Athens Essay Essay Example

Athens Essay Paper The Athenians were located near the sea in a region of Greece called Attica. Because the Athenians were so close to the sea they became traders trading with other civilizations around the Mediterranean region. Also this encouraged Athens to build a strong naval fleet. Due to their constant travel around the Mediterranean Athens began to learn about other cultures along with learning new ideas while at the same time spreading their own culture and ideas.Sparta: The Spartans were located on a plain between the mountains and the sea where they farmed on the fertile soil. The land on which they were located was called the Peloponnesus and was located a peninsula called the Peloponnesus. The Spartans were built inland so they had no use for the sea. Right next to them was a group of people called the Messenians. The Spartans conquered these people and forced them into slavery. Later the Messenians revolted against the Spartans and the Spartans could barely subdue them.After this all boys were trained to be soldiers for times of war or a Messinian (now called the Helots) revolt. The soldiers had to be well trained especially since the Helots outnumbered the Spartans 20-1. Government Athens: Athens operated under a democratic government. All free Athenian men over 18 years old were considered citizens and only citizens could hold government positions. Women, children, foreigners, and slaves were not allowed government positions. There were three government groups.There was the assembly which included all Athenian citizens, there was the council of 500 which were Athenian citizens above the age of 30 were chosen by lottery, and there was the stategoi which were elected. The assembly composed of at least 6,000 citizens which had a meeting every 10 days. We will write a custom essay sample on Athens Essay specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Athens Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Athens Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The Assembly debated and voted on laws that were proposed by the council. When voting on yes or no issues the assembly members used rocks to vote. They would use a black rock to stand for no, and a white rock to stand for yes. The council ran the daily business of the government and proposed new laws.An interesting fact about the assembly is that if not enough citizens showed up for a meeting slaves would gather citizens using ropes dipped in red paint. Often men were embarrassed to arrive at a meeting with their clothes covered in red paint. Finally the stategoi was a group of 10 citizens who ran and commanded the army. Since it was crucial to be selective in choosing good military leaders the strategoi were the only government officials to be elected. Sparta: The Spartan government operated very differently than the Athenian government.To start off rather than being a democracy like Athens, Sparta had an oligarchic government or a government ruled by a few people. Like in Athens there were three branches but their roles would be much different. At the top of the pyramid were two kings who inherited their power. One of the kings usually led the Spartan army. Next down on the list was the council of elders. This group was composed of 28 male citizens all of whom were older than 60 and came from a noble family. The council was elected by members of the assembly who many historians believe yelled for their favorite candidate.The candidate that received the most cheering was elected and once elected the councilors served for life. The council of elders held almost all of the power in Sparta, as they made laws for the assembly to vote on, could stop laws passed by the assembly and could overturn any ruling made by the assembly. At the bottom of the government pyramid was the Assembly. Like in Athens the assembly was made up of all free male citizens but the similarities stopped there. To start off the assembly had very little power. Also the assembly could only vote on yes or no laws, and could not debate issues.Also if the assembly voted on a law and the council didn’t like the ruling they could simply overturn the law without the consent of the assembly. Economy Athens: The Athenian economy was primarily based on trade. The land surrounding Athens could not provide enough food for all of the city’s citizens; however Athens was near the sea and had a good harbor. As a result the Athenians traded with other city-states along with a few other civilizations in the Mediterranean region. Some resources the Athenians required were wood from Italy, and grain from Egypt.In exchange the Athenians often gave items such as honey, olive oil, silver and pottery. The Athenians bought and sold their goods at a public marketplace called the Agora. At the Agora people could buy food, household items, clothes and slaves. Some common foods bought at the Agora were lettuce, onions, wine, and olive oil. In addition Athenians also often also purchased pottery, furniture, jewelry and slaves. Athens along with some other city states also made its own coins. Coins made it easier to trade and were made of gold, silver, and bronze and reflected their actual value through the valuable metals.The coins were decorated with a picture of Athena, the patron goddess Athens on the front, and Athena’s representative bird, an owl on the back. Sparta: The Spartan Economy ran quite a bit differently than the Athenian Economy. To start off instead of relying on trade the Spartans relied on farming and conquering. All the Spartan men were soldiers so the Spartans got other people to do the resource production for them. When Sparta was first founded the Spartans conquered the nearby region of Messenia and enslaved the natives which the Spartans calledhelots.The helots farmed for the Spartans and sent most of their goods to Sparta while keeping the extras for themselves. Non-citizens calledperioikoito manufactured goods for them. The perioikoi made garments, tools, weapons and pottery for the Spartans. The perioikoi also ran some of the city’s trade. However the Spartans discouraged trade because they believed that as a result there would be new ideas which would lead to corruption and weaken the government. Also even if the Spartans wanted to trade it would have been difficult since instead of using coins as their form of money the Spartans used huge iron bars.This system was formed since a long time ago a Spartan leader thought that if they used heavy iron bars it would prevent theft since to steal an amount of value a thief would need a wagon to carry the iron away. However this led to the other city states not being too excited to trade with the Spartans due to receiving iron bars in exchange for their goods. Education: | Athenian Male| Spartan Male| Athenian Female| Spartan Female| Birth| Olive Leaf used to Represent Birth| Tested at birth for signs of weakness. Would be left to die if he had any weaknesses| Represented birth with sheep’s wool| Checked to see if she was strong.Would be left to die if she was weak| Early Childhood| Raised by mother or Slave until age 6| Would be raised by parents until the age of 7| Taught by mother until age of 13| Received physical training to have strong children| Education| Received a well rounded education in school from ages of 6-14. Learned academics along with physical training| Would go to the barracks at the age of 7 and begin military training| Did not go to school, learned to do housework| Exercised to stay fit| 13-17| No formal education. Could learn a trade from his father. Would continue to train at the barracks| Would have an arranged marriage with| Would participate in Hereia festival in honor of Hera. Festival would be made of athletic events| 18| Would begin military training and service| Would be elected into a mess| Would live with her husband| Would marry a husband in secret| 30| Would marry a younger woman| Could live at home with his family| Live the rest of her life with her husband| Would live with her family| Athens: The Athenians received a very well rounded education.Due to the fact only boys would grow up to become citizens male and females in Athens were educated very differently. An Athenian boy would be taught at home either by slaves or their mothers until the age of 6 or 7. Then the boys would go to school and learn reading, writing, literature, and arithmetic until they turned 14. During this time the boys also learned wrestling and gymnastics to make sure the boys were strong along with learning how to play the lyre and sing. When the boy turned 18 he began his military training.After serving the boy, who was now a man would study with private teachers before starting work on a trade of the boys choice. Girls on the other hand had a very different training. Their mothers would teach the girls to clean, cook, weave cloth and to spin thread. A few girls also learned ancient secret songs and dances for religious festivals. Around the age of 15 girls married a man much older than the woman. Girls from wealthy families often had arranged marriages with men of a higher class, while girls from poorer amilies usually had more choice. Sparta: The Spartan education revolved around the one thing that the Spartans valued above all else, war. Similar to in Athens male and female children went through different education. A boy would be taught a home until the age of 7. At the age of 7 a Spartan boy went to the barracks to receive military training. At the barracks Spartan boys learned fighting skills such as running, boxing, wrestling and racing. The Spartan boys also learned to read and write but the Spartans did not consider such skills important.During their training the Spartans were subjected to harsh conditions such as going barefoot and having very little to eat. The Spartan boys in fact were given so little to eat that they were encouraged to steal. However if they were caught stealing they would be punished. This was not because the boys were caught stealing- but because they were careless enough to get caught! at the age of 18 a few boys who excelled in training were selected to be trained as part of the â€Å"secret service brigade†. This select group trained in the wild with no support which was supposed to make them especially tough.When the boys turned 20 they were considered men and were elected into messes. In a mess the men ate together to make them become close to one another to make them fight together and united in battle. The men would then fight in the army until the age of 60 when they could retire. Conclusion: The Spartans and Athenians were 2 very different groups of people. The Spartans were militaristic people who valued strength and simplicity. They ran under and oligarchic government and were the military superpower of Greece. They relied on farming and conquering.The Athenians on the other hand had a strong culture and a well rounded society. They ran the first democracy in the world, and were proud of their art and culture. The Athenians relied on trade. These two city-states were great civilizations and working together they could have achieved more than we could imagine. However this would never happen and greed, jealousy, and the lust for power would put to 2 superpowers of ancient Greece head to head in ferocious civil war and lead to the end of Greece. Greece’s map Athen’s Athen’s map Sparta’s map

5 Common African American Stereotypes in TV and Film

5 Common African American Stereotypes in TV and Film African Americans may be scoring more substantial parts in film and television, but many continue to play roles that fuel stereotypes, such as thugs and maids. The prevalence of these parts reveals the importance of  #OscarsSoWhite and how African Americans continue to struggle for quality roles on both the small and big screens, despite having won  Academy Awards  in  acting, screenwriting,  music production and other categories. The Magical Negro Magical Negro characters have long played key roles in films and television programs. These characters tend to be African American men with special powers who make appearances solely to help white characters out of jams, seemingly unconcerned about their own lives. The late Michael Clarke Duncan famously played such a character in â€Å"The Green Mile.† Moviefone wrote of Duncan’s character, John Coffey, â€Å"He’s more an allegorical symbol than a person, his initials are J.C., he has miraculous healing powers, and he voluntarily submits to execution by the state as a way of doing penance for the sins of others. A ‘Magical Negro’ character is often the sign of lazy writing at best, or of patronizing cynicism at worst.† Magical Negroes are also problematic because they have no inner lives or desires of their own. Instead, they exist solely as a support system to the white characters, reinforcing the idea that African Americans aren’t as valuable or as human as their white counterparts. They don’t require unique storylines of their own because their lives simply don’t matter as much. In addition to Duncan, Morgan Freeman has played in some such roles, and Will Smith played a Magical Negro in â€Å"The Legend of Bagger Vance.† The Black Best Friend Black Best Friends typically don’t have special powers like Magical Negroes do, but they mainly function in films and television shows to guide white characters out of a crisis. Usually, female, the black best friend functions â€Å"to support the heroine, often with sass, attitude and a keen insight into relationships and life,† critic Greg Braxton noted in the  Los Angeles Times. Like Magical Negroes, black best friends appear not to have much going on in their own lives but turn up at exactly the right moment to coach white characters through life. In the film â€Å"The Devil Wears Prada,† for example, actress Tracie Thoms plays friend to star Anne Hathaway, reminding Hathaway’s character that she’s losing touch with her values. Also, actress Aisha Tyler played friend to Jennifer Love Hewitt on â€Å"The Ghost Whisperer,† and Lisa Nicole Carson played friend to Calista Flockhart on â€Å"Ally McBeal.† Television executive Rose Catherine Pinkney told the Times that there is a long tradition of black best friends in Hollywood. â€Å"Historically, people of color have had to play nurturing, rational caretakers of the white lead characters. And studios are just not willing to reverse that role.† The Thug There’s no shortage of black male actors playing drug dealers, pimps, con-artists and other forms of criminals in television shows and films such as â€Å"The Wire† and â€Å"Training Day.† The disproportionate amount of African Americans playing criminals in Hollywood fuels the racial stereotype that black men are dangerous and drawn to illicit activities. Often these films and television shows provide little social context for why more black men than others are likely to end up in the criminal justice system. They overlook how racial and economic injustice makes it more difficult for young black men to evade a prison term or how policies such as stop-and-frisk and racial profiling make black men targets of the authorities. They fail to ask whether black men are inherently more likely to be criminals than anyone else or if society plays a role in creating the cradle-to-prison pipeline for African American men. The Brash Woman Black women are routinely portrayed in television and film  as sassy, neck-rolling harpies  with major attitude problems. The popularity of reality television shows adds fuel to the fire of this stereotype. To ensure that programs such as â€Å"Basketball Wives† maintain plenty of drama, often the loudest and most aggressive black women are featured on these shows. Black women say these depictions have real-world consequences in their love lives and careers. When Bravo debuted the reality show â€Å"Married to Medicine† in 2013, black female physicians unsuccessfully petitioned the network to pull the plug on the program. â€Å"For the sake of integrity and character of black female physicians, we must ask that Bravo immediately remove and cancel ‘Married to Medicine’ from its channel, website, and any other media, the physicians demanded.  Black female physicians only compose 1 percent of the American workforce of physicians. Due to our small numbers, the depiction of black female doctors in media, on any scale, highly affects the public’s view of the character of all future and current African American female doctors.† The show ultimately aired and black women continue to complain that depictions of African American womanhood in the media fail to live up to reality. The Domestic Because blacks were forced into servitude for hundreds of years in the United States, it’s no surprise that one of the earliest stereotypes about African Americans to emerge in television and film is that of the domestic worker or mammy. Television shows and movies such as â€Å"Beulah† and â€Å"Gone With The Wind† capitalized on the mammy stereotype in the early 20th century. But more recently, movies such as â€Å"Driving Miss Daisy† and â€Å"The Help† featured African Americans as domestics as well. While Latinos are arguably the group most likely to be typecast as domestic workers nowadays, the controversy over the portrayal of black domestics in Hollywood hasn’t gone away. The 2011 film â€Å"The Help† faced intense criticism because the black maids helped catapult the white protagonist to a new stage in life while their lives remained static. Like the Magical Negro and the Black Best Friend, black domestics in film function mostly to nurture and guide white characters.

Leadership Styles in Nursing Essay Example | Topics and Well Written Essays - 2000 words

Leadership Styles in Nursing - Essay Example This paper approves that considering the observations gathered from the nurse leader described in this context and the supporting literature, it can be concluded that leadership is an essential element and the essence of management. Like in many other professions, in nursing practice also leadership role is highly complex and challenging one owing to the complexities involved in nursing profession itself. However, these challenges can be effectively tackled through team work and appropriate direction. Innovation, creativity, support, commitment and trust are extremely important for team to sustain performance. Each of these factors requires involvement and contribution from every team member, and cannot be achieved or directed by one formal leader. This essay makes a cocnlusion that democratic leadership style is highly effective for nursing staff groups because they work for extended periods; leaders can empower their members to take autonomous decisions according to situations and emergencies and avoid waiting for formal approval and/or guidance from higher levels. Considering the multi-professional nature of nursing practice, this style supports and also reinforces cooperation and coordination between different members and groups. The most important learning derived from this discussion is that democratic leadership style is particularly focused on motivating people through involvement, accountability, fostering belongingness and trust, and providing equal opportunity to all members of the group.

HCM621-0804A-01 Ethics, Policy, and Law in Health Care Management - Essay - 2

HCM621-0804A-01 Ethics, Policy, and Law in Health Care Management - Phase 1 Discussion Board 2 - Essay Example JCAHO is an independent, nonprofit organization and they carry out quality assessments at 5,000 US hospitals and 6,000 US health care facilities every three years. (AmericanHospital.com, 2008) It would be in the invested owner’s best interest to attain accreditation regardless because any reimbursement from government entities such as Medicare or Medicaid will still require regulation of care. It also gives a certain feeling of trust to know that the hospital has passed stringent rules on healthcare. The for-profit corporation is liable for any fiscal or legal issues, and not an individual. As a for-profit organization, the hospitals best interests are usually managed by board of directors and act in the interest of shareholders (if stocks are issued) or the invested owners. A big advantage of for-profit health care is their ability to respond to the demands of patients and employers. â€Å"†¦a large, nonprofit, staff-model health plan grew rapidly in southern California in the late 1960s and early 1970s as a result of affordable prices, its leaders froze enrollment for several years because of limited capacity. A competitively driven, for-profit, publicly traded organization would have found new capital and expanded its capacity to meet the needs of consumers.† (Hasan, 1996). Taking care of patients in private practice without the risk of influence from a government entity allows doctors and hospital partners design and manage the best quality delivery system they can assemble. Interestingly enough a for-profit hospital can receive Medicare subsidies (with proper accreditation), increasing their ability to profit. But the disadvantage to the for-profit is deeper scrutiny from the public and media for corporate financial scandals. Another disadvantage is that to retain quality medical care (i.e. trained doctors) the total costs are higher. (Woolhandler,

How the fashion industry adapted to these restriction and shortages Research Paper

How the fashion industry adapted to these restriction and shortages during WW2 - Research Paper Example But this was short-lived, because America entry to war in 1941 saw Government restriction on civilian access to food and critical materials due to the needs of the armed forces and war production. The adoption of restriction rules in America was different from other countries, the responsibility of clothing rationing was on manufactures rather than civilian, Stanley Marcus was the head of the textile division of the WPB and he essentially froze the silhouette of the time by restricting the amount of fabric that could be used to create garment to its 1941 amount. Rules for clothing industry were created such as Limitation Order-85(L-85). The following are some of the restriction imposed by the L-85 order. 1. For blouses. No hoods, If tucking or pleating is used, ruffling could not be used and vice versa. There was to be no more than one pocket, inside or out, and no patch pocket using more than 25 inches of material. 2. In relations to coats, There was to be no bi-swing or Norfolk typ e backs, No epaulets or tabs on the shoulders, Sleeve circumference is limited to 16.5 inches. 3. Skirts/ suits and play suits. Hem circumference reduced from 81 inches to 78 for misses’ size 16 made non-wool fabrics of 9 ounce weight or less. No culottes, reversible skirt, quilted skirts or skating skirts. 4. Dresses. No more than 2 buttons were allowed and 2 buttonholes for each cuff, No quilting using more than 300 square inches, People were limited to only 3 pairs of leather footwear per year. This was in order to regulate the uncontrolled demand as there was shortage of leather and manpower as well as military demand. Items of clothing such as shoes came under direct rationing; others fell under indirect rationing as a result of strict restriction being imposed upon manufacturers and wholesalers by the War Production Board, (WPB) program for conservation of strategic materials. Nylon production for instance was directed to military use in February 1942. It was used in pa rachutes. Rubber and leather was reserved for the military use. Cotton was not restricted immediately but the heavy military demand and changing of cotton fields into crop production and the poor cotton crop later during the war affected greatly its supply. Silk materials that came from the east became scarce due to cessation of overseas shipping. Rubber controls were significantly tightened during the war due to the high military demand. By February 1942, U.S had been cut from 90% of its natural rubber supply. However, the American fashion industry adopted measures, companies like Sears, Roebuck & co, offered shoes for other rationing coupons, other companies like Lane Bryant advertised â€Å"Non-Rationed Shoes) which were non- leather and were also wedge style or combination of the two. The ‘Wedge Shoe’ gained popularity during World War 2; it was originally created by Salvatore Ferragamo in 1935, it was made from cork sole and natural fiber for the upper part. The s hoe utilized such materials as hemp, felt, and raffia plaited cellophane and crocheted. Silk was substituted with nylon but later on, it became needed for making parachutes. Shortage of stockings made women to resort for trousers which were adopted by the young and the working classes. The L-85 restriction order made American designers who were eager to make a place in the fashion world, not being allowed a large margin for their originality. Modifications were made to shorten the length of skirts,

The Strategic Finance Of Nestle Management Essay

The Strategic Finance Of Nestle Management Essay Nestlà ©s case study provides various examples which demonstrate a link between concepts drawn from pre-requisite modules. In my opinion, the link between First Mover Advantage model clarified in Strategic Management and the concept of Merger Acquisition covered in Strategic Finance are the most interesting. Figure 1.1 provides evidence found through the combination of these two concepts. Figure 1.1: Link between FMA and MA Evidences In the 20th Century, Nestle expanded through a series of acquisitions Nestle enters markets early-before competitors Acquires local firms when good opportunities arise Local brand for local market (Customization) 2/3 of Nestlà ©s growth generated from acquisitions FMA to Polish market Nestlà ©s Acquisition of Goplana Strategic Finance (NarayananNanda, 2004) First Mover Advantage Strategic Management (Johnson et.al, 2008) Merger Acquisition First Mover advantage is defined as the benefits generated for a firm that breaks in new markets first (Johnson et.al, 2008). The aim is to build a strong and sustainable position within the market as a way to defend potential competitive newcomers. Regarding Nestlà ©, the company enters emerging markets early before prospective competitors in order to build a significant position within them (Case Study, 2011). Thus the company is able to respond to any potential economic and population growth within emerging markets as well as to any possible upcoming competition. Mergers Acquisitions are strategic components dealing with buying or combining different companies that can assist the company to a speedy growth and improve its financial performance especially in the long term (NarayananNanda, 2004). During the 20th century, Nestlà © has undertaken a number of mergers and acquisitions, most notably the acquisition of Maggi in 1947, and thus has achieved to extend its geographic presence and product line (Case Study, 2011). Nestlà ©s acquisition of Goplana, is an interesting example of how its activities link with the companys long-term strategy of achieving first mover advantage within the Polish market (Case Study, 2011). The company was aiming to rush its development inside the market and maintain its authority. As such, Nestlà © retained the local staff and management of the acquired company and carefully adjusted the Goplana product line to better fit local opportunities (Case Study, 2011). Overall, acquisitions have been an important function for Nestlà ©s growth (Cook et.al, 2003). Alongside the MA group, the firm uses people from the finance sector as to assist the financial analysis of MA process (Cullinan et.al, 2003). This shows a clear link between Nestlà ©s FMA strategy and its MA activities. The firm maintains local companies with regional staff in local markets as to better customize its performance by creating share value and local expertise. Significantly, the success of Nestlà © in growing local companies also depends on the management development programmes that Nestlà © uses in order to come closer and train its local managers (Case Study, 2011). The process of entry for a company influences its ability to create value. According to Rahman Bhattacharyya (2003), Nestlà © has benefited by acting as a first mover in emerging markets. In terms of business development, the company sometimes involves mergers and acquisition activities as a way to grow and create value. Moreover, the reasons behind the MA activities can vary according to expectations. These may be the economies of scale, speed of entry, shareholder expectations and so on (Johnson et.al, 2008). Mergers and acquisitions are considered as one of the most dynamic ways in which a firm can recombine assets to create value (AhernWeston, 2007). By being the first mover into a market it may hides some drawbacks. Hill Jones (2009) noted that first movers have to tolerate large costs of pioneering that later movers may not. Also first movers may fall into substantial mistakes and risks as they lack experience, where second movers can enjoy knowledge and improvements through first movers gaffes. Similarly, MA is a particularly stressful practice for people involved within the new corporate culture and structure that can create ambiguity, anxiety and antipathy amongst companys staff (Appelbaum et al 2000). Such a fact can destroy the organisations value. 2nd Question: Does it make sense for Nestlà © to focus its growth efforts on emerging markets? Why? According to the Case Study (2011), by the early 1990s Nestlà © realised that it faced important challenges in maintaining its rate of growth within the markets of Western Europe and North America. Therefore, the company has turned its attention to emerging markets for further growth. Rapoport (1994) stated that developed markets are in the saturated phase of their life cycle where the competition is becoming higher, creating the war of price and substitution. Due to the economic downturn in such markets, people incomes have been characterised as incomplete and thus consumers are becoming more price conscious. Additionally, population indexes show that the population growth rate has been stagnated in contrast with the emerging world which is expected to expand by the year 2015 (Delegge, 2009). Delegge (2009) stated that emerging market economies are growing at a faster pace than those in developed countries. Furthermore, the researcher indicates that due to the combination of the global recession and the downturn of real estate prices, residents of emerging markets are expected to outperform both American and European consumers in terms of spending dynamics. Thereby Nestlà © translated emerging markets as an opportunity of higher growth returns with the promise of significant market share in the long term. In order to maintain its growth rate, it does make absolute sense for Nestlà © to focus its growth efforts on emerging markets. Goldman Sachs introduced the BRIC acronym (Brazil, Russia, India and China) that refers to the countries which are estimated for the next decades to be at a better stage than the current developed markets (ONeilStupnytska, 2009). Furthermore, they announced the concept of the Next Eleven (N-11) countries such as Nigeria, Mexico and Turkey which have the potential of becoming along with BRICs, the worlds dynamic markets by 2032 (ONeilStupnytska, 2009). Nestlà © has already been active in developing economies but it is therefore slight in contrast with their rival company Unilever. Moreover, the US food drink report (2010) notes that even with the greatest exposure in such markets; Unilever has experienced negative average revenue. This was due to its poor business management and incorrect decisions made over the last five years. Nestlà ©s core competencies and capabilities can enable the company to continue performing in emerging markets. Nestlà © has the ability to create brands quickly and in a sustainable fashion with products such as Nescafe, which also give strong focus on RD which enables the company to generate greater profits (Datamonitor, 2010). The company has the unique strength to customize global products with the same quality standards based on customer needs in the local market. Also, the firm has unmatched geographic existence in the emerging markets and so the company has the flexibility to deal with circumstances that sometimes cannot be easily predicted (SinghChild-Villiers, 2010). Applying those distinctive competencies, Nestlà © can earn greater returns and gain a sustainable advantage over its competitors. Rahman Bhattacharyya (2003) supported that unique performance within emerging markets can offer differential advantages for a first mover company. Following a first mover strategy, Nestlà © has benefited in many emerging markets as it was the first company which offered differentiated affordable products in local markets (RahmanBhattacharyya, 2003). Nestlà © aims to build a substantial position by achieving successful customer perceptions. Moreover, as the market grows and income levels rise, Nestlà © can potentially benefit by being responsive in such possible situations. Nestlà © can also take advantage of location economies, which are created from performing a value creation activity in the best location possible (HillJones, 2009). For instance, Nestlà © has opened a new factory in Nigeria which was dedicated in Popularity Positioned Products (Nestle, 2011a). This enabled the company to achieve lower costs and therefore facilitated the company to customizing its products in terms of price and accessibility. Thus, by enduring in such location economies, Nestlà © can gain a competitive place in each single location. 3rd Question: What is the companys strategy with regard to business development in emerging markets? Does this strategy make sense? From an organisational perspective, what is required for this strategy to work effectively? Regarding the business development in emerging markets, Nestlà ©s strategy was to enter markets before competitors in order to get the first mover advantage. The company aims to build a significant position within the developing world and thus be able to understand and satisfy the requirements of local population. Nestlà © acquires local firms when valuable opportunities arise during the entry process of the company into new emerging markets. A good example is that of 1995 where Nestlà © acquired Rossia, one of the leaders of chocolate manufacturer in Russia (Nestle, 2009). Nestlà © realised the chances that have been offered from the opening of Russian market and the increase of income levels, by making this new investment. In addition, there are times when Nestlà © enters emerging markets by building its own infrastructure from scratch, such as in China. Considering such a method, the company enters markets where no actual competitors exist and thus creates its own paths as a way to establish a market presence. Nestlà ©s product portfolio includes a strong presence of numerous key brands which focus on developing local marques for their respective markets thereby escaping its global brands for these customers (Urde, 1999). Overall, the company owns 8500 brands under its organisational umbrella and less than 10% are registered in more than one country. As an alternative way of trying to force a product in a market, the company customizes its product based on the needs of the local consumer and focuses at the extent of achieving economies of scale. At the moment, Nestlà © follows the strategy of adaptation to local conditions by using its in house PPP (Popularity Position Products) method which offers affordable products of high quality to meet the needs of emerging consumers (Nestle, 2010b). In the long-term, Nestlà © is aiming to supply the whole region with various products in order to realize economies of scale. For instance, as part of its long term business development strategy in Middle East, Nestle has established a network of factories in five countries. According to Porters generic strategies figure 1, Nestlà © adopts focus/niche strategy which reduce company risks and focus its marketing efforts on a limited number of market segments (Eldring, 2009). By adopting such a strategy, the company aims to build a substantial position in these particular markets so as to gain a competitive advantage using product innovation and marketing activities. Due to the fact that these economies are growing at a fast pace, Nestlà © is able to escape such segments and can offer a wider variety of upscale products such as mineral water and prepared foodstuffs (Case Study, 2011). (Source: Adopted from: www.mindtools.com/media/Diagrams/GenericStrategies) The successful presence of Nestlà © within developing markets verifies that the implication of Nestlà ©s strategy has been correctly applied. The corporate structure that Nestlà © comprises is closely related with the idea that all markets are equally important. Lavelle (2004) mentioned that Nestlà ©s strategies originated from a particular point and are independently applied from its local units. In order for the strategy to work effectively, it is necessary for the company to consider the following issues. Firstly, the firm must have available resources to invest in RD as well as the fast and effective production of innovative products (Hitt et.al, 2009). Nestlà © has established 6 RD centres in emerging markets that provide the ability to launch new products quickly and efficiently (BulckeSingh, 2011; Bauer, 2011). In order for the company to maintain its advantages over the competition it is imperative to continue focusing and investing on its RD activities. Secondly, the company must ensure that products can be customized at the requirements of any local market. Using the PPP model, Nestlà © is able to offer its products based on the requirements of the emerging consumers. Finally, Nestlà © must continue focusing on long-term investments in order to sustain a competitive advantage within the emerging markets. 4th Question: Through your own research on NESTLE, identify appropriate performance indicators. Once you have gathered relevant data on these, undertake a performance analysis of the company over the last five years. What does the analysis tells you about the success or otherwise of the strategy adopted by the company? Key Performance Indicators can be described as the main companys parts that assist to define and evaluate the success of a strategy in which the business is involved (Eckerson, 2009).Obviously, companys performance indicators can differ according to the reasons that have been composed for. Performance Indicators can be defined using numerous models, one of which is the Balanced Scorecard. The concept involves both qualitative and quantitative measures which evaluate the performance regarding the strategy chosen (Johnson et.al, 2008). Figure 4.1 applies the concept of Balanced Scorecard for Nestlà ©; an analysis has been carried out and can be seen below. Figure 4.1: Nestlà ©s Balanced Scorecard Financial Sales EBIT Net Profit NESTLE To be recognised as the world leader in Nutrition, Health and Wellness, trusted by all its stakeholders To be the reference for financial performance in its industry Internal Business Employees Factories Customer PPP Customer Acquisition Learning Innovation GLOBE-NCE RD (Source: Adapted from Johnson et.al, 2008 www.nestle.com) Firstly, the financial perspective can help the company understand its shareholders perception. Nestlà ©s EBIT grew steadily in the past 5 year period from CHF 13302 million to CHF 16194m in the year 2010, a growth of 21.7% (Nestle, 2011c). Significantly, 2009s EBIT was reported at CHF 15699m, an increase of just 0.15%. Moreover, the relative sales figures grew from CHF 98458m in 2006 to CHF 109722m in 20010, dropping at CHF107618m in 2009 after a successful year in 2008 where sales were at CHF109908m (Nestle, 2011c). In addition, the net profit margins showed a dramatic growth over the last five years from CHF9197m in 2006 to CHF34233m in 2010. Such a significant increase of net profit was due to the disposal of 52% of Alcons outstanding capital, which increased the profit (as a percentage of sales) from 9.7% in 2008 to 31.2% in 2010 year (Nestle, 2011c). Secondly, an internal analysis makes it possible to identify the level of operational procedures of Nestlà ©. During the year 2006, Nestlà ©s workforce involved 265 000 people, a number that increased in the year 2008 to 283000. Throughout 2009, the company cut about 5000 jobs resulting in a 281000 person workforce for 2010 (Nestle, 2011b). In addition, the company in 2009 was operating 449 factories 30 less from the year 2006 (Nestle, 2007b; 2010a). With respect to the third perspective of Learning Innovation, Nestlà © seems to have a strong focus throughout the years. Taking into consideration Nestlà ©s product innovation, it can be seen that the company is aiming for a deeper scope within this area. In 2006, Nestlà © spent about CHF 1.7 billion for its RD with a further increase in the following years (Nestle, 2007b). According to Nestlà © (2010a) spends about 1.9% of its annual revenues on its RD program which is considered as one of the key drivers of growth. In addition, the company combines two programs, GLOBE and NCE, which enable the reduction of production waste. Through these models, Nestlà © has achieved CHF 1 billion in 2008 which has further increased its efficiencies to a CHF 1.5 billion saving in 2009 (Nestle, 2010a). Finally, the consumer perspective is related to how customers perceive Nestlà ©. This can be measured through Nestlà ©s PPP model which aims to focus on low-income consumers around the world (Nestle, 2010b). Within 2007, the PPP performance involved 37 countries while in 2008 this number almost doubled to 70, generating an organic growth of 27% (Nestle, 2008). In 2009, PPP achieved sales of CHF 8.8bn with an organic growth of 12.7% (Nestle, 2010b). As a final point, 2010s concept encompassed 90 countries with sales figures of CHF 11bn and a double digit growth (Bulcke, 2011) Overall, the analysis of such indicators shows that Nestlà © has been able to improve its performance over the last five years. Despite the crisis triggered in 2008, Nestlà © is actually steady on a financial and non-financial scale. It seems that the long term strategy generates positive results for the short term as well. Giving focus on customization of local markets through the PPP concept, the company builds strong roots for the future, particularly in emerging markets as there are high growth potentials. 5th Question: How would you describe Nestlà ©s strategic posture at the corporate level; is it a pursuing, a global strategy, a multi-domestic strategy, an international strategy or a transnational strategy? Multinational companies use four main primary strategic postures when competing in the international environment. These are illustrated in figure 5.1. Such strategies depend on factors that are related to two types of pressures, Cost Reductions and Local Responsiveness (Hill, 2009). Figure 5.1: International Operations Strategies TRANSNATIONAL STRATEGY Move material, HR, ideas across national boundaries Economies of scale Location Economies Ex. Nestle, Kraft GLOBAL STRATEGY Standardized products Economies of scale Ex. Motorola, Intel High MULTIDOMESTIC STRATEGY Customization Different National Markets Ex. MTV, McDonalds INTERNATIONAL STRATEGY Import/export Minimal local customization Ex. Microsoft, PG Low High Low (Source: Adapted from Hill, 2009; AhlstromBruton, 2009) Figure 5.1, demonstrates the conditions under which each of the International Strategies are most appropriate. In addition, it shows some key characteristics of each strategy and gives examples of companies that follow different strategies. Regarding Nestlà ©s strategic posture, the company traditionally operated on a decentralized structure as a way to customize its product offerings to local needs, a key characteristic of a multi-domestic company. With the multi-domestic strategy, an organisation focuses on national differences and customizes its products by responding to the needs of the local preferences. This is in contrast to the global strategy where the company is able to improve its profits and development through lower costs that are derived from location economies and economies of scale (Hill, 2009). Due to the high competitive conditions that Nestlà © faced along with the need to obtain cost reductions, the company moved one step ahead by adopting a transnational strategy (Busco et.al, 2006). Such a strategy involves elements of global and multi-domestic strategies through which the company seeks to achieve both cost efficiencies and local customization (Hitt et.al, 2009). Child-Villiers, Head of Investor Relations, noted that Nestlà © is now integrated in a proactive and efficient way within the markets. He also supported that the company goes one step ahead as it links the globe with Nestlà ©s Continuous Excellence programme (BulckeSingh, 2011). Similarly, its competing company, Kraft Foods shifted to a transnational international strategy to better compete and grow (FoodProcessing.com, 2007). Within Nestlà ©, its national units are characterised as semiautonomous as they are able to involve decisions such as pricing and marketing in order to customize the products to local needs. Localization rather than globalization is the key characteristic of the companys idea which is also supported by the belief that there is not a single product for everyone (Nestle, 2007a). Although the authority of local subsidiaries are still decentralised, the firm has an integrated structure of seven strategic business units (SBUs) that manage advanced strategic decisions for key products ranks and achieve cost economies by centralizing operations such as acquisitions, production and RD (Hill, 2009). The company is divided into five divisions made up of Africa, America, Europe, Asia and Oceania. However, each zone assists in the development of the overall strategy but do not interrupt the local strategic decisions. It can be noted that Nestlà ©s activities and resources are neither centralised in the company, nor decentralised so that each subsidiary unit is able to operate separately in local market. Peter Brabeck-Letmathe, the CEO of Nestlà © noted that while the company comes closer with the consumer the more decentralized it is, he nevertheless supported that the more it is dealing with high level judgments, the more centralized decision making becomes (Wetlaufer, 2001, p.116) Moreover, following a transnational strategy it may sometimes require the company to adapt a more flexible tactical expansion and therefore involves a partnering with other organisations or exclusively owned acquisitions (DooleLowe, 2008). For instance, in 2003, Nestlà © formed a partnership with Colgate-Palmolive in order to develop a gum and candy product line. This was done in an attempt to capture a share of a market dominated by other competitors (Fox, 2005). 6th Question: Does this overall strategic posture make sense given the markets and countries that Nestlà © participates in? Why? Generally, Nestlà © operates almost in every country all around the world. Within the developed markets Nestlà © has a strong basis while in developing world the company involves a huge presence as they are potential markets for growth. According to Hill (2009), transnational strategy makes most sense in markets where the pressures for cost reductions and local responsiveness are high. Due to the high competitive levels and the financial complications that exist in developed markets, companies have to rethink about their strategies in order to survive (Hill, 2009). Then again, emerging markets involve low spending consumers with different preferences and tastes as well. It is therefore important for firms to respond at the cost pressures and the local requirements of the markets (Hill, 2009). Following this transnational structure, Nestlà © is able to customize global products in accordance with consumer requirements in the local market. This can be achieved through its autonomous local units which are responsible to understand the local needs and decisions related to marketing and distribution. Using an extensive market research, the company offers its products under the organisation umbrella and specializes on building brand names that are associated with local conditions (XieBoggs, 2006). Consequently, the company achieves the advantage of building customer loyalty and brand equity in local markets (Pass et.al, 1994). Allowing the subsidiaries to modify their packaging and distributions channels to meet local needs is a further benefit for Nestlà ©. In instance, Nestlà © and Mars in UK have combined their confectionery deliveries to Tesco, as a way to reduce as much possible trucks from Britains roads (IGD, 2010). This had a result to reduce both environmental and distribution costs. Since the early 1990s Nestlà © UK has been recycling its packaging as a way to reduce the amount of packaging used (IGD, 2008). The company decreased not only the costs of packaging but also its transportation costs since less Lorries are required. Regarding Nestlà ©s strategic posture, the companys subsidiaries within emerging markets have achieved to reap previous learning and ideas that have been used in developed markets (BulckeSingh, 2011). It seems that the company has succeeded to successfully transfer capabilities, skills and core competences in these markets. Hill (2009) supported that a transnational enterprise must give strong attention on flexibility by exploiting an information flow among the organisation and its local units. Thus, the key characteristic of transnational strategy offered the ability for Nestlà © to achieve almost 40 billion of sales in emerging markets and a growth of 11.5% in 2010 year (BulckeSingh, 2011). This worldwide combination strategy allows Nestlà © to enjoy benefits of low cost through location economies and economies of scale (Ireland et.al, 2008). For instance, as part of its strategy in the Middle East region, Nestlà © has set up a network of factories in five countries with a prospect to supply the whole region, achieving at the same time economies of scale (Case Study, 2011). Through the integration of regional economic groupings the company is able to produce larger units which can supply entire areas, building at the same time competitive advantage (Nestle, 1999). Sometimes, the transnational strategy involves a complex structure which includes a potential danger of losing control. Under this circumstance the organisation involves problems of creating a practical and valuable organizational structure and it is therefore impossible to manage the strategy (Hill, 2009). According to Bartlett et.al (2010) in order avoid any risks the transnational strategy requires a balanced binary of decision making and not a choice of one or the other but of where, how, when. 7th Question: Is Nestlà ©s management structure and philosophy aligned with its overall strategic posture? The management structure and philosophy is well affiliated with Nestlà ©s overall strategic posture. Nestlà © provides cooperation between local autonomy and centralized decision making. Even that the authority to local subsidiaries is decentralised, the firm is organised into seven SBUs that involve in the overall strategy development. Thus the multinational firm focus on local responsiveness and global integration (BartlettGhosal, 2000). The companys structure is well matched with the concept of transnational strategy. The SBUs that Nestlà © performs around the world are responsible for top strategic decisions which have specific focus on particular product lines such as coffee and beverages (Parsons, 1996). In addition, these SBUs participate within the overall companys strategy where Cook et.al. (2003) noted that the acquisitions made from the SBUs are essential drivers of firms success. Beside that structure of SBUs, Nestlà © includes regional divisions in five key geographical zones (Case Study, 2011). In combination with SBUs, these regional organisations are also supporting the overall strategy and business development. It is also important to state the RD that Nestlà © operates which focus on the creativity and production of products that meet local requirements. The RD function involves 29 research groups within various countries around the world (Bauer, 2011). Beyond such structure, Nestlà © decentralized as the responsibility for market decisions is carried down to local units which are basically operate autonomously for various local judgments. Nestlà © supports the philosophy that there is no single product for everyone, which achieves to understand local preferences through its subsidiaries and thus develops tailored products that meet those tastes and habits. Figure 7.1: Nestlà ©s organisation chart (Source: Adopted from: www.Nestle.com) Following the above figure 7.1, it can be seen that Nestlà © operates within a global matrix structure. As it has been already stated above, Nestlà ©s structure centralizes in some operating decisions and at the same time decentralizes in cases of national operations. The company integrates its functional competencies and capabilities into local teams such as to successfully respond within the global marketplace (BulckeSignh, 2011). Thus using a global matrix structure the company is able to fulfil customer requirements from different geographical places (Ireland et.al, 2008). According to Hill (2009), a global matrix structure is highly recommended for an organisation which adopts transnational strategy in order to be effective implement. Since 2000, Nestlà © has developed its Global Business Excellence (GLOBE) approach with a prospect of simplifying its organisational process structure through an integrated knowledge system. The programme provides Nestlà ©s companies with similar plans, structures and best performance to integrate actions thru the entire organization and to support organizational strategy for business objectives (Johnson, 2005). Recently, the company reorganised its structure through the development of an additional programme known as NCE (Nestlà © Continuous Excellence). Through that method Nestlà © is able to reduce production waste by saving million tonnes of product material through know-how production such as recycling (Nestle, 2010c). Bulcke Signh (2011) noted that the combination of those two programmes, GLOBE and NCE, enable the company to drive cost-effective growth and outperform the market. Concluding, the idea behind those programmes was to reorganise the organisations structure as t o be linked with the overall strategy.

What is an infectuos disease :: essays research papers

What is an Infectious Disease? An Infectious Disease is a disease caused by germs, such as bacteria, viruses, fungi or parasites. These diseases are all "caught", hence they are often termed communicable diseases. Examples of specific infections include Strep throat, mononucleosis, cold sores, athlete's foot, appendicitis, boils, vaginal yeast infections, African Sleeping sickness and tuberculosis. HEPATITIS B VACCINATION Safe and effective vaccines are now available for protection against hepatitis B, a serious liver infection that can result in cirrhosis and liver cancer. Hepatitis B vaccine prevents hepatitis B disease and its serious consequences. Use of hepatitis B vaccine and other vaccines is strongly endorsed by the medical, scientific and public health communities as a safe and effective way to prevent disease and death. There is no confirmed evidence that indicates that hepatitis B vaccine can cause chronic illnesses. Whenever large number of vaccines are given, some adverse events will occur coincidentally after vaccination and be falsely attributed to the vaccine. To assure a high standard of safety with vaccines, several federal agencies continually assess and research possible or potential health effects that could be associated with vaccines. The Centers for Disease Control and the American Academy of Pediatrics recommend that all newborns, infants and children, especially sexually active teenagers be vaccinated against hepatitis B. Vaccination is also recommended for individuals at high risk of being infected with the hepatitis B virus (HBV). These include:  · Health care workers, including doctors, dentists, nurses, blood and lab technicians;  · Emergency workers - including paramedics, fire fighters and police;  · Hemodialysis patients;  · Military personnel;  · Morticians and embalmers;  · Patients and staff of institutions for the mentally handicapped, inmates of long-term correctional institutions;  · Ethnic groups with a high rate of hepatitis B including Chinese, Koreans, Indochinese, Filipinos, Alaskan Eskimos, Haitians, and American Indians;  · People with multiple sexual partners;  · Intravenous drug users;  · Recipients of certain blood products;  · Household contacts and sex partners of hepatitis B carriers;  · International travelers Those who are already infected will not benefit from vaccination. However, infants born of mothers who are carriers of the hepatitis B virus can be protected. A simple blood test can determine whether someone is a hepatitis B carrier. Immunization requires three doses of vaccine according to the following schedule:  · 1st dose: For infants born to infected mothers - within 12 hours. For infants born to mothers who test negative - within one to two months following delivery.  · 2nd dose: 1 month later  · 3rd dose: 6 months after the first dose.

Economic development Essay

Today, education is the most important tool for the development of society. There is a direct correlation between education and development of society. The countries that realize this fact, giving the required importance for their education system, have become highly developed. Education should be promoted since it is the most important factor for the development of a country. The promotion of the education is depended on the factors like literacy rate in a country, schooling rate in the primary, secondary and higher education, proliferation of training technologies, and the quality of the education. This promotion process should be considered as a necessary condition for economic, technological and social development for a nation. In other words, the process of a successful development depends on the fact of gibing the society a conscious of change which is highly connected to education. Fist of all, education enlightens people. The educated person is the person who improves oneself. A person increases her/his level of knowledge through education, so he/she has a better understanding and analyzing of daily matters and an agenda. That person can make logical deductions based on the knowledge he gains and refuses the traditional corrupted understanding. Individual’s ability of the interpretation of knowledge through one’s intelligence and skills is supported by education; accordingly, increasing the creativity and intellectual thinking. An individual can learn about different cultures, lifestyles and history from past to present; hence education provides universal perspective to an individual. The most important differential of uneducated person is having a narrow point of view. A person should be educated in order to learn taking objective decisions and being liberated from the social pressure. Besides, educated people respect the rights of others and they have a fair understanding of the concept of equality, right to life, and right to property. The reason why developed countries show highly respect to the individual rights is that the education level of the country is being fairly high. On the other hand, the reason why there are deep inequalities between women and men or rich and poor in under-developed countries is that the education level in there is being fairly low. Besides, there is also a lack of respect to the human rights in these under-developed countries due to low education level. Secondly, education affects the development of science and technology of a country. Technological developments increase by knowledge and research which is provided by education. It is the advancement and proliferation of technology that makes countries developing by the production of knowledge, schooling of creative minds leads countries develop economically, technologically and politically. Education, advancement of technology and development are in a circle movement which produces itself. Cakmak also says that as a result of the creation of science and technology, mobility of scientific knowledge, and nurturing of individuals with creative minds, countries have experienced important economic and political changes which lead to infinitive competition among them in the fields of education, development and innovation (Cakmak O. 2008). In addition, developed countries use technology as a part of their education system. Thus, every student can follow technology and learn about the newest advancements which lead them learn better and improve their intelligence. Finally, education leads knowledge turn into money that improves the economy of a country. Educated people knowing to learn how to invest, produce, expand the business adjusts and improves the economy causing the increase of gross domestic product per capita. Education also gives more job opportunities to people in the business sector. According to OECD, the effect of education to the economic development is proved in the researches of economic growth in 1960s. The researches show that contribution of education to the economic growths is really important and this percentage differs as %7 in England, %15 in USA, %14 in Belgium, %16 in Argentina, and %25 in Canada (OECD, 2005). Some may argue that education does not affect the economic development of a country. There are lots of uneducated but successful business men. People can learn how to run a business without an education. To illustrate, â€Å"Sak? p Sabanc? , who is the founder and chairman of the Sabanc? Holding due to the reason suffering from pneumonia three successive years, had to leave the high school and start to work in BOSSA Flour Factory in 1950 with a wage of 50 TL† (NTV Haber). Considering his life, it is obvious that one can learn how to run a business without education. Hence, it is not only education but also experience that makes one successful in business. All in all, economic, social and technologic development of a country is highly related to the education level of that country. Without education, a country can not develop. The only way of individual’s enlighten and learning to use knowledge, and increase of technology is education. Thus, education should be promoted since it is the most important factor for the development of a country.

Managing Diversity Essay

Various literatures indicate that managing diversity within today’s labor force has become a primary concern for companies and organizations today. According to the Bureau of Labor Statistics (2012), compared with the labor force of past decades, today’s labor force is older, more racially and ethnically diverse, and composed of more women. Over the next decade, the labor force will become even more racially and ethnically diverse (Bureau of Labor Statistics, 2012). Non-Hispanic whites made up 67.5 percent of the U.S. labor force in 2010 (Bureau of Labor Statistics, 2012). Bureau of Labor Statistics (2012), projects that this group will compose 62.3 percent of the labor force in 2020, a decline of 5.2 percent. By 2020, the Hispanic, Asian, and African American labor force are all supposed to make up 18.6, 5.7, and 12.0 percent, respectively (Bureau of Labor Statistics, 2012). The only way that diversity can be managed successfully is in an organizational culture that va lues diversity (Sidel, 2009). According to Kulik and Roberson (2009), when an organization values diversity, the people work better together. If people don’t work well together, the organization does not work well (Kulik & Roberson, 2009). The purpose of this paper is to explain the difference between the terms managing diversity and valuing diversity, and the four key components that make up diversity management. Differences between Managing Diversity and Valuing Diversity In order to better understand how diversity management fits into an organizational culture that values diversity, certain distinctions must first be made. One must know the difference between diversity management and culture of diversity. Diversity management involves establishing long term goals to develop, promote, and utilize the skills of a diverse workforce (Marquis, Lim, & Scott, 2008). By culture of diversity, it is meant that an institutional environment is built on the values of fairness, diversity, mutual respect, understand, and cooperation (Loden & Rosener, 1991). A culture that values diversity emphasizes the importance of employees of different races, cultures, ages, genders, sexual orientations, values, beliefs, ethics, and abilities to work together effectively (Lussier, 2012). Diversity Management with an Emphasis on Valuing Diversity There are four main aspects of diversity management are the support of top management, diversity leadership, policies and procedures, and diversity  training (Lussier, 2012). There must be an emphasis of valuing diversity into each of the four aspects of diversity management: management support, diversity leadership, policies, and training. Management Support Diversity management begins with support from top management. While valuing diversity most often begins at the bottom in organizations, it must involve those at the top if it is to succeed long term (Loden & Rosener, 1991). Fostering the right organizational culture is one of the most important responsibilities of a chief executive (McDermott, 2001). Billings-Harris and Anderson (2010) state: The CEO’s understanding and willingness to engage and challenge the organization’s leaders with respect to the vision, business strategy, financials, goals, and objectives are critical for survival. This is no less true for the CEO’s involvement with the inclusion and diversity strategy. When led effectively, these initiatives are embedded in the overall strategy and can act as one of a few powerful people-focused catalysts that drive business results. (p.28) Cox (2001), asserts that to ensure management support in diversity initiatives, an organization should create a separate senior executive position focused on diversity objectives. This diversity director should be involved in all aspects of the firm and should attempt to make diversity an overall business requirement (Cox, 2001). Loden and Rosener (1991) state that once diversity is accepted as an organizational value, a new set of assumptions begins to operate within the organization, and that these assumptions are based on the positive contributions that diversity is perceived to offer. As part of a long-term strategy aimed at changing the corporate culture, many executives participate in team building sessions and other activities designed to encourage open dialogue among employees about diversity issues (Lod en & Rosener, 1991). Diversity Leadership The second key aspect to diversity management is diversity leadership. Leaders should be able to influence employees to work toward the organization’s objectives (Lussier, 2012). The organization’s leadership should cultivate a mindset that acknowledges that diversity requires long-term cultural change and interprets diversity to include all people (Loden, 1996). Loden (1996) states that rhetorical statements advocating  diversity will not by themselves motivate change, and extensive leadership involvement is needed to help diffuse the principles of diversity throughout the organization and into the attitudes of employees. This involvement requires time and energy on the part of senior leaders and is the most significant sign that diversity is a high priority in an organization (Loden, 1996). Policies and Procedures Policies and procedures of an organization regarding diversity make up the third aspect of diversity management. â€Å"EEO is a legalistic response to workplace discrimination originally mandated by law. Affirmative action programs are outgrowths of equal employment law.† (Loden & Rosener, 1991) Loden and Rosener (1991) conclude that while these programs have led to changes in the composition of the labor force, they have not been linked to an organizational culture change. They state that valuing diversity builds on the basic premise of equal employment law and affirmative action, and that by focusing on the quality of the work environment, valuing diversity moves beyond affirmative action (Loden & Rosener, 1991). It acknowledges that hiring and promoting diverse people does not automatically lead to mutual respect, cooperation, and true integration (Loden & Rosener, 1991). Diversity Training The last aspect of diversity management is diversity training, also sometimes referred to as awareness training. Diversity training programs aim to make people more aware of the issues and the opportunities that exist in reducing differential treatment, including awareness of attitudes behaviors, and biases (Morrison, 1992). According to Morrison (1992), focusing on theories, principles, demographic changes, and organizational benefits of increased diversity is common in diversity training, but it is unlikely to cause individuals to examine their personal values, attitudes, and behaviors. Diversity education is not achieved by one or two workshops, but requires a consistent, continuous effort to understand diversity concepts (Thomas, 2005). Diversity or awareness training for most organizations should consist of three major steps: (1) Begin with leadership education. (2) Follow up with general manager and employee education about stereotyping and the dimensions of diversity. (3) Continue with ongoing seminars in  managing diversity as a vital resource, understanding the dimensions of diversity, career development/efficacy of training for diverse employees, and so on (Loden & Rosener, 1991, p. 204). Accountability for Diversity Even though it is not one of the four main aspects of diversity management, it is important to talk about rewarding behavior that values diversity. As efforts to create the culture of diversity evolve, Morrison (1992) states that the three most commonly revised administrative procedures to hold employees accountable are performance evaluations and resulting financial rewards, succession planning, and promotion systems. Employees and management at all levels should be held accountable for nurturing a culture that values diversity, and responsibility must be distributed throughout the organization if diversity goals are to be achieved (Morrison, 1992). Even in cases where employees do not personally endorse the philosophy, their workplace behavior should still be expected to support this change (Loden & Rosener, 1991). Conclusions In conclusion, diversity management does not focus on recruitment and hiring practices. Recruitment and hiring polices, such as Equal Employment Opportunity and Affirmative Action, are short term objectives and do not address organizational growth and development (Marquis, Lim, & Scott, 2008). Diversity management is a long term focus on developing and utilizing the skills of a divorce labor force and focuses on striving to achieve organizational objectives while creating a positive work environment (Marquis, Lim, & Scott, 2008). However, diversity management is only effective if the culture of the organization values diversity (Sidel, 2009). An emphasis on valuing diversity needs to be implemented and supported by top management, and the leaders of an organization need to cultivate the belief and value of diversity (Loden, 1996). Programs and policies must go above and beyond the minimum legal requirements for recruitment and selection (Loden & Rosener, 1991). Training and awareness programs should include education about differences in beliefs, cultures, and opinions (Morrison, 1992).

On Earth As It Is In Hell Essays - The Great Gatsby, God

On Earth As It Is In Hell Essays - The Great Gatsby, God On Earth as it is in Hell Many times we hear of society?s affect on people; society influencing the way people think and act. Hardly mentioned is the reverse: peoples? actions and lifestyles affecting society as a whole and how it is characterized. Thus, society is a reflection of its inhabitants and in The Great Gatsby, by F. Scott Fitzgerald, it is a wasteland described as the "valley of ashes." Since the characters of this novel make up this wasteland, aren?t they the waste? Symbolically, this waste represents the lack of ethics of the 1920?s society and civilization?s decay. In The Great Gatsby, morals deficiencies such as a lack of God, selfishness, and idleness are reflective of a society doomed as "the valley of ashes." The worldliness of the 1920?s society contributes to the image of the wasteland as "hell-like" and deprived of God. The "valley of ashes" symbolizes a society which has forgotten the importance of God, who takes a back seat to profane desires. A lack of seriousness towards God is evident in this corrupt society when Gatsby uses God?s name in a lie, declaring ?"I?ll tell you God?s truth.? His right hand suddenly orders divine retribution to stand by. ?I am the son of some wealthy people in the middle West- all dead now.?" (p.65) During the Puritan era, this would be considered blasphemous in contrast with the moral standards of the 1920?s society. A backwards people have dethroned God, replacing him with false gods of pleasure, greed and money relating to the Latin phrase Deus Absconditus, equivalent of "God has departed." Although the "valley of ashes" is hell- like and without a solid foundation of God, people still cling onto the idea that there is a god. Wilson, questioning his wife?s fidelity, warns her that "God sees everything." (p.167) Though he speaks of God, his god is in the form of a billboard for an oculist named Doctor T.J. Eckleburg. He is unable to distinguish God from false idols. Perhaps the society is so far astray from God that they no longer can rectify their immoral ways. After all, the wasteland is like hell, and there?s no turning back. Selfishness is a vice that contributes to New York?s image as "a valley of ashes." This egocentrism is commonplace in the characters of The Great Gatsby and gives the impression of a society where people have adopted the "me first" rationale and a carelessness for altruism. Gatsby?s relationship with Nick first started out that way. Gatsby became friends with Nick so that "he could ?come over? some afternoon to [ Nick?s ] garden" (p.83) and catch a glimpse of Daisy whom he had waited five years for. Gatsby was using Nick to see her. His friendship with Nick became secondary to his passion for Daisy. Had Gatsby not loved her, he would have never been friends with Nick because he would not have someone to use. This selfish behavior is also present in Klipspringer, Gatsby?s house guest, when he replies to Nick with uncertainty about his presence at Gatsby?s funeral, "?Well, I?ll try.. I?m staying with some people in Greenwich and there?s a picnic or something. What I call! ed up about was a pair of shoes I left [at Gatsby?s house]." (p.177) Klipspringer takes Gatsby?s death with such levity, implying that the funeral is on the same plane of insignificance as that of a leisure picnic. Klipspringer displays more concern for his shoes than for the man who gave him a place to stay. He is like a parasite, taking only and giving back nothing, using Gatsby?s wealth and home as the host. Klipspringer is a selfishly motivated man, and a sad reflection of the 1920?s society. As the wasteland may be a place without morals, the "valley of ashes" is also without a sense of time. The 1920?s society is aimless and idle. Daisy utters "?What?ll we do with ourselves this afternoon, and the day after that, and the next thirty years" (p.125) as Daisy, Tom, Jordan and Nick sit around lazily in the room. F. Scott Fitzgerald?s characters are time wasters. This dawdling shows a lack of concern over their lives and the need for objectivity. Because the

Marketing case analaysis Essay Example | Topics and Well Written Essays - 2500 words

Marketing case analaysis - Essay Example Some of this increase can be funded by savings in expenses on seminars and face-to-face promotion, but the future potential of the strategy recommendation justifies even a decline by about 2 percentage points of profitability to about 15%. 1. The outsourcing movement shows that all organizations in mature economies are under pressures to control costs. Governments in countries which are members of the World Trade Organization cannot protect their domestic work forces against this transfer of jobs to low labor cost markets. This also creates opportunities for new systems in start-up companies in emerging countries, anxious to exploit the outsourcing opportunity. 2. Stock market regulators are under political pressure to ensure corporate governance for minority share holder protection. Small and medium enterprises which want to approach the markets for capital need to conform to stringent requirements, especially in the United States. 1. The global demand for software engineers and services exceeds supply. Hence, recruitment and retention of key human resources are critical issues for Information Technology companies. Qualified people have high expectations, not just in remuneration terms, but with respect to professional challenges. Overall, the external environment is favorable for companies such as Signifo to improve on their past growth rates and profitability. However, new products and services will be required, and companies with narrow geographical spread could be swamped. Significant players in the markets of tomorrow must be flexible, responsive, and global, to remain in business as independent entities. Signifo is a niche company with a well-defined brand, but with an insignificant share of just about 1% of the world market in which it participates. It caters mainly to small and medium companies in its home

English 101 Essay Example | Topics and Well Written Essays - 500 words

English 101 - Essay Example In just under two hundred and seventy words, Lincoln managed to do what most orators only dream of. He embodied the great American spirit of nationalism coupled with the country immense sacrifice and loss due to war - expressing in words what many American citizens simply did not know how to. Speeches, like the Gettysburg Address, differ very little from other forms of writing and use the same literary devices found in fiction. Word choice is extremely important in all types of writing. Lincoln word choice in the Gettysburg Address allows his speech to be both emotional and accessible to his audience. Many of the words are only one syllable, and the entire speech is lain talk.Lincoln writes ow we are engaged in a great civil war We are met on a great battlefield of war,and continues ut it can never forget what they did here. Lincoln is careful to write and speak in such a way that makes his audience feel comfortable. He is not speaking to a room full of scholars but to the mothers, wives, and families of men who gave their lives in war. Lincoln makes sure his word choice will be understood by those who are listening. Peter Blanck, a Civil War Historian, asserts "Not only the Battle of Gettysburg, but the whole Civil War, means to us today what Lincoln said it must mean at that dark time of mourning for the dead.