometimes called place and the marketing mix is called the 4 Ps. Marketing also includes research, information systems, and planning. If marketers do a good job of choosing the appropriate target markets and presenting an effective promotion mix, the result will be attractive products and satisfied customers. This would include identifying consumer needs, developingRead MoreMercedes Benz Operation11953 Words   |  48 Pagesand the other business functions is similarly important. The objective of the operations function is to produce the goods and services required by customers whilst managing resources as efficiently as possible. This can lead to conflicts within an organization. Conflicts between the operations and the LEARNING OBJECTIVES On completion of this chapter, you should be able to: Understand the relationship between operations and strategy. Explain the roles that operations can play within organizationalRead MoreMarketing Mistakes and Successes175322 Words   |  702 PagesCourier/Westford. This book is printed on acid-free paper. Copyright  © 2009, 2006, 2004, 2001, 1998, 1995, 1992, 1989, 1986, 1981, 1976 John Wiley Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission