Adding and Subtracting Fractions - Free Essay Example

Sample details Pages: 1 Words: 376 Downloads: 6 Date added: 2017/09/17 Category Technology Essay Type Argumentative essay Did you like this example? Adding subtracting fractions 1. Where in life is this useful? a) Cooking: [pic] b) Measurements (construction, remodeling, etc): [pic] c) Time: [pic] d) Money: [pic] 2. Fractions with the same (â€Å"common†) denominators Example: (without converting back forth from mixed numbers): [pic] [pic] 3. Fractions with different denominators In order to add (or subtract) fractions with different denominators (as a reminder, that’s the bottom number), you’ll need to convert them to have the same denominators. This is one place where we get to use the â€Å"least common multiple† that we talked about a while ago. Let’s start with money, because we all do that conversion frequently, and without thinking about what we’re doing. If we add a quarter a nickel, we know off the top of our head that we have 30 cents, or 30/100 of a dollar. But what is the math that we’re doing? [pic] First, we need to convert to a common denominator. For m oney, rather than worrying about the lowest common denominator, we automatically convert to hundredths. We do that by multiplying by one in the form of a fraction: [pic]. We can do this because multiplying a number by 1 does not change its value. So, we now have: [pic]. All we’ve done is converted the quarter to 25 cents and the nickel to 5 cents. From this point, we can add them: [pic]. We don’t give much thought to all these steps that we go through, but as soon as it is phrased as â€Å"adding fractions†, it seems to get much harder! Now, let’s try a more abstract case. For no particular reason, we need to add 1/3 to 1/4. The LCM for 3 4 is 12 (if you get stuck finding the LCM, and don’t mind dealing with larger numbers, you can multiply the denominators and reduce your answer at the end). So: [pic]. With a little practice, you’ll be able to skip writing the second step the next to last step. Let’s work through one more exa mple problem, where the lowest common denominator isn’t simply found my multiplying the numbers together: [pic]. The LCM of 3, 6 2 is 6, so we want to convert everything to sixths: [pic] [pic]. That can be reduced to [pic] or [pic] Don’t waste time! Our writers will create an original "Adding and Subtracting Fractions" essay for you Create order

Do Men Make Better Managers Than Women - 1413 Words

Do men make better managers than women? The idea of men making better managers than women is highly subjective and thus very much down to the personal opinion of individuals both within and outside of a workplace. Due to the subjective nature of this subject, it is hard to come to an overall conclusion and thus directly answer the question. Therefore this essay aims to demonstrate both the strengths and weaknesses of both men and women within managerial roles, and show how they are of equal capabilities to perform within a managerial position. This essay will explore the qualities of both men and women that enable both genders to be good managers. Furthermore there will be a focus on the history of both men and women in management, which will show how women have generally being regarded as being misrepresented within management due to gender stereotyping. Traditional sex role stereotypes state that males are more masculine in the workplace showing signs of being self-reliant, aggressive, competitive and good at decisive de cision making (Powell, 1990). However females show signs of being more feminine with characteristics including, being sympathetic, gentle, and shy (Powell, 1990). Since 1970 the number of women in management has increased rapidly, with the overall proportion of women managers increasing from 16% to 40%,despite this the proportion of women in top management roles is was less than 3% in the 1990’s (Powell, 1990). This demonstrates that women are stillShow MoreRelatedWomen s Talent As A Leader1401 Words   |  6 PagesMen have long occupied the dominant positions in workplace, especially in management level, but changes have taken place since women began to ask for their own rights. More and more women are observed to compete with men in work. 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Empirical Analysis Frugal Products Services â€Myassignmenthelp.Com

Questions: What Are The Responses That The Local Health Providers Need To Have? What Are The Responsibilities Of The Local Community? What Are The Main Causes For Their Harassments? What Are The Basic Issues For This Campaign? How Are Those Issues Important To The Society? What Are The Existing Laws, Policy And Strategy That May Be Related Or Might Cause Problems And How Are They Implemented? How Could These Changes Help In The Policy Resolving Of The Problems? What Is The Type Of The Policy That Needs To Be Changed In Case Of The Regulation, Legislation, Legal Decision, Proclamation, Institutional Practices And The Others? What Are The Financial Implications That Has Been Proposed In The Change Of The Policy? Answers: Introduction In this report, the campaign Respect. Now. Always will be discussed. This program has an action plan that deals with the initial responses in the survey of the report in the universities of Australia. This has also developed further initiative series that is a major one and will be funded and undertaken as a part of the campaign Respect. Now. Always. In this report the background of the campaign along with its issues that needs to be addressed and its definite campaign goals will also be discussed. The policy of the environment will be elaborately discussed with the help of the power maps that will help in the understanding of the campaign. The campaign has opened its support help lines for its victims and survivors that is available around the clock and throughout the year. This services are available for face to face counseling even. This kind of services is also available at the Universities even. This services are operated by the specialist counsellor in the Domestic Violence and Rape services in Australia. This plan was initiated on 1st August that includes a series of preventions and awareness initiatives that will help to complement the local initiatives that will play an underway for the prevention. Background of the issue The campaigning program Respect. Now. Always was first started on February 2016, in one of the University of Australia that has made an initiative on a ground breaking level in order to primarily prevent and address the harassments and the sexual assaults (Neubauer and Lank 2016). The campaign Respect. Now. Always highlights the determination factors that is found in the Australian University so that an ensuring idea can be made on the places that has its own respect and safety measurements. The campaigning work was built by the individual University in Australia that has developed its procedures, services and practices in their support systems (Charter and Tischner 2017). Problems of the campaign Firstly, there is a need to identify the problem so that it may be resolved. The main motif of this problem is to highlight the underpinned areas in a society to its forefront so that it may be get an awareness. There is also a need to make those communities suffer that is more often due to the evidence that is often regarded dispute. The program makes a particular community suffer more that includes the harassments and the assaults. The questions that may arise are: There is a requirement to carry out the research and an analysis that is based mostly on the resources of the campaigns In order to make a proper development of the strategy the policy needs to be developed along with the involvements that has proposed changes. The main problem is that the people are not willing to speak out about their problems and they keep it to their self rather than to talk it out and make the possible way for resolving this. The main motif of this campaign is to make the people come up with their problems so that they become relaxed and lead a normal life. There is a need to make those victims come back to normal life so that they can enjoy every spheres of their life without any stoppage. Objectives of the campaign goal The Respect. Now. Always campaign has some aims those are: To assist the different Universities in sharing the best resource practices globally around the sectors To raise the awareness of the sexual harassment and the sexual assault and also to uplift the visibility of the various support services for the students To obtain the data that will help to guide to bring further improvement in the services and the policy of the University. Establishing credibility as an activist There are many ways through which the credibility can be maintained as an activist in the program of the Respect. Now. Always. This campaigning program is stated as a credible activist that is regarded as one of the most critical skill in demonstrating the campaigning program in this case (Dauvergne and Lister 2013). In order to improve the credibility there is a need to make the consistency as one of their key elements that starts with being an expert by keeping the trends advance the up to date impacts for the future (Carroll and Buchholtz 2014). There is a need to know the external environment that will trust people in making new judgements, and advices in the internal realms. Some of the activist campaigns are considered to have a long term investment horizon that will be based on the suggestions in their reputations. Through the study of almost 2000 activist campaigns over the last 10 years by the people will help them on an average holding period that is just over the two years (Kandachar and Halme 2017). The activist campaigns are often termed friendly that has the approach of a shareholder that points on the view that is based on the capital that has several opportunities that may be deployed even in enhancing the value. The conversation is between the investor and the management of the campaigning program (Loorbach and Wijsman 2013). The campaigns are activist in nature that has its objectives and tactics that mostly vary. There are certain activists that discreetly put in front the proposals that are more focused on the incremental creation of the value that is primarily through the constructive interactions with the managements of the programs. There are other rapid ways to mount it in order to make it more aggressive and the public campaigns that is primarily aimed at making a proxy to their contests. In other ways there are tactics to make them force towards the major campaigns that includes transformations or making a composite change in the composition of the management in the boards even (Hesselbarth and Schaltegger 2014.). There are different countries apart from Australia that has attracted a large amount of attention from the activists that has no other industry that may have appeared immune to it (Hrisch, Freeman and Schaltegger 2014). There are other regulatory interests that has come into the play that has marked them as the activists in order to mark it across the broad range of the industries that might unlikely continue to do so. The factors that tends to be attracted to the attention of the activists that has a strong amount of the cash flow that has low dividend payout ratios along with under performance and conservative balance sheets that will work as shifting the face of the market forces and making the business models (Boons et al. 2015). Analysis of the policy environment There is a need to make a complete analysis of the concepts of the policy that is found in the research that will act as a vital part of their environment that has its effectiveness in the advocacy strategy (Boons and Ldeke-Freund 2013). The key elements that is usually added in the context of the analysis includes identification of the cause that is related to the issues of harassment along with the complete analysis of the structural policy making bodies (Rosca, Arnold and Bendul 2017). This also includes the informal and the formal policy making processes along with the complete analysis of the political powers as its key factors. There is various opportunity that will eventually help in gaining the advocacy capacity along with the pestle analysis that needs to be closely analysed keeping in mind the positions of the government and their leaders as well (Bohnsack, Pinkse and Kolk 2014). The broader the socio economic aspects the more apprehensive is the concerns that includes the donors, business, research institutes etc. The key questions for its analysis includes: There is another major aspect that will help in the policy making environment that has an enormous impact on the advocacy level of the transparency and open mindedness (Bocken, Ran and Short 2015). That is in some of democratic and the open regimes that will not only make them obtain the information in these relevancy through the channels in an official way. This also takes the relevancy of the information that is through the consultations and the meetings. In converse to the regimes that often lacks the transparency and the openness that is quite difficult in order to make the key information through a successful way in terms of the policy in the political system and its democracy (Slawinski and Bansal 2015). Strategy development Investigating the different strategy for the development of the strategy that is an underlying fact for the issues of the policy. In case of its deal with the government there is a need to formulate the strategy before taking any administrative or legislative action (Benn, Dunph and Griffiths 2014). The strategies will help in identification of the motivations, interests and attitudes about a very particular issue that has its future plans even. Implementation of the plan There is a need to implement the plan that has been made in making the campaign a successful event (Hesselbarth and Schaltegger 2014). The plan includes various promotional activities like the celebrity talk shows, debates, distribution of the leaflets, live screening and special photoshoots along with the stage shows. These are the few ways through which the plan for the campaigning of the Respect. Now. Always has been made. The weakness and the strengths of the campaigning materials and its strategy needs to have a targeted outcome about its potential objectives. Ultimately it all depends on the various types of the events that will be hosted by the campaigning program (Carayannis, Sindakis and Walter 2015). Campaign calendars September Week 1 Week 2 Week 3 Week 4 Run special promotions Live updates One: one conversation Free counseling Promoting merchandises Leaflets distribution Live screening Distribution of leaflets Special photo shoot Celebrity talks Stage shows Debates Free counseling Victims talk about their issues University Campaigns Special photo shoot Critical analysis of campaign outcomes In the critical analysis of the campaigning outcomes will help in making the plans in a very profound way (Bansal and DesJardine 2014). The main outcome should revolve around making the campaigning plan a huge success. There will be various critical analysis analysis of the outcomes of the campaign that needs to be dealt with so that the campaign makes the plan a huge success (Armstrong et al. 2015). There is a need to make a logical framework that has its sub goals that can easily be attained in order to fulfil the goals of the campaign. There is a lot more difference between the outcomes and the objectives that has almost taken a long time in making it to the actions of the stakeholders. There is a need to refer to the different aspects that can easily be implemented in making it an alliance that has a supportive and awareness of the campaigning goals and its objectives (Wheelen and Hunger 2017). A brilliant way would be to use the steps that has been stated in the campaigning plan ning calendar in order to make the promotion a success. Conclusion From the above report, it is quite evident that the campaigning program is all about the various issues around the Respect. Now. Always. The campaign outlines along with the strategy map with the use of the strategic development and the campaigning outcomes has been vividly discussed. In this report, the strategy maps along with the developments of the strategy has been vividly discussed with the use of the campaigning problems. The background of the campaign Respect. Now. Always has been elaborately explained with a complete analysis on the strategic development. References Armstrong, G., Kotler, P., Harker, M. and Brennan, R., 2015.Marketing: an introduction. Pearson Education. Bansal, P. and DesJardine, M.R., 2014. Business sustainability: It is about time.Strategic Organization,12(1), pp.70-78. Beckmann, M., Hielscher, S. and Pies, I., 2014. Commitment strategies for sustainability: how business firms can transform trade?offs into winwin outcomes.Business Strategy and the Environment,23(1), pp.18-37. Benn, S., Dunphy, D. and Griffiths, A., 2014.Organizational change for corporate sustainability. Routledge. Bocken, N.M.P., Rana, P. and Short, S.W., 2015. Value mapping for sustainable business thinking.Journal of Industrial and Production Engineering,32(1), pp.67-81. Bohnsack, R., Pinkse, J. and Kolk, A., 2014. Business models for sustainable technologies: Exploring business model evolution in the case of electric vehicles.Research Policy,43(2), pp.284-300. Boons, F. and Ldeke-Freund, F., 2013. Business models for sustainable innovation: state-of-the-art and steps towards a research agenda.Journal of Cleaner Production,45, pp.9-19. Boons, F., Montalvo, C., Quist, J. and Wagner, M., 2013. Sustainable innovation, business models and economic performance: an overview.Journal of Cleaner Production,45, pp.1-8. Carayannis, E.G., Sindakis, S. and Walter, C., 2015. Business model innovation as lever of organizational sustainability.The Journal of Technology Transfer,40(1), pp.85-104. Carroll, A. and Buchholtz, A., 2014.Business and society: Ethics, sustainability, and stakeholder management. Nelson Education. Charter, M. and Tischner, U. eds., 2017.Sustainable solutions: developing products and services for the future. Routledge. Coomer, J.C. ed., 2016.Quest for a Sustainable Society: Pergamon Policy Studies on Business and Economics. Elsevier. Crane, A. and Matten, D., 2016.Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. Dauvergne, P. and Lister, J., 2013.Eco-business: A big-brand takeover of sustainability. MIT Press. Doppelt, B., 2017.Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge. Ferrell, O.C. and Fraedrich, J., 2015.Business ethics: Ethical decision making cases. Nelson Education. Hesselbarth, C. and Schaltegger, S., 2014. Educating change agents for sustainabilitylearnings from the first sustainability management master of business administration.Journal of cleaner production,62, pp.24-36. Hrisch, J., Freeman, R.E. and Schaltegger, S., 2014. Applying stakeholder theory in sustainability management: Links, similarities, dissimilarities, and a conceptual framework.Organization Environment,27(4), pp.328-346. Kandachar, P. and Halme, M. eds., 2017.Sustainability challenges and solutions at the base of the pyramid: Business, technology and the poor. Routledge. Loorbach, D. and Wijsman, K., 2013. Business transition management: exploring a new role for business in sustainability transitions.Journal of cleaner production,45, pp.20-28. Neubauer, F. and Lank, A.G., 2016.The family business: Its governance for sustainability. Springer. Rosca, E., Arnold, M. and Bendul, J.C., 2017. Business models for sustainable innovationan empirical analysis of frugal products and services.Journal of Cleaner Production,162, pp.S133-S145. Slawinski, N. and Bansal, P., 2015. Short on time: Intertemporal tensions in business sustainability.Organization Science,26(2), pp.531-549. Wheelen, T.L. and Hunger, J.D., 2017.Strategic management and business policy. pearson.

Art Of The Ancient Romans Essay Example For Students

Art Of The Ancient Romans Essay Roman architectural style originated from a combination of Greek and Etruscan but evolved into a style of its own. Among other innovations, Rome gave the world concrete, vaulting, roads, aqueducts and arches. The Sanctuary of Fortuna Primigenia (late 2nd Century BCE) utilizes axial planning like the Greeks but it also uses arches and a new material: concrete, to create this elaborate terraced structure. The arches allow for higher ceilings and more free space. It eliminates the need for columns by delivering the weight to the buttressed sides in a lateral thrust. By using concrete, material was less expensive and more readily available as opposed to transporting marble and other materials across the empire. As the empire expanded, so too did its need for elaborate structures to exemplify and remind its people of its success. The Colosseum in Rome (ca 70-80 CE) is said to hold more than 50,000 spectators. The Colosseum is free standing and its weight is held up by the vaulting and arches. Three-quarter columns also support some weight on the first tier they were ionic, second Doric and third Corinthian. The structure had many entrances to allow for practical and efficient movement of the spectators. Its function was mostly to entertain with violent gladiatorial fights, bloody hunts against exotic animals imported from Africa and even re-enactments of naval battles. A large canopy could be pulled across the top in case of rain and for shading purposes to make spectating slightly more comfortable. To make the shows more elaborate and unpredictable the Colosseum had various trap doors and passageways underneath complete with training grounds for the gladiators. Another Roman architectural wonder is the Pantheon (ca 118-125 CE). Revolutionary in its design and its exploitation of concrete and coffers, a huge dome and a design based off of the intersection of two circles creates the image of the interior as an orb of the earth and the dome as the heavens. Atop the dome is an oculus, with a diameter of 30 feet, this opening is the only source for light. To carry all the weight, basalt was added to the mix in the foundations and after modification the top stones were replaced with pumice to lighten the load. The thickness of the dome decreases as it nears the oculus and coffers functionally lighten the load while providing decoration. It is believed that each coffer had a gilded-bronze rosette at its center so as to amplify the effect of the stars and the heavens. Without columns crowding the interior, and with only an oculus for the source of light, dramatic effects and symbolism are amplified as a result of the features of the Pantheon. New materials and innovations allowed for larger scale architecture that in turn expanded the purpose of each building by accommodating more people in the vast space.

Globalization and the homogenization of Canadian culture Essay Example

Globalization and the homogenization of Canadian culture Paper The speed of globalization, namely with electronic and technologically based communications, have increased cultural awareness worldwide. 14 Canadian culture specifically, is a target for foreign media and because it is the home to thousands of different ethnic groups, it risks jeopardizing the interests of specific cultures in order to cater to the mainstream. Once media become increasingly international in scope, the tendency for bias and discrimination abounds. Ethic minorities in particular, have a difficult time defining and maintaining their culture due to the fact that they are constantly misrepresented in the media. As stated by both Biagi and McKie, the mainstream media, especially daily newspapers and the television networks, have traditionally represented the interests of mainstream culture. Scores of media studies have documented stereotypical representation, and a lack of representation of ethnic minorities in all areas of culture. 15 The Canadian Oxford Dictionary defines mainstream as pertaining to the dominant trend of opinion or style. The concentration of power with regards to ownership of media is almost entirely in the hands of typically white, middle-aged, well-to-do males. We will write a custom essay sample on Globalization and the homogenization of Canadian culture specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Globalization and the homogenization of Canadian culture specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Globalization and the homogenization of Canadian culture specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Consequently, the prevailing opinion in the media will also be bound to that particular gender, class and race. In addition, the majority of media consumed globally is owned and operated by right-wing corporations. 16 Other scholars echo this argument by adding that, political elites become the primary definers of mass media. 17 Further studies also prove that groups with greater political and economic status have found the media to be better suited to their needs than do groups with lesser status. This can also be characterized as excessive media-centrism which fails to take into account objectivity, especially in journalistic works. 18 In short, popular culture is simply the privileged dominant media establishing its social interests over others and, thereby, sacrificing diversity for power. Evaluators of globalization recognize the fact that media related events do not occur within a vacuum, and that many differing forces can effectively influence the media. Subsequently, a comprehensive study of the driving forces behind the media concludes that a good deal of bias and discrimination within modern newspapers, television programming and film is prevalent. The overall consensus is that various minority groups which exist outside of the social, economic and political status quo suffer feelings of degradation as the media blatantly ignores their needs. Many feel as if they are second class citizens because the media does not even bother to exercise fair and accurate reporting when discussing issues concerning them. In his essay, Out of the Mainstream: Sexual Minorities and the Mass Media, Larry Gross examines the portrayal of homosexuals in the media. Gross argues that both gay and lesbian men and women are constantly stereotyped, exploited and labeled in various forms of media. He even goes so far as to assert that for the most part, gay people have been simply invisible in the media. 19 As a result, the above implications suggest that if media were not produced on such a massive scale, or on an international level, minorities of all types would be more accurately portrayed. Visible and well-publicized minorities are not the only groups that are subject to discrimination in the media. Arguments have been made that class distinctions also suffer profound prejudices at the hands of the mass media. Subsequent studies conducted by Bruce Livesy and his colleagues suggest that the homogenization of culture imparts preconceptions against working-class people. Livesy concludes that stories and issues about working people are rarely addressed by the mainstream media. 20 Women in general, can also be underrepresented or exposed in a negative manner through various forms of media. Gail Robertson claims that racism, sexism and homophobic views are prominent and obvious even in Walt Disney films geared toward children. The world can be a wonderfully magical and imaginary place in movies. It can also be a violent, angry place, and one that is filled with negative stereotypes. 21 In light of these circumstances, other various groups are not only underrepresented but completely ignored in the mainstream media. A survey conducted by Michael Karlberg and Robert Hackett identifies numerous blindspots in the media, including ethnic and racial issues, as well as some womens issues. 22 They note in their studies that sources prove the media as having the upper hand in framing events and selectively admitting voices into public discourse. 23 Those who do not fall in line with popular culture simply do not have a voice, or representation through the mass media for that matter. There are definite parallels being drawn between globalization and the disappearance of culture. Analyst, Wayne Ellwood is not alone in his contention that, local cultures are being wiped out due to this trend and that not only are these local cultures faltering, but they are being replaced by a uniform culture that is fostered by globalization. 24 Accordingly, the importance of media remaining on a local scale becomes especially clear when discussing the great fear of globalization leading to a monocultural society. Local culture and media systems are advantageous in various ways. They are actual members of particular societies so they understand and can help to foster culture by acknowledging specific needs. They are unconcerned with international events and speak on behalf of different social groups rather than huge corporations, thereby increasing awareness and accuracy in media reporting. Variance in ownership is important in order to promote diversity and ensure representation of all social groups. Ironically, although local media institutions would certainly aid in counteracting the negative effects of globalization on culture, it is this very globalized media which makes it difficult for them to exist. It is also quite common for small community networks to be purchased by huge media corporations. Often, small media outlets simply cannot compete for readers with larger, more global media institutions that offer up to the minute international news written by acclaimed journalists. Moreover, audiences tend to be drawn to media that are visually pleasing, attention-grabbing and professional-looking. 25 Large media are also relatively cheaper, more abundant and easily accessible. Since larger media institutions are more financially sound, they can afford to package products that are more appealing to audiences. In addition, their vast human resource base allows them to thoroughly research market patterns, conduct surveys and target specific audiences by building upon niche markets. Finally, the loss of patronage that small media outlets experience as a result of being forced into competition can result in their demise. In December of 1995, the World Summit for Social Development held a conference discussing issues involving the threats and opportunities of globalization and citizenship. 26 Participants and representatives considered such issues as: the conceptual underpinnings of globalization and citizenship, the changing political economy of the international system, the impact of globalization on peoples rights, and the enforcement of international standards. 27 Concerns regarding citizenship which take place within national boundaries affect the basic civil, political and socio-economic rights of individuals. The rights of citizens are often sacrificed during times of uncertainty and rapid polarization. In response, citizens seek institutions that are able to provide social protection and establish a sense of community. The convention held that, economic liberalization and restructuring have eroded the economic and social rights of people in many countries, but falling barriers to communication have also expanded international awareness of rights and facilitated the creation of civil society networks on a global scale. 28 The ease at which communication is possible, combined with the rapid spreading of ideas and notions across geographical boundaries creates conditions where individuals are forced to define and protect their social rights. Consequently, government officials argue that the growing emergence of transnational institutions are weakening established citizen-states, and are effectively alienating political establishments in order to strengthen their own commercial interests. 29 Despite arguments contending that globalization leads inevitably to Americanization across the globe; proponents argue that rather than homogenizing culture, globalization actually hybridizes culture. It has been proven that a local cultural media system can exist and possibly prosper even in the era of globalization. Minorities who are underrepresented or ignored in the media at an international level can be more accurately portrayed in a more localized media system. The existence of companies involved in alternative media provide differing views as people would rather see, hear and read about events that affect them personally. Journalist Larry Gross finds that programs and films geared toward homosexual audiences can fare very well, arguing that, the products of the nascent lesbian/gay cinema find a powerful response among their primary audience. 30 Many specialized cultural groups appreciate and encourage media facets that give them a glimpse of themselves. Support in Quebec for domestic programming is also a prime example of a community that enjoys and maintains a local media system that caters to their specific needs. Unfortunately, these media outlets face growing competition from all arenas and many will not survive without support from their communities. Mary Vipond states that, culture is the glue that holds any society together. 31 The trend towards globalization threatens this cultural glue in countless ways. Where a local media is concerned with preservation of culture, such as language and tradition, an international media can be associated with a significant loss of such identities and customs. In a world of rapid globalization, some scholars state that movement toward a world without borders is due to the fact that, in many cases, the capacity to communicate ran ahead of the capacity to produce communications, which inevitably led to the drawing in of media from other countries. 32 Critics assert that this is trivializing a much larger issue especially since the existence age-old cultures are a stake. Local media institutions, which serve to protect and maintain culture, are wiped out as the movement toward globalization continues. Debates between scholars concerning the benefits and repercussions of globalization are subject to deliberation; but one thing is clear, globalization is premised on the notion of a single unified world, and if allowed to do so, cultural diversity as we know it will cease to exist. Bibliography Barker, Chris. Television, Globalization and Cultural Studies.Pennsylvania: Open University Press, 1999. Biagi, Shirley and Craig McKie. Media Impact: An Introduction to Mass Media. Toronto: International Thomson Publishing, 1999. Ellwood, Wayne. The No-Nonsense Guide to Globalization. Cornwall: New Internationalist Publications, 1999. Ferguson, Marjorie. Media, Markets and Identities: Reflections on the Global-Local Dialectic: The 1994 Southam Lecture, Canadian Journal of Communication 20, (Autumn, 1995), Vol. 20 No. 4. Fletcher, Frederick. Media and Political Identity: Canada and Quebec in the Ear of Globalization, Canadian Journal of Communication 23, (2001), Vol. 23 No. 3. McGrath, Anne. Media and Politics, in Mediascapes: New Patterns in Canadian Communication. Toronto: Thomson Canada Limited, 2002. Gross, Larry. Out of the Mainstream: Sexual Minorities and the Mass Media, in Durham, M. Kellner, D. (Eds. ), Media and Cultural Studies. Oxford: Blackwell Publishers, 1989. Institute of East Asian Studies, Look Whos Talking Now: Globalization, Film, Media, the Public Sphere, University of California, Berkley. Retrieved 2003 from the World Wide Web: http://ieas. berkeley. edu/events/z2002. 03. 09. html. Karlberg, Michael and Robert A. Hackett. Cancelling Each Other Out? Interest Group Perceptions of the News Media, Canadian Journal of Communication 21, (1996), Vol. 21 No. 4. Livesy, Bruce. .A Labour Newspaper: Pipe Dream of Possibility? in Bohdan Szuchewycz Jeannette Sloniowski (Eds. ), Canadian Communications. Toronto: Pearson Education Canada, 1999. Lorimer, Rowland and E. ODonnell, R. Globalization and Internationalization in Publishing, Canadian Journal of Communication 17, (Autumn, 1992), Vol. 17 No. 4, 493. Robertson, Gail. Snow Whitey? Stereotyping in the Magical Kingdom, in Bohdan Szuchewycz Jeannette Sloniowske (Eds. ), Canadian Communications. Toronto: Pearson Education Canada, 1998. Schlesinger, P. Rethinking the Society of Journalism: Source Strategies and the Limits of Media-Centrism, in M. Ferguson (Ed. ), Public Communication: the New Imperatives. London: Sage, 1990. Tracey, Michael and Wendy W. Redal. The New Parochialism: The Triumph of the Populist in the Flow of International Television, Canadian Journal of Communication 20, (1995), Vol. 20 No. 3. Universal Declaration of Human Rights and Freedoms, Article 19, adopted and proclaimed by General Assembly resolution 217 A (III) of 10 December, 1948. Retrieved 2003 from the World Wide Web: http://www. fourmilab. ch/etexts/www/un/udhr. html. UNRISD: Globalization and Citizenship. Retrieved 2003 from the World Wide Web: http://www. unrisd. org/unrisd/website/events. nsf/(httpEvents)/EA794CA143A44B0AC1256C240048AE02? OpenDocument=. Vipond, Mary. The Mass Media in Canada. Toronto: Lorimer Company Ltd, 2000. Wade, Peter. Music, Race, and Nation. Chicago: University of Chicago Press, 1957. Wakefield, Robert I. and Coleman F. Barney. Communication in the Unfettered Marketplace: Ethical Interrelationships of Business, Government and Stakeholders, Journal of Mass Media Ethics 16, (2001), Vol. 16 No. 2, 213-233. 1 Universal Declaration of Human Rights and Freedoms, Article 19, 1948. 2 Rowland Lorimer and E. ODonnell, R. , Globalization and Internationalization in Publishing, Canadian Journal of Communication 17 (Autumn, 1992), Vol. 17 No. 4, pp. 493. 3 Marjorie Ferguson, Media, Markets and Identities: Reflections on the Global-Local Dialectic: The 1994 Southam Lecture, Canadian Journal of Communication 20 (Autumn, 1995), Vol. 20 No. 4. 4 Institute of East Asian Studies, Look Whos Talking Now: Globalization, Film, Media, the Public Sphere, University of California, Berkley. Retrieved 2003 from the World Wide Web: http://ieas. berkeley. edu/events/z2002. 03. 09. html. 5 Ferguson, op. cit., par. 3. 6 Robert I. Wakefield and Coleman F. Barney, Communication in the Unfettered Marketplace: Ethical Interrelationships of Business, Government and Stakeholders, Journal of Mass Media Ethics 16 (2001), Vol. 16 No. 2, pp. 213. 7 Frederick Fletcher, Media and Political Identity: Canada and Quebec in the Ear of Globalization, Canadian Journal of Communication 23 (2001), Vol. 23 No. 3. 8 Ibid. 9 Wakefield and Barney, op. cit. , pp. 213. 10 Mary Vipond, The Mass Media in Canada (Toronto, 2000), pp. 96. 11 Anne McGrath, Media and Politics, in Mediascapes: New Patterns in Canadian Communication (Toronto, 2002), pp. 384. 12 Ibid, pp. 97. 13 Peter Wade, Music, Race, and Nation (Chicago, 1957), pp. 26. 14 Chris Barker, Television, Globalization and Cultural Studies (Pennsylvania, 1999), pp. 36-37. 15 Shirley Biagi and Craig McKie, Media Impact: An Introduction to Mass Media (Toronto, 1999), pp. 268. 16 Bruce Livesy, A Labour Newspaper: Pipe Dream of Possibility? in Bohdan Szuchewycz Jeannette Sloniowski (Eds. ), Canadian Communications (Toronto, 1999), pp. 181. 17 Michael Karlberg and Robert A. Hackett, Cancelling Each Other Out? Interest Group Perceptions of the News Media, Canadian Journal of Communication 21 (1996), Vol. 21 No. 4, par. 6. 18 P. Schlesinger, Rethinking the Society of Journalism: Source Strategies and the Limits of Media-Centrism, in M. Ferguson (Ed. ), Public Communication: the New Imperatives (London, 1990), pp. 61. 19 Larry Gross, Out of the Mainstream: Sexual Minorities and the Mass Media, in Durham, M. Kellner, D. (Eds. ), Media and Cultural Studies (Oxford, 1989), pp. 410. 20 Livesy, op. cit. , pp. 181. 21 Gail Robertson, Snow Whitey? Stereotyping in the Magical Kingdom, in Bohdan Szuchewycz Jeannette Sloniowske (Eds. ), Canadian Communications (Toronto, 1998), pp. 222. 22 Karlberg and Hackett, op. cit. , para. 18. 23 Ibid, para. 19. 24 Wayne Ellwood, The No-Nonsense Guide to Globalization (Cornwall, 1999), pp. 11. 25 Biagi and McKie, op. cit. , pp. 222. 26 UNRISD: Globalization and Citizenship. Retrieved 2003 from the World Wide Web: http://www. unrisd. org/unrisd/website/events. nsf/(httpEvents)/EA794CA143A44B0AC1256C240048AE02? OpenDocument=. 27 Ibid. 28 Ibid. 29 Ibid. 30 Gross, op. cit. , pp. 421. 31 Vipond, op. cit. , pp. 89. 32 Michael Tracey and Wendy W. Redal, The New Parochialism: The Triumph of the Populist in the Flow of International Television, Canadian Journal of Communication 20 (1995), Vol. 20 No. 3, par. 8.

How to Tackle the 2015-16 Common Application Essay Prompts - The Essay Expert

How to Tackle the 2015-16 Common Application Essay Prompts - The Essay Expert In preparation for a TV interview on Channel 3000 last summer, I researched the new Common Application Essay questions. Somehow I got it into my head that I had already written about them since I had researched them. But in actuality, I did not share these new topics on my blog! Now that it’s college application season, I am really and truly sharing the Common Application Essay Prompts for 2015-2016. These new college essay prompts, on which I’ve commented below, were crafted based on survey results from almost 6,000 people who were members and constituents of the Common Application organization. The parts that changed from last year are in italics: Some students have a background, identity, interest, or talent that is so meaningful they believe their application would be incomplete without it.  If this sounds like you, then please share your story. (Previous prompt: â€Å"Some students have a background or story that is so central to their identity that they believe their application would be incomplete without it†¦.†) I like that â€Å"identity, interest, and talent† were added as options and that the words â€Å"so central to your identity† were replaced with â€Å"meaningful.† These changes open up the question to a broader range of possible responses, and frankly take some pressure off. Not every applicant has a background that they consider â€Å"so central to their identity that they believe their application would be incomplete without it.† But just about everyone has something in their life that’s meaningful enough to be important to share with the admissions committee. The lessons we take from failure can be fundamental to later success. Recount an incident or time when you experienced failure. How did it affect you, and what did you learn from the experience? (First sentence was added to prompt.) Honestly, I don’t love this addition. To me it’s too handholding and should be clear to any student writing an essay about failure. Perhaps schools were not getting enough essays that showed how students applied the lessons they learned from their failures? But I would think a student’s approach to this essay would be one of the aspects admissions officers would want to consider, without handing a directive to them on a silver platter. Reflect on a time when you challenged a belief or idea. What prompted you to act? Would you make the same decision again? (No change.) In my experience, this question proves challenging for most high school students. Few youngsters at that age have gone against the grain in a meaningful way. I recall in second grade challenging teachers who were talking during a fire drill, and, in high school, writing an editorial expressing my dislike of the student dress code. Neither was serious fodder for a college essay. Nevertheless, for those debaters and newspaper editors and political activists in the college application pool, answering this prompt might be just the right road to admission. Describe a problem you’ve solved or a problem you’d like to solve. It can be an intellectual challenge, a research query, an ethical dilemma-anything that is of personal importance, no matter the scale. Explain its significance to you and what steps you took or could be taken to identify a solution. (Completely new prompt, replacing this previous one: â€Å"Describe a place or environment where you are perfectly content. What do you do or experience there, and why is it meaningful to you?†) I like this change a lot! The previous question was fairly bland and presented a difficult writing challenge, with no obvious opportunity to show growth. The new question, in contrast, provides an exciting opportunity for students to display their intellectual prowess or emotional intelligence. Discuss an accomplishment or event, formal or informal, that marked your transition from childhood to adulthood within your culture, community, or family. (No change.) This might be the prompt to go or be changed significantly in 2016-17. Can you imagine thousands of students struggling to find something â€Å"different† to say about their Bar Mitzvah or Eagle Scout project? However, the prompt does offer an opportunity to explore and describe a unique childhood-to-adulthood transition. I remember fondly, for instance, the essay of one of my clients who taught his sister how to ride a bike, going from being annoyed at her wimpiness to owning his teacher role and succeeding in his task. The challenge here is to steer clear of anything clichà ©. That’s my take on the new College Application essays. As for other people’s opinions on these prompts, almost all of those surveyed agreed that the current prompts would generate effective essays on the whole. A slight majority believed the â€Å"story/background† prompt is the most effective, and I agree. In fact, most students could probably answer that question and submit a very effective essay; but there’s value in offering four more ways for students to approach thinking about their unique offerings and how to talk about their lives in 650 words. Note that very few participants in the survey wanted the â€Å"Topic of Your Choice† topic back. This is understandable since a student could write about pretty much any topic of their choice that’s personal to them and fit it within one of the current essay choices. If your child is applying to college and wants support on writing a great response to the Common Application questions, contact The Essay Expert. Remember, approximately 26% of all college applicants hire an admissions consultant, and your child is in the same pool they are. You might also enjoy some of my other articles about college essays and admissions.

Essay on colour in the sets and costumes of Leon Bakst

On colour in the sets and costumes of Leon Bakst - Essay Example equired, and only by experiment could the original intention of those who conceived and organized the theatre – the intention of establishing a real emotional and utilitarian relationship between the theatre and the mass of people be realized.† (Carter, 1929, p. 3)   During this period, in Russia the traditional idea of art did not receive much appreciation from the general public. Intellectuals and the rest of the public started to believe that art actually had a certain purpose in order to educate people and expose the actual facts of the society. The mode of writing dramas, use of symbolism and setting of drama, including costumes as well as use of colors also changed in a rapid way compared to the past and at the same time the world of theatre was greatly influenced by the aesthetics of East, deriving different aspects from Oriental Art to initiate a new tradition, â€Å"It brought together the art of stage scenery, the design of sets, costumes and props, the musi c of song and instrumental pit, the architecture of both the building in which the performance took place and the fantasy world portrayed beyond the proscenium arch , and the text and characterization of the play.† (MacKenzie, 1995, p. 176) In Western tradition of Art, East has always been considered the land of perfection and idealism for its â€Å"mysturiours† oriental arts and idyllic landscapes with scenes that the west did not have. During the time period of 1905-1915 Russian theatre and ballet emerged as main sources of inspiration for the West as well as performing arts. Paris, in the global context, used to be considered as the center of artistic culture and creativity. â€Å"The Russian Ballet with productions that achieved ‘art’ status, was a breakthrough making the line between culture, set and stage design collapse. It became one of the leading ballet companies of the twentieth century.† (Mayer) The summer of 1909, Paris witnessed the emergence of a great master, Leon Bakst, who

The Concept of Total Quality Management Essay Example | Topics and Well Written Essays - 1500 words

The Concept of Total Quality Management - Essay Example One example of such organizations with ideal TQM environments was Xerox under the leadership of David Kearns, who served as its CEO from 1982 to 1990. What Kearns did for the downward spiraling company became a landmark in the history of quality management. Henceforth, this essay will endeavor to examine Kearns’ role as a quality leader in Xerox, his management approach and the applicability and certain processes of such approach, and finally, the issues that followed Kearns’ administration. David Kearns’ assumption as Chief Executive Officer (CEO) in 1982 was not without eventualities. Before bringing quality into the forefront of management, Kearns had to confront â€Å"skepticism and resistance† (Pfeffer, 1992, p.317). There was already a fixed mindset among top managers that Xerox was a world-class corporation and therefore need not change. Kearns said of his time as a leader: â€Å"One of the main things I learned at Xerox is that radical change in any organization is incredibly painful. In the language of change theorists, we were moving between several different states† (Kearns & Harvey, 2000, p.79). When statistics finally provided evidence of the company’s bad performance, Kearns and his management team formulated an integrated bottom-up and top-down TQM approach focused on increasing customer satisfaction and striking a balance between quality processes and quality outcomes. The approach was governed by the Leadership through a Quali ty policy which revolved around four areas or goals where quality must be directed: customer, employee, the business, and process. This holistic policy â€Å"radically changed† Xerox’s business outlook. Throughout the whole ordeal, Kearns’ thought of himself as the â€Å"captain of a sinking ship.† When he became CEO, he believed Xerox was already on the brink of going under due to unsolved internal and external problems  (Novgorod State University, n.d.; Kretchmar, 1992).  

It is a research paper about the topic (Homeless Families) Essay

It is a research paper about the topic (Homeless Families) - Essay Example A majority of these people are thrust into the homeless state by life-altering events that were unexpected. Some tragic life occurrences such as job loss, domestic violence, family disputes, and loss of loved ones can lead to homelessness (Bassuk et al, 2010). Homelessness is by and large a three-pronged problem. It is affected by economic, political, and social factors. The state of homeless families exploded in the early 1980s when federal funds were withdrawn from social assistance and low-income housing programs. The programs were meant to cater for the mentally ill and low-income families. Lack of affordable housing and the rising gap between earnings have left many of families and individuals in America homeless (Nunez, 2000). Economic factors are a central cause, as are social factors such as long-term drug addiction, mental illness, and alcoholism which can contribute to homelessness. Studies show that at least 25 percent of homeless people suffer from a kind of mental illness (NHC 2006). Twenty percent of the homeless are also drug and alcohol addicts, and the lack of access to affordable care can leave them vulnerable to the problem for their entire lives. This paper evaluates various aspects of homeless families such as how hom elessness affects children, and what society is doing to alleviate the problem (Bassuk et al, 2010). The rate of homelessness among American families has grown extensively over the last two decades. Between 2007 and 2010, the number of homeless families rose significantly. In 2007, 30% of the homeless people were in families and the percentage changed to 35% in 2010. This percentage is, however, devoid of the proportion in the suburban and rural areas (Khadduri & Culhane 2011). The affected families experienced frequent moves while in search of employment and secure affordable housing. The turbulence resulting from the movement affects children, and they

Line Managers In Human Resource Management Management Essay

Line Managers In Human Resource Management Management Essay Abstract Restructuring, downsizing, and an increased need to focus on employees for competitive edge are levelled to be among the factors encouraging the devolvement of human resource management to line managers. However, recent research indicates that there is substantial potential for human resource specialists and line managers to share more effectively responsibility for their organisations human resource activities in business partnerships. The foundation for this is arguably commonality in opinions on the principles and practices of human resource activities. However, line managers and human resource specialists often have dissonant opinions on human resource management. This paper explores line manager and human resource specialists perspectives on line manager involvement in human resource management, theoretically and empirically. The primary work comprises a survey of the views of line managers and human resource specialists on devolving a range of human resource activities to line managers in a case organisation, Hilton Internationals UK hotels, which is seeking to achieve a successful human resource business partnership. Differences between line managers and human resource specialists perspectives are found in five aspects: understanding and ownership of the companys service and HR strategy; line manager involvement in and rankings of HR activities; HR specialists support of line managers; barriers to line managers involvement in HR activities; and the competence of line managers in HR activities. In addition, a need for more line manager training in human resource activities, together with addressing line managers heavy workloads and short ter m job pressures emerge as highly defined findings. These findings may have resonance for other organisations in devolving human resource management to the line and developing human resource business partnerships. Key Words: line managers devolving human resource management human resource business partnerships Background: Research Issue Business partnerships whereby human resource (HR) specialists and line managers share an organisations HR responsibility have recently emerged as the dominant model for HR professionals (Chartered Institute of Personnel and Development (CIPD), 2003). However, it is evident that such partnerships are generally not yet operating as effectively as they could. For the CIPD report on the role of front line managers in people management concludes that delivery of HR practices by the line is seen as an area requiring substantial improvement with HR managers tending to believe that line managers have not fully accepted HR responsibility (CIPD, 2003:2). A fundamental element of HR business partnership development is arguably commonality in line and HR manager perceptions on the HR function in which line managers are elemental (Larson and Brewster, 2003). Evidence that there is such commonality is conspicuous by its absence. Rather, there is evidence that line managers and HR specialists views on HR are generally divergent. The work of Ulrich (1997), Wright et al. (2001), Becker et al. (2001), Harris (2001) and Phelps (2002) on, for example, perceptions of levels of HR service, all point to this perceptual divergence. As McLean (2004) points out in her case study of line and HR manager perceptions of the importance and performance of the HR function, increasingly academic studies of HR are involving examination of different stakeholder perspectives. Because perceptual divergence may negatively impact on line manager and, ultimately, business performance (Gilbert, 2000; Kearns, 2004), understanding it is important. This article addresses, theoretically and empirically, stakeholder perspectives of HR in a dimension not covered thus far in academic studies: the issue of line managers and HR specialists perceptions on line managers involvement in HR. It analyses the inherent challenges from both line manager and HR specialist perspectives on line managers involvement in, and ability to deliver, human resource management (HRM) and human resource development (HRD) activities. First, line manager responsibility for HRM and HRD are discussed from theoretical perspectives. Next, primary work conducted in Hilton Internationals UK hotels on line and HR manager perspectives on line managers in HR is presented. Finally, the key findings and conclusions on the challenges in developing HR business partnerships are offered. Theoretical Perspectives Relationships between line managers, HRM and HRD are arguably changing (Gibb, 2003) and becoming more fused, despite continuing debate about the focus of HRM (Budhwar, 2000) and scope of HRD (Garavan et al., 1999). Indeed it is argued that fusing HRM and HRD is essential to provide the necessary synergy for HR to be a truly valued organisational partner (Ruona and Gibson, 2004: 49). In defining the connections between HRM and HRD, the relationship has been dubbed ambiguous and elusive (Mankin, 2003:2). The literature on these two areas largely treats HRM and HRD separately; therefore the theory underpinning this paper explores the challenges in line manager responsibility for HRM and HRD in turn. Since the advent of human resource management (HRM) in the UK in the 1980s there has been some debate about devolving aspects of HRM to line managers (Gennard and Kelly, 1997; Hall and Torrington, 1998). Indeed, the devolving of human resource activities to line managers has received much attention by both academics and practitioners in the UK and Europe over the last decade (Larsen and Brewster, 2003). Various reasons for this devolution have been cited, including restructuring, downsizing, and an increased need to focus on employees for competitive edge (Cunningham and Hyman, 1999; Renwick, 2000; and Gibb, 2003). Storey (1995), in articulating differences between personnel management and human resource management (HRM), highlights the critical role of line managers in delivering HRM. A recurrent and established feature in discussion on HRM is therefore the centre-stage role for line managers (Renwick, 2003:262). As to the benefits of line manager involvement, several researchers assert that line managers assuming some HRM responsibility can positively influence employee commitment and, ultimately, business performance. For example Cunningham and Hyman (1999:9) highlight the role of line managers in promoting an integrative culture of employee management through line management. Thornhill and Saunders (1998) signal the role of line managers in securing employee commitment to quality, while increased productivity has also been asserted as a basis for devolution of HRM (Industrial Relations Survey Employment Review, 1995). A recent Chartered Institute of Personnel and Development (CIPD) report indicates that line managers involvement in coaching and guidance, communication and involvement has a positive influence on overall organisational performance (Hutchinson and Purcell, 2003). A key finding from this report is that to gain line managers commitment to people management requires support from strong organisational values that emphasise the fundamentals of people management and leadership (Hutchinson and Purcell, 2003). Devolving HRM to line managers has, however, been noted as being problematic (McGovern et al., 1997:12). Renwick (2003) posits that the new millennium marked the onset of keen discussion about the challenges surrounding line manager involvement in HRM. Challenges lie not least in the relationship between line managers and HRM specialists (Cunningham and Hyman, 1997), the ability and willingness of line managers to carry out HR tasks properly (Renwick and MacNeil, 2002:407), and line managers knowledge of company policies (Bond and Wise, 2003). Hall and Torringtons (1998) research on the progress of devolution of operational HRM activities and its consequences points to organisations making sustained and deliberate efforts to vest HRM responsibility with line managers. However, the absence of a designated human resource specialist role (Thornhill and Saunders, 1998:474) may have negative effects on strategic integration and, consequently, organisational commitment, flexibility and qua lity. Renwick (2003), drawing on the work of Ulrich (1998) and Jackson and Schuler (2000), identifies that a partnership approach to HR requires the integration of HR activities into the work of line managers and that a real partnership approach requires a triad approach between HR specialists, line managers and employees. Similarly, the involvement of line managers in HRD has been the subject of academic debate and organisational challenges. In clarifying the role of line managers in HRD, Heraty and Morley (1995) assert that activities surrounding identification of training needs, deciding who should be trained and undertaking direct training either fall within the domain of line managers or in partnership with HR specialists. The aspects of HRD concerned with policy formulation, training plans and advising on strategy are meanwhile more likely to be undertaken by HRD specialists. Gibb (2003) asserts that concerns over increased line manager involvement in HRD are valid in that it may limit the use of specialist resources in HRD. Another issue is that while line managers have been identified as one of the key stakeholders with the HRD process (Heraty and Morley, 1995:31), difficulties in securing line manager acceptance of HRD responsibilities have been evident (Aston, 1984). Research has identified f actors that may enable and inhibit the take-up of line manager responsibility for HRD. Arguably the most significant enabler of line manager responsibility for HRD is the growing body of literature on the emergence and growth of HRD and in particular HRD with a strategic focus (Garavan et al., 1995:4). HRD may be seen as providing the key connection between HRM and business strategy (Garavan et al., 2001). Business-led approaches to HRD can indeed be evidenced (Sparrow and Pettigrew, 1988; Harrison, 1993). For Torraco and Swanson (1995), HRD is not only supportive of, but also central to, business strategy. It is also, as Keep (1989) maintains, central to HRM. Therefore it can be seen that there are important lines to be drawn between HRM, HRD, line managers and business strategy. McCracken and Wallaces (2000) model of the characteristics of strategic HRD indicates that all four of these factors are integral to a strategic human resource development (SHRD) approach being taken. In this model they are expressed as: integration with organisational missions and goals; HRD plans and policies; line manager commitment and involvement; and complementary HRM activities. Within this literature Garavan et al. (1993) and colleagues identify a range of strategic drivers that are moving organisations down the route of integration of HRD activities with strategic goals, including an increased emphasis on quality and change of leadership. In terms of enabling HRD at an operational level, de Jong et al.s (1999:183) research suggests that this is a feasible option providing specific conditions are met in organisations. One significant condition may be the credibility of HRD as an organisational activity in general. For despite the relatively recent interest in, and expansion of, HRD in UK organisations, there seems to be a residual issue of credibility of the training and development function in organisations generally (Chartered Institute of Personnel and Development, 2001). Organisational support for line managers in their HRD responsibility is important too in the facilitation of the devolution of HRD responsibility (Heraty and Morley, 1995), as is senior managers understanding of training and development issues (de Jong et al., 1999). Trust between line managers and HRD specialists is another important enabler (Garavan et al., 1993). Lastly, as emphasised by de Jong et al. (1999), line managers acting as role models in demonstrating commitment to HRD in their operational tasks may be a powerful enabler of HRD. On the other hand, a number of barriers to the effective delegation of HRD have been recognised. One potential issue that is conceivably acute in the hotel sector is the pressure of short-term imperatives (Tsui, 1987) that may squeeze out HRD activities for line managers. This factor, in combination with a lack of training in HRD, may minimise the priority of HRD for line managers (Aston, 1984; Brewster and Soderstrom, 1994; de Jong et al.1999). Untrained line managers may avoid a coaching role due to their discomfort with it (de Jong et al., 1999). Further, where managers do not reflect a belief in HRD in their operational role the impact of HRD is likely to be reduced (de Jong, 1999), the direct converse of reflecting a belief in HRD being an enabler of HRD, as pointed out earlier. Thus it is apparent that a number of challenges present themselves in devolving HR responsibility to the line in order to develop HR business partnerships. Arguably, the organisational context within which these challenges may be surmounted (or not) is a positive organisational culture, transcending formal and functional requirements, that supports change (Higgins and McAllister, 2004). Organisational culture may be conceived as the essential medium between formal organisational policy and implementation in practice (Maxwell, 2004;189). It has both a pervasive nature and behavioural outcomes, as Scholzs (1987;80) description reflects: corporate culture is the implicit, invisible, instrinsic and informal consciousness of the organization which guides the behaviour of the individuals [at work] and which shapes itself out their behaviour. In a sense, as Cunningham and Hyman (op. cit) claim, organisational culture may be an adhesive for HR business partnerships as it may support acceptance of devolved HR responsibility. The case organisation examined in this paper, Hilton International hotels, has sought to generate an organisational culture that links their HR activities to their strategic service quality initiative. This requires line managers and HR specialists in hotel units working in partnership to implement and deliver HR activities to employees. The next section of this article explains the methods used by the authors to investigate the views of both line managers and HR specialists on line manager involvement in HR, a key part of HR business relationships. Research Questions and Design Case Study Background The key strategic driver for devolving HR to line managers in the 76 UK based hotels of Hilton International was the development of a worldwide service quality initiative from a UK launch in 2001, following the integration of Hilton and Stakis hotels. This reflects Garavan et al.s (1993) assertion that increasing emphasis on quality and change of leadership moves organisations to integrate HRD activities with strategic goals. Integral to the new service concept in Hilton was the linking of all HR activities to the service initiative in an HR policy and employment package called Esprit. Within Hilton, Esprit is portrayed as being a concept directing the way employees are managed and work. It is a promise on how our colleagues are treated within the company (UK HR Vice-President), consisting of a range of HR activities. Further, HRHHHilton perceives Esprit as being fundamentally concerned with instilling a service culture throughout the organisation. In the words of the UK HR Vice-President, it is intended that Esprit should live in the hotels and [line] managers should determine recognition rather than it being seen as a Head Office initiative. Respect, recognition and reward are the key principles of Esprit. They are supported in practical terms by a comprehensive training and reward system which is packaged as a club employees join through achieving levels of training. Another central tenet of Esprit is that line managers in hotels are expected to assume much of the responsibility HRM and HRD activities together known as HR in Hilton that support the strategic quality service driver. These activities include selection, training and development, employee motivation and recognition, and performance management. Line managers are provided with support from specialist HR staff at unit and Head Offic e level. The strategic banner of Esprit is leading the organisation down the route of HR specialist and line managers having to work in partnership to deliver HR activities (Maxwell and Quail, 2002; Maxwell and Watson, 2004). In order to explore perspectives of the challenges in this partnership, views from both line managers and HR specialists were surveyed by the authors. The research questions that underpin this article are, from line manager and HR specialist perspectives: Is there a shared understanding of line manager HR roles and responsibilities? What are the key mechanisms that support line managers with their HR responsibilities? What are the barriers that hinder line managers involvement in HR activities? In order to explore the research questions, a deductive approach has been taken in developing the questionnaires, with the content being informed by the literature review, a series of semi-structured interviews with the UK HR vice-president of the case organisation, and semi-structured interviews with three hotel HR managers. Both questionnaire formats encompassed nominal, ordinal, ranking and Likert rating scales, and several open-ended questions. Both questionnaires were piloted, on consultation with a regional HR director, a hotel HR manager and an external survey organisation. The key themes in the line managers questionnaire were understanding and acceptance of Esprit, then exploration of HR activities in relation to involvement in and importance of HR including support mechanisms; barriers; training; level of confidence; and further support. The closing section of the questionnaire addressed biographical data of respondents. The questionnaire for a census of the HR specialists in Hilton Internationals UK hotels was developed to parallel the line managers survey. The survey population comprises 760 line managers, and 76 HR specialists in Hilton hotels throughout the UK. Following piloting for face validity (Veal, 1997), 10 questionnaires were distributed to each hotel for completion by line managers and one for the HR specialist in each hotel, for completion on a self-selected, self-administered, anonymous basis to address response bias (Mitchell, 1996). The response rate was 43% (328) for line managers and 60% (46) for the HR specialists. Descriptive statistics were used to analyse the quantitative results. Open-ended question responses were coded into themes to enable these to be presented using percentage response rates. Quantitative responses are supplemented with qualitative statements where appropriate. Some 775 comments were included in the returns on the 11 questions inviting additional comments from line managers and some 258 comments from HR specialists on the ten questions inviting additional comments from them. A combination of qu antitative and qualitative data reduction techniques were used. Descriptive statistics, including the non-parametric Mann-Witney test to measure the significance of differences between the opinions of the two constituent groups (p The credible volume of primary data generated arguably affords a close analysis of the HR business partnership in Hilton Internationals UK hotels. Nonetheless, a few potential limitations should be raised. Firstly, the non-random self-selection of the line managers may have led to some response bias, though none has been identified. Secondly, the relative lack of anonymity for the HR specialists may have led to reservations in expression of their opinions. However, the nature of the results suggests otherwise. Possibly the inherent limitation of unique case studies, like Hilton International, in the wholesale transferability of findings is the most significant research limitation. With the importance of commonality in line manager and HR specialists on the involvement of line managers in HR, in conjunction with a lack of empirical work addressing the devolvement of HR to line managers in the tourism sector, the primary work is relevant. It may expose some key points in building an effective partnership between line managers and HR specialists that are not only valuable to Hilton but similarly market-orientated organisations. The findings reported next compare line managers and HR specialists perspectives on line managers in HR in relation to: the concept and ownership of Esprit; involvement in activities and ranking of the importance of activities; and supports of, and barriers, to HR activity. Empirical Findings Line manager profiles All 76 hotels in the UK are represented in the sample, with 34% of respondents located in Central and North England, 22% from Scotland and Ireland, 29% South of England and 16% in London. Thirty percent of the sample comprises senior managers, consisting of general managers and deputy managers, 53% are departmental managers, 9% supervisors and 7% (assistant and deputy departmental managers). Two percent of the respondents did not indicate their position in the organisation. Fifty six percent of the respondents have been in their current position for 1-5years, 15% over 5 years and 27 % less than one year. Of those who have been in their current position for less than one year, 39% have been with the organisation for less than one year, representing 10% of the total returns. Forty eight percent of the respondents indicated that they had been with Hilton hotels for 1-5years and a further 38% over 5 years. HR manager profiles All HR managers in Hiltons hotels have the same status and title. There was an even spread of HR manager respondents across the four regions with 26% located in Central North England, 24% from Scotland and Ireland, 26% South of England and 24% in London. In relation to length of service, 41% of the respondents have been in their current position for 1-5years, 50% over 5 years and 9% less than one year. Of those who have been in their current position for less than one year, 57% have been with the organisation for less than one year. Understanding of the Esprit HR Strategy Before examining views on human resource activities, it is important to ascertain whether there is a shared understanding of the philosophy of the strategic driver of Esprit as it is the foundation of HR activities (Heraty and Morley, 1995; Bond and Wise, 2003). Respondents were able to give multiple responses to the question on their understanding of Esprit within Hilton. From their majority responses (see Table 1), it is evident that the respondents do not have an understanding of Esprit that is commensurate with the Hilton conception. For the majority of line managers (87%) and HR specialists (72%) perceive Esprit as a club for employees. This majority view is represented across all levels of management, and is not dependent on length of service, age or gender. Only 26% of the line managers indicate that Esprit is a concept directing the way employees work, with a further 14% indicating that it is a way of working practices. In contrast, 57% of the HR specialists view Esprit as a concept directing the way employees work, with a further 43% indicating that it is a way of working practices. The differences across the line managers and HR specialists here are highly significant (p=.000). Further, only four line managers and four HR specialists indicated understanding of the concept and values underpinning Esprit in positing additional comments: [Esprit is] a belief/ culture system (HR manager, Scotland) and positive enforcement of Hilton as a group in the minds of our employees (line manager, Scotland). Table 1 here Ownership of the Esprit HR Strategy In a similar vein to the findings on understanding the Esprit strategy, there also appears to be discrepancies regarding ownership of Esprit that may be resonant of line manger willingness to carry out HR activities (Aston, 1984; de Jong et al., 1993; Garavan et al., 1995 and 2001; Renwick and MacNeil, 2002).The general view expressed is that there is multiple-ownership. Nearly all respondents provided three responses each to the question on this subject, generating a total of 865 responses. However in analysing these based on number of respondents it can be seen that 69% of line-managers and 59% HR specialists consider Esprit to be owned by Hilton, whilst 54% of line managers and 65% of HR specialists indicated that employees own it. Almost two thirds of the line managers consider it to be owned by human resource specialists (30% head office HR and 31% hotel based human resource specialists). Twenty three percent of line managers perceive it to be owned by senior management, compare d with 39% of HR specialists. Thirty percent of line managers expressed the view that departmental managers own it and 22% considered Esprit to be owned by the individual hotels. This contrasts with the views of the 61% of HR specialists who perceive that departmental managers own Esprit and 50% who indicated that the individual hotels own it. In the other response allowed for the question on ownership of Esprit, all respondents expressed the view that everyone in the organisation owns Esprit, reflecting the corporate view of ownership. What is starkly evident from this comparison is that HR specialists perceive that the Esprit strategic driver has multi-ownership more than the line managers. A significance value of 0.15 in the opinions of the HR and line managers on senior manager ownership of Esprit is a significant aspect of perceptual divergence, while divergence on perceptions of individual hotels, hotel HR and departmental managers ownership of Esprit is highly significant p= 0.000 (see Table 2). Moreover, it is again apparent that the general understanding of the HR managers on Esprit ownership is closer than that of the line managers to the formal Hilton position. Table 2 here Line managers in HR: understanding of roles and responsibilities Renwick (2003), drawing on the work of Ulrich (1998) and Jackson and Schuler (2000), identifies that a partnership approach to HR requires the integration of HR activities into the work of line managers. In order to obtain an overview of the range of HR activities undertaken by line managers, both line managers and HR specialists were asked to indicate their views on: the human resource activities in which line managers are actively involved; the level of importance of HR activities in relation to importance to business effectiveness; and ranking of the most important HR activities. Table 3 provides a breakdown of the results. Table 3 here The first notable point about the findings tabled above is that while all of the HR respondents opine that line managers are involved in four HR activities employee selection, motivation and morale of employees; performance appraisal; disciplinary and grievance procedures there are no activities that all the respondent line managers opine they are involved in. The second notable point is that in every activity the HR managers perceptions of line manager involvement is greater than the level of involvement as perceived by the line managers. The third conspicuous finding is that there are marked differences in perceptions in the relative value of employee budgeting and forecasting; ensuring HR processes are maintained; rewards and benefits; and performance appraisals. These findings strongly suggest that HR managers believe there is greater line manager involvement in HR activities than the line manager do and, further, some difference in HR priorities exists across the line manager and HR manager groups. In employee selection; motivation and morale of employees; and team briefings and communications, there are broadly similar findings in terms of prioritisation. Comments made in relation to line managers involvement in HR activities deepen insight into the respondents views. Twenty one percent of the line managers took the opportunity to provide additional comments on their role in relation to HR activities. Thirty eight percent of the comments relate to training, encompassing analysing training needs, encouraging employees to participate in training, delivery and evaluation. Communications was mentioned by 14% of the respondents predominantly with HR specialists, communicating HR issues to staff and attending HR meetings. Other activities mentioned by respondents include: coaching; sickness interviews, teambuilding and payroll management. Complaints regarding workloads and staffing levels were voiced in comments by 10% of the respondents, with 5% complaining about HR support within their hotel and head office. At the same time 9% of the managers were extremely positive about their role in HR activities, as illustrated by the following quote s from two of the managers: I feel I have a better/greater opportunity to be more involved within HR because of the hotels and staff itself. It is fantastic not only to be supported by our own team, but the whole hotel team as well; and I get support and encouragement continuously. I run my department as if I was HR but with the bonus of all the help I need being available works fantastic sic. Additional comments on line managers HR role were made by HR specialists and relate to ownership of Esprit, with echoes of findings noted earlier. For example, it was recorded that managers should have a role in all of the above in reality however many areas are not currently perceived as their responsibility (HR manager Central England). Another London based HR specialist indicated that managers also had responsibility for their own development, coaching and absence. Support of line managers in HR responsibility Opinions on a number of features of line manager support in HR were canvassed in the questionnaires. In order to gain an understanding of managers views on the value of HR, they were asked to rate certain HR performance aspects, with 5 being excellent and 1 being poor. The highest mean score was found in relation to line managers opinions on the working relationship with their hotel HR manager (M=3.91), indicated as an important factor by Garavan et al. (1999). In contrast, only nine percent of the HR specialists rated the working relationship with managers as excellent, with a further 59% rating it as very good and 26% as good. Overall, the mean score for HR specialists rating of their working relationship with the line managers was very good (M = 3.69), but slightly less good than the converse view of the relationship. In relation to specific support given by HR specialist to line managers, all HR managers indicated that they advised on training, with 96% indicating that they also provided support in tracking Esprit membership numbers, administrative support and evaluation of training. In addition, other support activities include coaching and mentoring of managers to help them achieve targets, specifically to ensure that they are up to date and that user-friendly policies are in place. Time management reminders; providing disciplinary advice; recruitment and retention; staff budgeting; conducting appraisals; and measure and recognise results through internal HR audits were also articulated by the HR respondents as support

Essay examples --

YENTL,† the play now in production at the Cleveland Play House, is based on Isaac Bashevis Singer’s short story, â€Å"YENTL, THE YESHIVA BOY.† The play had a short Broadway run in 1975, but the story is best known to the general public because of the film version, which was written, produced and directed by and starred Barbara Streisand. The tale centers on Yentl, a girl whose father, a learned Orthodox Rabbi, defies religious custom and teaches his daughter to read and debate Jewish law and theology. When he dies, she is at a loss as to how to continue to learn, to achieve. She cuts off her hair, dresses as a young man, enters a â€Å"yeshiva† (a religious training school), and lives as a man. Her unusual friendship with Avigdor, her study partner, and marriage to Hadass, Avigdor’s former fiancà ©, sets the story on a track of intrigue. To truly understand â€Å"YENTL,† requires a knowledge of Orthodox Judaism as practiced in the shetls (villages) of pre-World War II eastern Europe, as well as Isaac Bashevis Singer. Orthodox Judaism centers on the belief in one, all knowing God, and adherence to a strict interpretation and application of the laws and ethics of the Torah. The belief system in Eastern Europe, before the Holocaust, intertwined religious laws with traditions, mysticism and superstitions. These beliefs carried over into patterns of daily life and influenced such things as the foods eaten, the patterns for birth and marriage and death, the clothing worn, and the role of males and females. Singer lived for much of his formative years in a Polish/Russian shtetl, and was well trained in all aspects of Orthodox Judaism. The winner of the Nobel Prize for literature, Singer, like his greatest literary influences, Chekhov ... ... three times through forked fingers when they are discussing a positive action, such as a marriage or a birth. This is an old superstitious action to ward off the â€Å"meesa meshina,† the evil spirit.) But, production questions abound. Depending on which area a person comes from, pronunciations differ. But the Hebrew pronunciations should have been uniform to represent that these people are from the same place. Why the great variance of Hebraic sounds? Most of the cast speaks in standard English, representing commonality of language, but one cast member uses an indefinable accent and overplays his part for laughs. Why? A general air of superficiality invades the production. Why? Unless done with reality, the play loses its â€Å"tam† (Yiddish for taste), fringes on mockery of the way of life being depicted, and weakens the accomplishment of the author’s purpose.

Coca-Cola Fizz Factor Essay

1) The Coca-Cola Company in my opinion has all the resources listed in the chapter. They have been such a successful organization over the years that they posses; financial, physical, human, intangible, and structural-cultural resources. It is because of their Global nature that I believe that they have these resources, and these are needed to for organizations to have capabilities and core competencies. Understanding that because Coca-Cola is such a global brand it means that their capabilities must stretch through culture so I do believe it is very hard to develop unique resources and distinctive capabilities. However, because of the resources behind them in some ways it is easier to develop strategies and gain that competitive advantage. 2) Coca-Cola has a number of distinctive capabilities. Its brand is one by itself, they have created a competitive advantage just by their name, Coca-Cola is known globally and it is a testament to the organization that it is so powerful. Another distinctive capability would be the shape and design of their bottles and cans, it may not seem like much but it can create nostalgia for and again turn in to a competitive advantage. Also with the patent for their designs it makes it impossible for competitors to imitate and take away that competitive advantage. 3) 127 Years of Happiness – This is a major strength; Coca-Cola’s history and tradition automatically give it credibility and make customers trust the brand. Other newer competitors just cannot compete with this, however it is extremely important that they continue to change and innovate. 200+ countries – This may mean a global organization, but this brings about some weaknesses. You have to deal with so many different cultures, languages, climates, and beliefs that it can be very difficult to keep everyone happy and keep providing a quality product. 3500 products worldwide – Again this is like the example above, it can be very challenging due to the diversity and target audience of all the products. However, it can be an advantage because of the variety of products you provide sets Coca-Cola apart from it competitors, giving them yet another competitive advantage. 1,322,000 Tweets per quarter – Twitter is becoming huge, and we saw during the Superbowl blackout how powerful a marketing tool it can be. Oreo cookies tweeted â€Å"†Power out? No problem. You can still dunk in the dark† so in my eyes I see this growing number to be a huge positive on a marketing front. Although on the other hand, social media can be very damaging, and if Coca-Cola does something bad, a negative reputation could spread around the world in a matter of moments. Protest Group of 100,000 people wanting the original Coke back – this shows that if you get it wrong you can face a major backlash from your customers. But this also showed how loyal people were to the original Coke, yes it was a negative result but it really highlights to the Coca-Cola Company what a great product they have. 4) It has to be the capabilities assessment profile, by following the five steps of this option Muhtar Kent can truly analyze the strengths and weaknesses of the organization on a global scale. The key competencies and capabilities are what set Coca-Cola apart and they need to continue to focus on these aspects, it creates the competitive advantage and this must be maintained in the future. This is vital if Coca-Cola want to remain up there as on of the most popular brands in the world.

Task Environment Essays

Task Environment Essays Task Environment Essay Task Environment Essay Threat of new entrants Carnival Corporation has only a small threat of new entrants in their market. It takes a huge amount of money to get into the cruise business because capital expenditures are large. There are also many regulations and licenses concerning world travel that would have to be acquired before beginning. For these reasons, it is difficult for new entrants to get into the cruise line business. However, there have been a couple of new entrants such as Disney. Bargaining power of buyers In the cruise vacation market, buyers do not have the power to affect the market that much. If they want to take a cruise, they have to pay the price. Threat of substitute products or services This is definitely a threat to Carnival Corporation. Consumers can easily replace the cruise vacation with cheaper land based vacations. They can make individual arraignments for all of the services they need, or they can purchase an all inclusive land based vacation that is quite similar to the cruise package. Any of these options are quite easy to book today with the addition of online companies like Travelocity. com or Expedia. com. Bargaining power of suppliers With respect to the suppliers of ships, there are not many suppliers. Part of Carnival Corporations strategy is to keep the most state-of-the-art ships with all of the amenities that the cruise customers prefer. They also feel that they need more ships in order to grow their company at the rate they would like. This could put the shipbuilders in a nice position of demanding more money for the ships. I would also assume that depending on where there ships are based (they wholly own, and partially own several cruise lines), suppliers may have good bargaining power. One area in particular that suppliers have a great amount of bargaining power, regardless of base of operations, is fuel. This supplier could cause Carnival Corporations profit margin to deteriorate rapidly. Rivalry among competing firms At the current time, there is a very strong rivalry among the top competitors in this industry. Many of the larger companies are merging with, or buying, other cruise lines in order to maintain margins and capture a larger market share. Relative power of unions, governments, special interest groups, etc. This could be an area that may cause Carnival Corporation some problems. Unions have already tried to unionize Carnivals shipboard employees. If that occurs, Carnival Corporations margins will shrink drastically because they use very inexpensive labor aboard the ships. Concerning the environment, special interest groups such as Greenpeace could have an effect on Carnivals operations. Since Carnivals area of operations is in many countries, those governments have a lot of power to dictate to Carnival Corporation. As far as the societal environment is concerned, Carnival Corporation needs to be cognizant of several factors. To begin with, the current state of the economy has to be considered. They must recognize that the lions share of their contemporary segment has lost some of its disposable income and are less likely to take a vacation at this time. Technologically speaking, Carnival should recognize that many individuals are using the Internet to book their vacations and consider how to take advantage of that particular distribution system. With the current state of instability in the world political arena, Carnival Corporation needs to realize that many people are uncomfortable traveling abroad at this time and make some adjustments to offset travelers fears. Finally, they should realize the need to be as environmentally friendly as possible to avoid any conflict with environmental groups. They also should realize the huge market potential of the aging Baby Boomer demographic that will have more money and time to spend on vacationing. In the task environment, they need not worry about new entrants but rather on the competition merging and cutting into the market share. They should always keep in mind that individuals have several options when it comes to vacations and make sure that the can compete with those options in both price and conveniences offered. They should also keep their relationships with foreign governments in the forefront of their mind so as not to close themselves out of some areas. Finally, they should make sure that they keep their employees happy in order to keep them from unionizing.