An essay about the supply and demand Example | Topics and Well Written Essays - 1250 words

An about the flexibly and request - Essay Example So as to augment benefit, providers need to sell their products and ventures at significant expenses however this needs to consider the buying intensity of the planned market. This paper is a basic assessment of gracefully and request as standards of financial aspects. Ideas of Supply and Demand The Law of Demand The law of interest expresses that the higher the cost of an item, the lower the amount requested cateris paribus, while the lower the costs the higher the interest (Fisher 36). Cateris paribus for this situation infers that every other factor that impact request are held at a steady. These are for instance climate, taste and inclinations, salary among others. This is because of the way that the law of interest is fundamentally reliant on two factors for example amount requested and cost. The accompanying chart is an interest bend, which is a graphical delineation of the law of interest. Fig 1 From the graph, it tends to be noticed that the amount requested was most notewort hy, (Q3), at the least value, P1, while it was most reduced at value P3, which was most noteworthy. In any case, it is critical to take note of that not all products keep the law of interest. These are for instance giffen merchandise and items that go about as superficial points of interest. Giffen products are characterized as mediocre items whose request goes up with rising costs while the other way around is likewise obvious (Baye 42). Second rate, in this unique situation, doesn't really infer that the merchandise are of low quality. For instance, if the staple food in a family is rice, items, for example, meat might be seen as unrivaled. On the off chance that the cost of rice goes up, it is ordinary to discover individuals purchasing more rice and less of meat and when the costs go down, more meat is purchased in contrast with rice. The two products are not substitutes and for this situation, it is accepted that the purchaser can bear the cost of the two things along these lin es disposing of chance expense. Then again, superficial points of interest are merchandise whose worth makes a recognizable higher social remaining in the general public (Gorman 29). For instance, if the cost of a Mercedes Benz makes it excessively expensive for the normal market rather than that of a Toyota, at that point, any individual possessing a Mercedes would be seen as having a financial bit of leeway over the proprietor of a vehicle. It in this way abandons saying that a decrease in the cost of a Mercedes would cause it to lose its incentive as a superficial point of interest and that would cause it to lose its interest to other increasingly costly and extravagant vehicles. Then again, an expansion in its cost would build its incentive as a superficial point of interest subsequently expanding its interest accordingly resisting the law of interest. Developments along a Demand Curve versus Shifts in Demand Curve A development along an interest bend is reliant on one variable just which is cost. From the outline underneath, DD1and DD2 speaks to the interest for an item, with costs plotted on the Y hub while amount requested on the X hub. DD1 will be utilized to outline development along an interest bend while DD2 shows a move in an interest bend. Fig. 2 On the DD1 bend, it is remarkable that when the cost was at p1, the amount requested was most noteworthy at Q3. Be that as it may, after the costs expanded to p2 and p3, the amount requested moved to the lower side for example from Q3 to Q2 and Q1 separately. Be that as it may, the interest bend moved totally to one side because of an expansion in pay. Notice that costs p1 to p3 stayed static yet, the amount

Divorce Free Essays

Marriage can be characterized as a relationship between a man and a lady. This was started by God after the creation. Marriage empowers people to multiply by having kids. We will compose a custom article test on Separation or then again any comparative point just for you Request Now Individuals who are hitched normally live respectively and this makes it conceivable to share duties in the house. Individuals are relied upon to live cheerfully in marriage thinking about that marriage happens between people who love one another. During marriage, people take promises that they will live respectively as a long as they are alive. In any case, this has changed and what has been watched is that a few relationships break after some time. Legal disputes encouraging separation have been on increment. In the earlier years, separate was something that was unsuitable. Nonetheless, the general public is by all accounts tolerating divorce because of the conditions encompassing a marriage. The most noteworthy extent of the general public individuals contend that separation ought not be permitted because of its results. In United States, individuals accept that individuals have the opportunity to do whatever they wish with their lives. In such manner individuals ought to be permitted to separate from when they feel that there is a need. This exploration paper will contend against separate in the general public. It will likewise take a gander at the two sides of the contention so it can demonstrate there is a need to ensure relationships (Clarke-Stewart). Separation has many negative ramifications for the couples in question and the youngsters in the family and this is the reason it ought to be kept away from no matter what. Monetary administration is a test to separated from couples. People ought to consider the expenses related with separate. In any case, the separation procedure requires consumption. This might be so costly for the couples in question. Second, the gatherings included need to look for another local location which includes an expense. One of the gatherings brings about more noteworthy expenses in meeting the expenses of paying school charges for the youngsters. In the event that there is no separation, it implies that people share these costs with the end goal that there is no weight in meeting these costs (Peterson). Two people are additionally ready to more readily get ready for their funds for the future advantage when contrasted with when all the choices are made by one person. The cash that could have been squandered in the separation procedure could be contributed with the goal that the couple can get future incomes from their venture exercises. There are different reasons why individuals separate. In any case, couples contend that there is absence of duty in their connections. This implies one of the accomplices is less worried about the social needs of the family, for example, mingling, addressing money related necessities, addressing instructive requirements of the kids and anticipating what's to come. This makes one individual to look for a more joyful marriage somewhere else after separation (Wallerstein). At the point when the two people are not dedicated disloyalty is a consistent issue, an accomplice might be unfaithful to such an extent that he/she takes part in extramarital sex. For this situation, the other accomplice feels this isn't adequate thinking about that the ebb and flow world is brimming with explicitly transmitted infections some of which are risky. The insulted party in the marriage finds that the most ideal approach to manage the circumstance is through separation. Another explanation is monetary issues. Shockingly, cash is an issue for nearly everybody, and it is significantly more so with wedded couples who more than likely split the bill much of the time, monetary commitments can cause strife between couples. At the point when they get hitched, they must be sure that they are monetarily arranged for an expansion of costs, particularly if the introduction of a kid is included. Likewise joblessness can cause clashes between the marriage, because of contentions about costs, not having the option to get another line of work, or one individual inclination better than the other. At the point when this happen couples settle on a separation since after the division the pressure will be less and cash can be oversee better by only one individual. Correspondence is basic to a fruitful marriage. We have all heard this sooner or later in our lives however right now there are many hitched couples that absence of correspondence for a few unique reasons, for example, work plans, requesting families or even innovative interruptions. This before long makes outrage and disappointment develops, which finishes in bigger issues. Bigger issues are not as simple to settle as littler ones. Regardless of whether the couple figures out how to work out these issues and remain together, it’s not a genuine marriage. Without correspondence, there is no relationship and in this way the marriage is prepared for separate. For the most part, there are numerous difficulties that make individuals to separate. These reasons are sensible and individuals look to be in relationships that are increasingly agreeable. A portion of the issues that lead to separate are deliberate and a few life partners think that its hard to proceed with marriage. A few Christians likewise contend that people are permitted to separate if the explanation behind separation is betrayal. Disloyalty is unsuitable even to the Christians and individuals are permitted to separate if this occurs in their marriage. The most effective method to refer to Divorce, Papers

Successful Strategies for Finding Prestigious Government Jobs

Successful Strategies for Finding Prestigious Government Jobs If you have your eyes set out on a career path that can help your local community or the wider society, you might want to consider a job in the government.The national and local governments around the world offer plenty of prestigious job roles that can help you make a difference and enjoy your job at the same time. © Shutterstock | KENNY TONGBut how do you go about getting a job in the government? In this guide, we’ll examine the benefits and the drawbacks of a government job, as well as the different options available for you in terms of finding these roles. We’ll then present three successful strategies for finding prestigious government jobs: acquiring the right skills, networking with the right people, and becoming a politically active citizen.WHAT ARE THE ADVANTAGES AND DISADVANTAGES OF WORKING FOR THE GOVERNMENT?Before we venture into examining what your options are in terms of landing a government job, it’s a good idea to carefully consider the reasons why you’d want to pursue this route. Government jobs, like any other jobs, have their own set of pros and cons. Prior to committing yourself to being a public servant, you should carefully weigh them and see if you’re still convinced about this career path.The pros of a government jobGovernment jobs tend to enjoy more stability in terms of job security. Most governments don’t suddenly go out of business, unlike private companies, which can be subject to performance and profit expectations. While public sector often sees cuts and different departments can be morphed into one, the sector’s jobs have been found to be more secure than private sector jobs.The public sector is often also congratulated for offering work flexibility. In the UK, most council jobs offer flexi-time to most employees, although the implementation is not always perfect.In general, the job benefits are better for public sector workers than many private workers. Government jobs typically come with healthcare and retirement plans, while in many private sector jobs, especially the lower skill roles, these are not always given.Finally, government jobs offer longer holidays. Leave time, in terms of sick and maternity leave, is fixed and secure, whereas workers in the private sector might not enjoy these perks.The cons of a government jobB ut there are certain obvious drawbacks to working for the government. The most often cited is the slower salary growth. Public sector wages don’t grow as quickly and the earning potential can mostly be capped, unlike in some private sector jobs.Furthermore, if you are a doer and you want things to be done swiftly, you might be discouraged by the vast amount of bureaucracy. You often don’t have as much control over how you do certain things and reaching a decision can take a lot of paperwork and the involvement of other departments.UNDERSTAND YOUR OPTIONS OF GETTING A GOVERNMENT JOBYou next need to do research on the roles available in the government. This is for two reasons: to find the roles that appeal to you and to be better able to use the strategies below to your advantage.Naturally, the availability of roles and the nature of these jobs depend on where you live. But it’s generally possible to use similar strategies for finding out about these options no matter what count ry you are from.First, you should check with the official government website. This is USA.gov in the US, Gouvernement.fr in France and India.gov.in in India, for example. These websites will reveal more about the structure of the government, the different departments of the government and often has a special section available for government roles. Furthermore, you should also visit your local government websites. This could be the council, municipality or city authority website.The public roles can range from administrative roles to accounting and legal-based roles. Different government departments might also employ scientist and social workers, so there’s a wide range of skillsets required across the different government roles. You should select the roles that appeal to you, in terms of your career passion and your particular skillset.Once you’ve found out about the different roles and you’ve found the jobs you’d like to pursue, you should research the hiring process.Govern ments often have special schemes for certain positions, which you need to apply for before landing a job. For example, most national governments run diplomat-training programs, which are a requirement for many overseas jobs, for example. You can find out about these usually from the national government websites.Furthermore, national governments also have their own job portals for announcing job openings. These are not only great for applying to the job, but you’ll be able to learn a lot about the application process on these portals as well.Examples of national and international governmental job portals include:USAjobs.gov for jobs in the USCivilServiceJobs.gov.uk in the UKEC.europa.eu/eures for jobs in the European Union and its member statesCareers.un.org for jobs in the United Nations and its member statesIt might be a good idea to search for the portals in your language in Google using keywords like “government jobs”, “government job portal” and “applying government jobs”.Finally, you can also find government jobs by contacting recruitment agencies. This is especially relevant for high-level roles, such as executive and management positions within a governmental department. International recruitment agencies such as Hays and UK-based agency Morgan Hunt offer public sector roles. To find more, search for “public sector jobs + recruitment agency” or “recruitment agency for government jobs” in Google.Once you’re done with the research, you should create a plan of action on finding the dream job.Your plan of action should follow these steps:Outline the job roles you are looking for.Identify the location where these jobs are â€" For example, for certain jobs, you might have to move to a different city or even a country.List all the places where these jobs are advertised â€" Your research should have provided you within an understanding whether your job requires you apply through a scheme, whether it’s publicly advertised on job portals or if the role is usually only available on recruitment agency job boards.Distinguish the best route to accessing the role by using one of the three strategies we’ll examine in the next section.You can then focus on implementing your findings and the action plan through the following three strategies.THE 3 STRATEGIES THAT CAN GUARANTEE A GOVERNMENT JOBThere are essentially three different ways to finding prestigious government jobs: by focusing on your skills, networking with the right people or launching political campaigns. Depending on the role you are looking for, you might require the utilization of all these three strategies or rely on focusing just one.Strategy 1: Get the skills that get you hiredIt might sound rather obvious, but one of the most successful strategies for getting a government job is to have the right skills. Now, you should understand that the right skills mean the right skills for the particular position and not the longest list of qualifications. The pro blem job seekers often make is to apply to jobs without paying attention to what the employer is actually looking for from the candidate.Essentially this means that your resume, job application and your interview should demonstrate your skillset in relation to the requirements of the employer, i.e. the government. How can you do this?First, you must understand what skills the government is looking for in each position. Look at the national government website for job descriptions, departmental values and best practices, and the job postings themselves to create a list of skills and characteristics highlighted by the employer. Once you have a list of skills and requirements ready, you can start comparing your own list of requirements and skills with the list. Take into account any previous experience, whether voluntary or paid.Use the list and the examples of how you meet these requirements as a guide when writing your resume. Highlight the skills the governmental department is lookin g for and omit information they are unlikely to need. Furthermore, use the same skill and requirement list when updating your LinkedIn profile, and when you finally apply for the jobs.However, it’s rather likely you might be missing certain skills or requirements or you might simply feel you need stronger experiences to highlight these skills. This is when you need to start looking for ways to get the skills to get hired.As mentioned above, certain openings (such as diplomats) require you to enroll in a special course after which you can apply for the specific role. Find the requirements needed for the courses and get your way in to boost your career progress.Furthermore, government roles might have other specific course, degree or experience requirements, unique for these roles. For instance, depending on the position, things such as military service, previous experience in the public sector or health safety courses might be required. It’s important to be aware if these are a must, or a bonus for being hired, so that you can find out how to update your current resume with them. It’s also worth keeping in mind that you generally need a clean criminal record.When it comes to government roles, soft skills tend to be high on the requirement list. This means you should focus on developing your skillset in terms of qualities like: leadership, flexibility, team working, and commitment.Furthermore, check out this insightful video on interview techniques you should use when applying for government jobs: Strategy 2: Network with people working for the governmentYour second strategy involves networking with people who are currently working for the government. While government jobs don’t use referrals as often as sectors like technology and finance, referrals can still boost your chances of landing a job.You definitely want to increase your network with people working for the government, especially in the HR department or the department you are looking to join. You should first see whether your existing contacts are employed in these roles before making new connections.First, go through your family, friends and work acquaintances to find the people who might be able to help provide a good word on you. You then want to examine at your university alumni, as these can be a powerful way to draw a connection. Check university Facebook groups, LinkedIn pages and other alumni-related platforms you can find. You might also want to check different political university societies, which might have the next government influencers in their midst.You naturally want to also increase your network. You should keep an eye on the specific departmental social media profiles and start talking with the employees active on these. Networking can also be enhanced by participating in different government events, whether it’s seminars, workshops or open days. Meeting people in these and mentioning your skillset can create a connection that might boost your employm ent chances later on.Finally, connecting with the right recruitment agencies might also help. As you’ve found during your research, your chosen department might work with a specific agency for new job openings. It’s a good idea to build rapport with the recruitment agency, as it might increase your chances once the next job is available for your skillset. Stay in contact with the recruiter and always update your resume with the most up-to-date skills and achievements.As a word of warning, you should understand that government jobs shouldn’t be given to anyone’s nephews and nieces. Therefore, you can’t automatically assume that by knowing someone in the government, you’ll end up in a great position. Nonetheless, while you might not be directly hired through these connections, you might be able to hear about opportunities that are hardly advertised elsewhere and get an insight into the hiring process. This, with the added good word you might get, can make the process much easier to navigate.Strategy 3: Become politically engagedFinally, the third successful strategy of getting a prestigious government job involves becoming more politically engaged. This can be the fastest way to a top position, but it’s also relatively risky as your chosen party might not always be in the driving seat when it comes to picking political appointments.While a number of government positions are not for the politically affiliated, there are some that are. While many of these can be elected-positions such as a mayor or minister, certain jobs are filled by the senior members of the government, either locally or nationally. For instance, in the US, over 1,000 jobs are appointed by the US president and require a Congressional approval.For these roles, you would often need to align with the party in power, have done some past work within the party in question and have the adequate skills required for the role. Naturally, you should also have used networking to gain access to the inner circles of the selecting committee or personnel.In order to follow this route, it is a good idea to become a party member or at least be more active in the political scene, even if you want to stay neutral. This means attending political conferences and participating in the discussion of national and local government. You also want to create networks to all the different parties and build a reputation as a thought leader in your chosen field.In terms of establishing yourself as a prominent political figure, you might want to start blogging and writing opinion pieces in newspapers and online media. Becoming more active on social media will also help in raising awareness of your personal brand.Finally, one of the ways to improve your political standing, as well as understanding of the governmental agencies, is through voluntary work. You should consider applying for roles in non-governmental agencies that work closely with your chosen field of work and the governmental agen cies. Not only is voluntary work able to provide you with experience, it can also help you network with people in influential positions.You can find out more about voluntary work with NGOs through NGOAbroad.com and OneWorld360.org.IN CONCLUSIONThere are a limited number of prestigious government jobs available and since the turnover in these public roles can be rather slow, finding yourself a job won’t be an easy process. You should therefore be aware of what you are looking for and what are the requirements for the roles you want.Invest in skills development, as it is still the best guarantee of getting a good job. You want to understand what the government is looking for and pursue these qualifications strategically. In addition, networking can enhance your chances and help you get your foot on the government career ladder.Finally, your most lucrative, but perhaps the riskiest, strategy is to become a politically active member of society. By gaining influence in the political di scussion, you might fast track yourself to a prestigious position.

Pessimistic Nationalism The Tacit Slavery Essay

Optimistic Nationalism: The Tacit Slavery The idea of patriotism is a subjective ideology. One maybe patriotic for putting his national flag outside his house, while another man is called patriotic for fighting for his nation. This love for one’s homeland is one that is natural and not all may possess such affection. However, during the reign of the German empire in the early 1900’s we see from historical evidence that patriotism was not a natural emotion that came about, however it was embedded into the mind of the citizens from a young age. â€Å"Love for the Furor and death for the Furor† was an idea preached like religion in Germany. As we can see in the novel All quiet on the Western Front and the movie Stalingrad both the main character, â€Å"Paul Baumer† and â€Å"Lt Hans von Witzland† respectively, succumbed to the patriotic ideas being spread and entered into an experience they did not expected. Within both the novel and the movie the resp ective authors aimed to portray the brutal image of world war one and two from the eyes of German officers. Although the novel focuses on world war 1 within the western front and the movie focuses on world war 2 on the eastern front we can see a contrast on the experiences of both the main characters of the novel and movie. From how they enter with high patriotic heads and leave in dreaded dismay. Within both stories I feel the authors have given a realistic understanding of the transition both characters faced emotionally and mentally.

French Vocabulary Related to Soccer and the World Cup

Whether you love playing soccer or just watching games like the World Cup,  learn some French soccer terms so you can talk about the sport. Note that in the U.S., football refers to  football amà ©ricain. In most of the rest of the world, football is what Americans call soccer. French Soccer Vocabulary In French,  le  football  means soccer in English, and le foot translates as football. These and related terms are vital to know if you want to talk knowledgeably about soccer in French. Le football, le foot   soccer, footballLa Coupe du monde, le Mondial   World CupLe match game, matchLa pà ©riode halfLa mi-temps   halftimeLe temps rà ©glementaire regular time (the standard 90-minute game)es arrà ªts de jeu stoppage timeLa prolongation overtime People and Players When talking about football in French, its important to learn the French terms related to the game of soccer. Une à ©quipe teamLes Bleus  Ã‚  the Blues - French soccer teamUn footballeu  Ã‚  soccer/football playerUn joueur  Ã‚  playerUn gardien de but, goal  Ã‚  goalieUn dà ©fenseur  Ã‚  defenderUn libero  Ã‚  sweeperUn ailier  Ã‚  wingerUn avant, attaquant  Ã‚  forwardUn buteur  Ã‚  strikerUn meneur de jeu  Ã‚  playmakerUn remplaà §ant  Ã‚  substituteUn entraineur  Ã‚  coachUn arbitre  Ã‚  refereeUn juge/arbitre de touche   line judge, assistant referee Plays and Penalties Understanding soccer in French means learning the terms for plays and penalties that are an inevitable part of soccer. Un but  Ã‚  goalUn but contre son camp  Ã‚  own goalLe carton jaune  Ã‚  yellow cardLe carton rouge  Ã‚  red cardUn caviar  Ã‚  perfect passDes contestations / protestations  Ã‚  dissentUn corner  Ã‚  corner kickun coup franc, coup de pied arrà ªtà ©Ã‚  Ã‚  free kickUn coup franc direct / indirect  Ã‚  direct / indirect kickUn coup de tà ªte  Ã‚  head buttUne faute  Ã‚  foulUne faute de main  Ã‚  hand ballUne feinte  Ã‚  fake outUn grand pont  Ã‚  kick/pass around a players legsHors-jeu  Ã‚  offsideUn match nul  Ã‚  tie game, drawLe mur  Ã‚  the wallUne passe  Ã‚  passUn pà ©nalty  Ã‚  penalty kickUn petit pont  Ã‚  nutmeg, between-the-legs passLe point de pà ©nalty  Ã‚  penalty spotUne remise en jeu, une touche  Ã‚  throw inUne simulation  Ã‚  dive (fake fall)Six mà ¨tres  Ã‚  goal kickSorti  Ã‚  out of boundsLa surface de but  Ã‚  6-yard boxLa surface de rà ©paration  Ã‚  penalty boxUn tacle  Ã‚  tackleNe tà ªte  Ã‚  h eaderLa volà ©e  Ã‚  volley Equipment Equipment is a key part of French soccer, as these terms demonstrate. Le stade  Ã‚  stadiumLe terrain de jeu  Ã‚  playing field, pitchLe milieu du terrain  Ã‚  midfieldLe ballon de foot  Ã‚  soccer ball, footballLes crampons  Ã‚  cleatsLe filet  Ã‚  goal netLe maillot  Ã‚  uniform, kitLe piquet de corner  Ã‚  corner flagLe protà ¨ge-tibia  Ã‚  shin guardLe sifflet  Ã‚  whistle Verbs Soccer is a game of action, so verbs—action words—are an important part of the game. Amortir  Ã‚  to trap, controlBà ©tonner  Ã‚  to put up a strong defenseContrà ´ler le ballon  Ã‚  to control the ballDà ©border  Ã‚  to get past an opponentDribbler  Ã‚  to dribbleÊtre en position de hors-jeu  Ã‚  to be offsideExpulser  Ã‚  to send offFaire du chiquà ©Ã‚  Ã‚  to (take a) diveFaire une passe  Ã‚  to pass (the ball)Faire une tà ªte  Ã‚  to head (the ball)Faucher  Ã‚  to bring downFeinter  Ã‚  to fakeJouer la ligne de hors-jeu, jouer le hors-jeu  Ã‚  to set an offside trapMarquer (un but)  Ã‚  to score (a goal)Mener  Ã‚  to lead, be winningSauver un but/penalty  Ã‚  to save a goal/penaltyTirer  Ã‚  to shoot, kick

What Is Strategy Free Essays

Today’s dynamic markets and technologies have called into question the sustainability of competitive advantage. Under pressure to improve productivity, quality, and speed, managers have embraced tools such as TQM, benchmarking, and reengineering. Dramatic operational improvements have resulted, but rarely have these gains translated into sustainable profitability. We will write a custom essay sample on What Is Strategy? or any similar topic only for you Order Now And gradually, the tools have taken the place of strategy. As managers push to improve on all fronts, they move further away from viable competitive positions. Michael Porter argues that operational effectiveness, although necessary to superior performance, is not sufficient, because its techniques are easy to imitate. In contrast, the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match. In answering the question ‘what is strategy? ’, some theorists focus more on the role of strategy in allowing a firm to ‘position’ itself in an industry, hence to make choices regarding ‘what game to play’. Others focus more on the role of strategy in determining how well a given game is played. Strategy is about both: choosing new games to play and playing existing games better. One of the biggest disagreements among strategy researcher concerns the process by which strategies emerge. Some describe stratgy as a rational and deliberate process, while others describer it as an evolutionary process which emerges from experimentation and trial and error. Some place more emphasis on external factors, like the structure of the industry to which he firm belongs (e. g. the industrial organization approach), while others place more emphasis on factors internal to the organization, like the way production is organized (e. g. Resource-Based approach). Furthermore, some describe a relatively static relationship between strategy and the environment where firms respond to external conditions, while others describe a dynamic picture of competition, where firms not only are influenced by the environment, but also actively seek to change it. (e. g. he Schumpetarian approach). This feedback relationship between firm strategy and the environment is the focus of industry ‘lifecycle’ studies which look at the sources and effectrs of changes in industry structure. Porter(1996) claims that not all business decisions are strategice. Decisions can only be defined as strategic if they involve consciously doing something ‘differently’ from competitors and if that difference results in a sustainable advantage. To be sustainable it must be difficult to imitate. Activities which simply increase productivity by making existing methods more efficient (‘operational efficiency’) are not strategic since they can be easily copied by others. Although a firm must engage in both types of activiteis, it is strategic activies that will allow it to develop a sustainable superior performance. One of the factors that renders strategies hard to imitate, hence unique, is that they are the result of a complex interaction between diffenrent activities, which is not reducible to the sum of the indicidual activities. It is this synergy between activities that produces value, not the activities in themselves. Whittingtton(2001) introduces us to four different perspectives on stragey: the classical perspective, the evolutionary persperctive, the processual perspective and the systemic perspective. The classical perspective assumes that the manger has near to complete control over how to allocate the internal and external resources of the firm, and can thus manipulate the internal organization of the firm to better suit these objectives. In this view, strategic behaviour is guided by rationality, opportunism and self-interest. The evolutionary perspective places emphasis on behacioural differences between firm (e. g. some firms base their descisons on rational caculations, others simply on imitaion) and on the market selection mechanisms that allow some firms to frow and survive and others to fail. This view causes the image of the heroic entrepreneur, centreal to the classical perspective, to fall apart: it is not one manager but the mix between the forces of market selection, random events, and processes of positive feedback that determine performance. The processual perspectiver holds that economic outcomes emerge from the interactions between individuals and between individuals and their environment. The result of this interacion is unpredictable because actions are often unintended. Humans are not perfectly rational but ‘bounded’ in their rationality. This, along with the fact that interaction between individuals is guided not only by self-interest but alsoby collective bargaining and compromis, causes economic dynamics to be fuzzy and unpredictable. The systemic perspective argues that each of the above approaches is characterized by a narrow view of the world: a Western, often Anglo-Saxon, view. The ‘rationality’ of a particular strategy depends on its specific historical, social and cultural context. Strategic behaviour is ‘embedded’ in a network of social relations that includes cultural norms, class and educational background, religion and so on. Hence what if labelled as ‘irraional’ behaviour in one context may be perfectly rational in another. How to cite What Is Strategy?, Papers

Principles of CRM-Free-Samples for Students-Myassignmenthelp.com

Question: What are the principles of CRM? Talk briefly about each criteria. Answer: Firms that are involved in selling goods and services to customers are capable of gaining high levels of profits from customer relationship management (CRM) software precisely in the promotion of their customer base, creation, and development of market products to the new and already existing customers. The latter boosts their profits. CRM enables the firms to curb the methods they use in the interaction with their customers from receiving sales to finding the views that concern their company and this enables them to make products of a higher quality and also improve their services to the customers as well. Principles OF CRM Crm Is Not Just A Software In the hypothetical perspective, CRM appears to be a piece of software but for the firms, it is an important tool that helps them in making improvements(Brown and Price 134). The utilization of CRM requires plan and knowledge of what one needs from its usage. CRM is not the kind of software that one can just install and let it to all the hard work by itself. Real scrutiny is Crucial CRM software gives your firm a host of data that relates to the sales you make and the customers. It is important to know how to work with these figures(Murray and Patrick 142). Data collected from the software can aid in the identification of both the weak and strong points in the goods you produce and hence make the necessary changes. Shopper Attention Is Important Understanding your customers is of great importance whilst you are striving to improve your sales. For you to make adequate sales, you have to understand your customers(Berry, Michael and Gordon 176). There can be great benefit for the firms from interacting with their customers.it is important to use the data got from CRM to offer something good to your clients. Valuing customers enhances their loyalty to your products. Crm Is An Ongoing Course Some businesses utilize CRM in the promotion of their products and services for short terms. However, CRM should be utilized continuously for good outcomes at all times. The business needs to grow with the wants of the customers so as to keep their loyalty(Baran , Robert and Daniel 143). Strategy can be developed by setting a short term and long term goals that will lead to production of good outcomes. Crm Should Be Used Across The Whole Corporation Given that you owned a clad line, by implementation of CRM from the design through the customer service, you will have streamlined your business to be a customer focused firm that will work in all stages which will be aimed at improving their experience and hence cheer them up to continue using your business(Reichheld 125). Use Crm To Know The Needs Of Your Clients Clients need someone who is reliable, efficient innovative and responsible. The mining of the CRM data helps in the improvement of the above mentioned points and generally in the improvement of the method of communication between you and the client(Murray and Patrick ). Include Your Bosses Everyone in the firm should be aware of your CRM and they should also be aware of how it affects their job. Incentives can be offered basing on the information gathered by the CRM with an aim of motivating the staff(Berry, Michael and Gordon 145). Given that your staff knows your customers well, they will work towards creation of better relationships with them. Respond To Your Discoveries After collecting data from the customers views, it is advisable to react to it in order to improve on the business performance(Baran , Robert and Daniel 185). A good way to get the customers response is engaging them in social platforms and asking them how they use your brand and how they wish to see the brand. It is also possible and advisable for you to push for product promotions and also offer giveaways. Select The Right Benefactor Choosing the best benefactor helps in ensuring your prosperity in this venture. Shopping around and also talking to friends can lead to choosing the best CRM benefactor.it is advisable to choose a provider who comprehends your unique requirements(Murray and Patrick 700). Easiness Is Basic Customers do not need their shopping experience to be so much complicated. Customers want to see want they need with ease and also get in touch with you easily. The latter can be made possible by the use of CRM with an aim of making the experience of the customers better than their expectations(Brown and Price 132). Conclusion If one follows the above discussed principles keenly, he or she can be able to hire good and successful CRM plans for his or her business and hence lead to the development of better relationships with his customers and also strengthen the firm practices.

Postanski ured u gradu Buje je otvoren 5 dana u tj Essays

Postanski ured u gradu Buje je otvoren 5 dana u tjednu od 08 sati ujutro do 15h popodne , osim ponedjeljkom kada je radno vrijeme do 17h. Tijekom sezone radno vrijeme se obicno produzuje do kasnih popodnevnih sati. Pored postanskih usluga , u uredu poste mozete obaviti i novcane usluge ; zamjena novca , isplata gotovine ili usluga transfera novca . Banke u Bujama su otvorene preko tjedna od 8 do 16 sati, te subotom u jutarnjim satima . Zatreba li vam neki od spomenutih postanskih ureda ili banaka , popis ce te pronaci u nastavku . Vecina benzinskih postaja u Republici Hrvatskoj radi od 6 do 22 sata , dok je uz autoceste i u vecim gradovima uobicajeno radno vrijeme od 0-24.U gradu Buje nalazi se jedna benzinska postaja koja radi sve dane u tjednu ukljucujuci i blagdane od 06 do 22 sata . Pored mogucnosti kupnje razlicitih goriva moguce je kupiti raznu ostalu robu iz asortimana ulja i maziva , te robu siroke potrosnje . Listu benzinskih postaja u okolici Buja mozete pogledati u nastavku . Vecina marketa i supermarketa u Bujama i blizoj okolici za vrijeme sezone radi svakodnevno od 08-22 sata , a van sezone od 08-20 tjednom i nedjeljom od 08-13 sati. Moguce je izvrsiti placanja gotovinom i raznim kreditnim karticama . Listu trgovina i supermarketa u Bujama mozete pogledati u nastavku .

The Best Free Book Cover Makers (and a Few Paid Ones)

The Best Free Book Cover Makers (and a Few Paid Ones) The Best Free Book Cover Makers (and a Few Paid Ones) If you're on the hunt for a free book cover maker, then you might be looking to DIY the cover design for your book.  But before we get to our recommendations, we should start with a caveat: if you’re not a professional designer and you can avoid it, don’t design your own book cover. And we all know the reason why: the cover is your book’s #1 marketing asset.Cover designer Ninai Freitas urges authors to think of book covers as a long-term investment: â€Å"It is better to have a well-designed cover that can help increase sales. You can have the best tools - such as Photoshop, Illustrator or InDesign - but these programs don’t automatically make a book cover. What counts is the person using them.†Budget naturally plays a role in an indie author’s publishing decision. On our marketplace, professional designers charge on average $650 to design a cover - however, 16% of the designers polled will often charge under $400.  But we get it: $400 is still a pretty penny. So if you’re set on designing your own cover, you know where to look for inspiration, and are willing to put in the legwork to learning a new skill, here are some resources you might consider.Let's start with a few free book cover makers: 25 Beautiful Examples of Book Illustration Read post Hot tip: To learn more about typography and book design, check out our monthly Cover Critiques on Reedsy Live.Have you used another book cover maker that you'd recommend? Leave us any thoughts or questions about book design in the comments below.

International Marketing Essay Example | Topics and Well Written Essays - 2500 words - 3

International Marketing - Essay Example Internationalization Process A) Stages in Entry Process Internationalization process allows new ventures to gain growth and positive returns through capitalizing on their unique resources as well as capabilities. Learning also becomes possible and internationalization facilitates the new ventures to create and exploit its knowledge. While entering into any markets of any country, it becomes essential to look for opportunities for the product in that particular country so that success can be achieved. There are five basic steps that can be taken into account while expanding operation in other countries. They are ‘country identification, preliminary screening, in-depth screening, final selection and direct experience’. Country Identification It becomes too essential to carry out a common overview of prospective new markets. It may happen at times that two countries share a similar culture, political ideology or religion such as China and Cuba, similar language like the Uni ted States and Australia, similar heritage such as the United Kingdom and Australia. In this stage, the selection becomes straight forward. Preliminary Screening This is the stage where it becomes essential to have a serious look at those countries remaining after undergoing preliminary screening. Here one begins to score weight or rank the nations according to macro-economic factors such as level of domestic consumption, exchange rate, currency stability and others. This is the stage where companies begin to start calculating the nature of the market entry cost. It is to be decided what portion of the company entering into the market is possessed domestically. A proper PESTEL analysis needs to be done before entering the market of other countries. In-depth Screening This is the stage where it would be considered feasible for market entry. Therefore, it becomes important to gain detailed information on the target market so that the strategies can be formulated accordingly. Final Sel ection At this stage it becomes essential to prepare the final shortlist of the potential nations. It would be viable to look at the close competitors or the domestic companies which have already entered into the market in order to get firm costs concerning market entry. In this stage, the managers often looks for nations that it has already entered in order to check the similarities or learning which can be used for decision making. Direct Experience This is the stage where the marketing managers may travel to those particular nations in order to experience the nation’s culture as well as business practices. However, based upon the case study, the following steps of foreign market entry have been identified. 1. Identification of company’s objective in the foreign market entry 2. Preliminary country screening 3. Opportunities and threats in the target country 4. Capabilities, resources and skills needed to succeed in foreign markets 5. Identification of company’ s strength and weakness on key success factors 6. Decisions regarding entering the target market 7. Comparison and ranking of the target market B) Decision to Be Made In Each Stages In case of identifying the objective of the company in the foreign market entry, companies need to identify why it wants to enter into the foreign market. The motives may be to exploit large and

Video games as an art Research Paper Example | Topics and Well Written Essays - 1750 words

Video games as an art - Research Paper Example One of the major reasons why some people support the playing of video games is that they assist in the expansion of individuals’ intelligence. This is normally in the case of children whose brain is still growing. Also, some games such as Dance Revolution are advantageous to the kids as they enable them to exercise and have fun at the same time. The supporters of the video games also state that they help in the improvement of coordination and also serve to bring together many people which leads to the making of new friends (Gee 49).   Another major reason why some people support the video games is that they are relaxing and fun to play and some games are considered to be educational as they are either based on situations which occur in individuals’ real life or are based on certain simulations. Lastly, the playing of video games is supported by some people as it ensures the growth of concentration power and makes the participant’s mind to become sporty. In addi tion, some realistic feigning gives learners a chance to experience the outcomes of their decisiveness and consider the solutions decently. Educational computer games have numerous advantages to the students in that learners acquire continuous and contiguous feedback. Learners are able to contain the entire sailing of the game, breaking down Byzantine tasks and this directs or chips in guidelines to learners through diverse steps and game-based tasks. This enables the learner to come up with hypotheses and experimentation.

Reducing Central Line-Associated Blood Stream Infections

Reducing Central Line-Associated Blood Stream Infections Literature Review: Reducing Incidences of Central Line-Associated Blood Stream Infections A bundle is a group of interventions related to a disease process, that when executed together, produce better outcomes than when implemented individually. Numerous studies done in the developed countries have shown that proper implementation of evidence based practices grouped together as central venous catheter bundle had brought a dramatic reduction in the incidence of CLABSI. Studies in developing countries had also shown high incidence of CLABSI and reduction in CLABSI rate albeit lesser than that of developed countries. Studies from India have a shown a higher incidence of CLABSI and poor adherence to central line catheter bundle. Morbidity and mortality due to CLABSI is considerably high despite underreporting of such events. The development and publication of guidelines often does not lead to changes in clinical behavior and guidelines are rarely if ever, integrated into bedside practice in a timely fashion. The most effective means for achieving knowledge transfer remains an unanswered question across all medical disciplines. Our study aims to determine the compliance with CVC bundle in management of patients in medicine wards and ICU at All India Institute of Medical Sciences New Delhi and the impact of intervention in the form of periodic physician education and feedback in compliance with CVC bundle and central line catheter related complications. Review of literature Ever since the introduction of central venous catheters in the early 1950s, it had varied uses and later numerous studies revealed that it was associated with a varied number of complications. Although mechanical complications were common in the early years of CVC use CLABSIs quickly became recognized as a serious complication associated with their usage. Central venous catheter is defined as a catheter whose tip terminates in the great vessels. The great vessels are the aorta, pulmonary artery, superior vena cava,inferior vena cava, brachiocephalic veins, internal jugular veins,subclavian veins, external iliac veins, common iliac veins,femoral veins, and, in neonates, the umbilical artery/vein. Types : Common types of central venous catheters are Non tunneled catheters, Tunneled catheters, Implantable ports, PICC. A peripherally inserted central catheter (PICC) is peripherally placed, but is considered a central catheter because its tip terminates in the central circulation. These venous catheters can also have single, double or triple lumens although single lumens are frequently used and are for intermediate to long term therapy for blood draws or infusions. Complications of CVC: Mechanical complications(4,9)include Pneumothorax is a common complication with subclavian and IJV cannulations without the use of ultrasound. The use of real time ultrasound reduces the number of attempts and associated with a significantly lower failure rate with internal jugular vein ( Relative risk 0.14, 95% confidence interval 0.06 to 0.33). Limited evidence also exists for sublclavian and femoral routes in this metanalysis. Thus the chances of pneumothorax will be greatly reduced. Pneumothorax is usually apparent immediately on Chest X rays and management may vary from simple observation to ICD placement with needle drainage needed for tension pneumothorax as emergency(11). Delayed pneumothorax is also known to occur with an incidence of 0.4%, more common with subclavian and with multiple attempts(12). Bedside ultrasonography allows diagnosis of pneumothorax to be made immediately with high sensitivity by clinician but is operator dependent(13). Misplacement of catheters occur commonly such as tip malposition or rarely such as within artery. It is common practice to assess tip position lying above carina for right sided catheters assuming pericardial reflection below carina and below carina for left sided catheters in view of acute angulation to superior venacava(14). Management varies depending on the complication such as repositioning of tip for tip malposition lying below carina or when lying with an artery, interventional radiologist or vascular surgeon opinion is sought and removed accordingly(15). Arterial injuries are more common with femoral and internal jugular rather than subclavian approach. A systematic review of complications of central venous catheters revealed significantly more arterial punctures (3.0% vs 0.5%) and less malpositions(5.3% vs 9.3%) with jugular access(16). It leads to hematoma in approximately 40% of patients. The best way to prevent arterial injury is by ultrasound assistance during cannulation(17). Other rarer complications are local hematomas,cerebrovascular accidents mostly seen with arterial injuries via internal jugular access, arrhythmias, perforation of the vein or right atrium, chylothorax, pseudo aneurysm, AV fistulas, cardiac tamponade, guidewire loss and catheter embolisation etc. have been reported. These complications largely depend on the site of insertion and on operator experience. Such complications can be prevented by ultrasound guidance and proper techniques. Infectious complications are most dreaded as it is associated with mortality rates upto 25% and in developing countries even up to 60% and prolong the duration of hospital stay and are largely preventable. Evidence based guidelines have been developed as the central venous catheter bundle which significantly decreases the incidence of infections as shown in below studies.CVC use in non ICU settings is associated with at least a 2 fold rise in infection rate than in ICU settings. However studies are very limited on the infection rates as well as on the preventive measures in non ICU settings. Thrombotic complications range from 1.2 to 3 % in subclavian veins to up to 8 to 34% in femoral cannulations. Merrer et al in a randomized control trial found significantly increased incidence of thrombotic complications(21.5% vs1.9%,p

Active Versus Passive Mind Debate Essay

Étienne Bonnot de Condillac an 18th-century French philosopher contended that the senses are the foundation for all ideas and other functions carried out in the mind. Another prominent French philosopher, Renà © Descartes supported the Rationalistic theory; an explanation of behavior based on logic that has nothing to do with the senses. Condillac’s Sensationalism premise and Descartes theory of Rationalism serve as fuel for the classic active versus passive mind debate. The passive mind theory suggests that all learning occurs through the experience of sensations, in the absence of voluntary mind control processes, while the active mind theory claims the exact opposite; that individuals actively focus certain mental processes on the subject matter and the senses play no part in the process. Descartes also believed that sensory data was inclined to be false and was therefore useless, suggesting that mathematical deduction was the only path to the truth. Justin Skirry 2008 I believe that both theories have some validity. The problem arises for me with the use of the word all by Condillac, and the use of the word only by Descartes, which is what takes the theories from the moderate part of the continuum to the extreme. Sensory learning is of course a proven fact, but it is also a fact that active learning occurs as well. It is not unusual for a philosopher to be both a sensationalist and a rationalist at the same time. I tend to trust my deductive powers of reasoning more than my senses, because many outside forces can alter the senses. Take emotion for instance, I am aware of the role unchecked emotions can play in faulty decision-making. I have learned not to make important decisions when I am in a highly emotional state.

Manage Resistance to Change Proactively Essay

Register for this journal is available at http://www. emeraldinsight. com/researchregister The current issue and full text archive of this journal is available at http://www. emeraldinsight. com/0262-1711. htm Managing diversity using a strategic planned change approach Earnest Friday Management in the College of Business Administration, Florida International University, Miami, Florida, USA, and Managing diversity 863 Received October 2002 Revised February 2003 Accepted February 2003 Shawnta S. Friday School of Business and Industry at Florida A&M University, Tallahassee, Florida, USA Keywords Diversity management, Strategic management, Change management Abstract Many organizations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a â€Å"planned change-corporate diversity strategy†. The lack of a â€Å"planned change-corporate diversity strategy† is quite likely to inhibit managing diversity from becoming systemic to an organization’s culture and its way of doing business, thus tending to disallow the potential bene? ts of diversity to be maximized. Hence, this paper offers a framework for using a â€Å"planned change-corporate diversity strategy† to: progress along the â€Å"diversity continuum† starting with acknowledging to valuing, and ultimately to managing diversity; and systemically managing diversity using a eight-step â€Å"managing diversity process†. Introduction Over the past few decades, academicians, practitioners and organizational researchers have recognized that diversity is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001; Stark, 2001; Williams and O’Reilly, 1997). In this paper, diversity refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is different from another individual (Williams and O’Reilly, 1997). Some widely accepted differentiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender diversity tend to receive the majority of the attention in the organizational diversity literature (Stark, 2001; Williams and O’Reilly, 1997), this de? ition allows for the frameworks offered to be applied to any type of organizational diversity salient to members. Diversity programs have been implemented in many multinational organizations, primarily, in an effort to improve working relationships Journal of Management Development Vol. 22 No. 10, 2003 pp. 863-880 q MCB UP Limited 0262-1711 DOI 10. 1108/02621710310505467 JMD 22,10 864 between white males, whose relative numbers continue to decrease, and demographically different individuals, whose numbers continue to increase in the workplace (Friedman and DiTomaso, 1996). While many multinational organizations have a corporate diversity strategy, most have not implemented it using the suggested planned changed approach posited in this paper. Given the intensifying â€Å"war for talent† in today’s competitive, global business environment, it is imperative that the execution and evaluation of a corporate diversity strategy use a planned changed approach to not only acknowledge and value diversity, but to also systemically manage and inculcate diversity into an organization’s corporate culture. This type of approach can contribute immensely to an organization’s ability to use all of its human capital as a strategic means to gain and maintain a competitive advantage in today’s dynamic, global marketplace (Richard, 2000). It has been purported that if diversity can be effectively managed in an organization, some potential bene? ts to the organization include greater creativity and innovation, and improved decision-making (Cox, 1991). Conversely, if diversity is not managed effectively, some potential major costs to the organization include, at a minimum, breakdowns in communication, interpersonal con? ict, and higher turnover (Cox, 1991). While there may not be much empirical evidence to substantiate claims that effectively managed diversity directly leads to bottomline increases (Chatman et al. , 1998; Richard, 2000; Stark, 2001), there is real-world evidence (e. g. Coca-Cola, Denny’s, Publix, and Texaco settlements) to suggest that not effectively managing gender and racioethnic diversity has been, and can be, detrimental to organizations and their bottomlines. Thus, it is a logical extrapolation that an organization’s ability or inability to create a culture in which diversity is systemically acknowledged, valued, and effectively managed is more likely to determine the affects diversity will have on it’s bottomline. Many organizations have implemented various diversity initiatives as a part of their corporate diversity strategy (Koonce, 2001), but most have not used a planned change approach to strategically align their initiatives with their long-term objectives and strategic positioning. It is highly probable that this lack of planned strategic alignment contributes immensely to the purported ineffectiveness of many diversity initiatives (Stark, 2001). Consequently, an organization that seeks to maximize the potential bene? s of diversity should devise a â€Å"planned change-corporate diversity strategy† prior to implementing diversity initiatives. The purpose of the planned change-corporate diversity strategy is to align the organization’s diversity initiatives (designed to manage diversity) with the organization’s strategic goals, and ultimately make managing diversity an integral part of the organization’s culture. An aligned planned change-corporate diversity st rategy will contribute immensely to the long-term effectiveness of diversity initiatives aimed at better managing all of he organization’s human resources. This is especially signi? cant for organizations with a highly diversi? ed workforce. With a planned change-corporate diversity strategy, diversity initiatives are aligned with organizational policies, procedures, and systems. Such alignment is desired to systemically reinforce an organizational culture that encourages the effective management of all employees in order to garner diversity’s purported bene? ts, including the end goal of increasing the bottomline. Thus, frameworks are presented for using a planned change-corporate diversity strategy to: advance from the initial passive states of acknowledging and valuing diversity to the ? nal active state of managing diversity on the â€Å"diversity continuum†; and systemically manage diversity using the speci? c eight-step â€Å"managing diversity process†. The diversity continuum and the planned change approach Valuing diversity and managing diversity as distinct phenomena Over the last few decades, a myriad of articles have been written on the subjects of valuing diversity and managing diversity (Wanguri, 1996). In some cases, valuing diversity and managing diversity have been considered, and sometimes used, interchangeable when, in fact, they are two different phenomena (Jenner, 1994). By the very nature of their de? nitions, valuing and managing diversity are distinctly different. Valuing refers to the relative worth, importance, or signi? cance of something, whereas managing refers to taking charge or coordinating and supervising situations. Given these de? nitions, valuing diversity should be considered a more passive phenomenon, where importance or signi? ance is given to individuals’ differences, which does not automatically lead to visible actions or reactions on the part of the individuals valuing the diversity or differences. Managing diversity, on the other hand, should be considered an active phenomenon, which involves supervising or coordinating and directing the diversity or differences individuals bring to the organization to ensure the organization’s strategic go als are being fully and effectively met. In other words, it refers to successfully organizing the organizational inputs of individuals with diverse backgrounds. This de? nition is consistent with the managing diversity de? nition given by Thomas’ (1991): â€Å"a ‘way of thinking’ toward the objective of creating an environment that will enable all employees to reach their full potential in pursuit of organizational objectives†. The diversity continuum As a result of the confusion in the literature between the two phenomena, valuing diversity and managing diversity, it is not dif? cult to understand why consensus does not exist on the claims of bottomline bene? s as a result of the attempts organizations have made to value and/or manage diversity. In addition to the confusion, lack of consensus could also be a function of the Managing diversity 865 JMD 22,10 866 complexity of the diversity concept in the organizational context. Given the complexity of diversity within an organizational setting, it is possible that perceiving it in terms of a set of three elements that delineates what to do with diversity may serve t o simplify or clarify the confusion in the diversity literature. Therefore, a diversity continuum is offered to guide researchers and practitioners in moving from the more passive states of acknowledging diversity and valuing diversity, on through to the more active state of managing diversity. As individuals ? nd themselves in situations with diverse individuals, they are likely to take one of two courses of action: avoid dealing with the diversity, or recognize that the diversity exists. In the case where individuals avoid diversity, they do not face the fact that diversity is an issue. It is likely that these individuals do not accept the idea that they are likely to be biased in their interactions with others that they perceive to be different from themselves. Although avoiding diversity is viewed as a possible response to diversity, it is not included in the diversity continuum. The diversity continuum is based on the assumption that individuals take the second course of action and recognize diversity. Once diversity is recognized, as previously stated, the diversity continuum serves as a framework to delineate the three potential states of dealing with diversity: acknowledging, valuing, and managing diversity. The three sequential components of the diversity continuum are: acknowledging diversity; valuing diversity; and managing diversity (see Figure 1). Acknowledging diversity, the ? rst component, refers to recognizing the existence of diversity or the individual differences individuals bring with them to a particular setting. In order for individuals to truly acknowledge diversity, they must be exposed to it, experience it, acquire knowledge about it, and they must develop an understanding of diversity. The second component of the diversity continuum is valuing diversity. Valuing diversity, as de? ed above, refers to the signi? cance or importance being given to the diversity or differences individuals bring with them to a particular setting. Having an appreciation for, as well as respect for, the differences that diverse individuals bring with them to the work setting can lead to the last component. The last component of the diversity continuum is managing diversity. As stated above, m anaging diversity refers to the planning, organizing, leading of individuals with differences or diversity in a particular setting, such that their inputs are used to accomplish the organization’s strategic goals. Even in racioethnically homogeneous organizational settings, organizations make large investments to ensure an appropriate organizational culture is fostered. An appropriate organizational culture is desirous, such that individuals are systemically managed to perform and accomplish its goals, not just hoping that their performance will somehow lead to the accomplishment of the organizations’ desired goals. Thus, similar systemic efforts are necessary in order to manage Managing diversity 867 Figure 1. The strategic management process emographically diverse individuals such that the organization can gain the maximum synergistic bene? ts from their contributions as well. The planned change approach Rather than being reactive and waiting for a â€Å"diversity crisis† to take place before a change is made (i. e. Coca-Cola, Denny’s, Publix, and Texaco settlements), an organization should be proactive in systemically Managing Diversity. Hence, an organization and its m embers should make the necessary changes to proactively move from just settling for the ? rst stage of acknowledging diversity to the ? al stage of managing diversity. The Lewin-Schein change model is offered as the theoretical framework to proactively and systemically facilitate the management of diversity in organizations. This planned change model is based on the premise that the organizational forces propelling change must subdue the forces resisting change for highly effective change to occur. Therefore, it is posited in this paper that the Lewin-Schein change model is a framework that can assist organizations and individuals in moving through the sequential elements of the diversity continuum. It is also posited that this model can be applicable at JMD 22,10 868 both the organizational and individual level for managing diversity. While Allen and Montgomery (2001) offered the Lewin-Schein change model as a framework for creating diversity, the model is offered in this paper as a framework for Managing Diversity. The Lewin-Schein change model involves three stages: unfreezing, change (moving), and refreezing (Lewin, 1951; Schein, 1992). For the organization or individual to experience successful change, the three stages need to be addressed in succession. Unfreezing using a planned change-corporate diversity strategy In the unfreezing stage, the organization’s or individual’s present culture (which includes perceptions, attitudes, and behaviors) toward diversity, needs to be unfrozen. This means there needs to be enough motivation within the organization or individual to want to change from its present state to the new desired state. Thus, in moving from one end of the diversity continuum to the other end, with managing diversity being the desired outcome, management must desire that its members move from just acknowledging and valuing diversity to managing diversity. As presented previously, managing diversity refers to systemically organizing and directing the inputs of all organizational members (including diverse individuals) to ensure the organization’s strategic goals are met. Likewise, the individual must want to move from just acknowledging and/or valuing diversity to the ? nal phase of managing diversity. At the individual level, this movement involves governing one’s actions toward diverse individuals in a way that allows for healthy, productive interaction with those diverse others. Therefore, to unfreeze the organization’s culture and its members’ current state of mind toward diversity, a planned change-corporate diversity strategy should be devised and aligned with the organization’s strategic positioning to reduce the forces that are striving to maintain the status quo (Dobbs, 1998). A ? rm’s strategic positioning The strategic management process is employed by many organizations in order to distinguish themselves from their competitors in the marketplace (David, 2001; Porter, 1985; Steiner, 1997). Although there are several schools of thought in the strategic management ? ld, the generally accepted components of the strategic management process are: strategy formulation, strategy implementation, and strategy evaluation as explained in Figure 2 (David, 2001; Hill and Jones, 1998). Strategy formulation is comprised of developing or reviewing the organization’s mission, vision, and long-term goals; conducting internal and exte rnal assessments to identify the organization’s strengths, weaknesses, opportunities, and threats (SWOT); setting selection criteria and selecting the strategies that will afford the organization the best strategic positioning relative to its competitors (David, 2001; Steiner, 1997). Strategy implementation entails allocating the appropriate resources to ensure the Managing diversity 869 Figure 2. The three levels of organizational strategy selected strategies are properly executed (David, 2001; Steiner, 1997). Strategy evaluation involves setting control processes to continuously review, evaluate, and provide feedback concerning the implemented strategies to determine if the desired results are being accomplished, such that corrective measures may be taken if warranted (Hill and Jones, 1998; Steiner, 1997). As illustrated in Figure 3, there are usually three levels of strategy associated with large-scale organizations. The corporate level strategy de? nes the organization’s purpose and the lines of businesses in which it plans to operate, thereby providing the overarching direction for the organization. If an organization only operates in one line of business, its corporate level strategy and business level strategy are effectively one in the same (David, 2001; Hill and Jones, 1998). A business level strategy is the blueprint that should enable an organization to leverage its resources in order to differentiate itself from the competition within a particular line of business (David, 2001; Hill and Jones, 1998). The functional-level strategies serve to support the organization’s business-level strategy by providing direction for the appropriate short-term activities required by each functional area to meet the goals established in the business-level strategy (David, 2001; Hill and Jones, 1998). Consequently, having properly aligned corporate, business, and functional level strategies aid an organization in its efforts to accomplish its goals, thereby strategically positioning itself to successfully compete within the marketplace (David, 2001; Hill and Jones, 1998; Porter, 1985). Combining highly differentiated and ef? cient human capital with clearly delineated corporate, business, and functional level strategies can prove to be a competitive advantage for an organization (Barney, 1991, 1997; Wright et al. , 1995). An organization must view strategies for developing and managing its employees JMD 22,10 870 Figure 3. Alignment between corporate strategy and planned change-corporate diversity strategy as a part of its overarching corporate level strategy if it desires to have highly differentiated and ef? ient human capital in today’s competitive, global environment. Therefore, one argument of this paper is that any organization seeking to realize the maximum bene? t from having a diversi? ed workforce should have a planned change-corporate diversity strategy that is aligned with the organization’s overall strategic positioning. Developing a planned change-corporate diversity strategy The organization â€Å"wishing to create an environment that enables all employees to reach their full potential will have to . . . change organizational practices as necessary† (Thomas, 1991). However, prior to changing any organizational practice, a comprehensive strategy for how to accomplish that change should be devised based on an in-depth understanding of relevant organizational dynamics (i. e. culture, structure, ? nancial position, strategic initiatives, etc). Theoretically, a strategy should precede the structure of an organization. Consequently, a planned change-corporate diversity strategy should be devised to align with the organization’s corporate strategy before structuring diversity initiatives (as illustrated in Figure 4), and reinforced using a planned change approach. Organizations that have elevated their diversity strategist to executive-level management are likely to have an overarching corporate diversity strategy in place. But, it is not as likely that the diversity strategist is using a corporate-wide planned change approach to systemically reinforce the proposed changes in the corporate diversity strategy throughout all of the Managing diversity 871 Figure 4. The diversity continuum organization’s policies, procedures, and systems. Regardless of whether an organization has a corporate diversity strategy or not, it may be necessary to superimpose a planned change-corporate diversity strategy over existing disjointed diversity strategies and initiatives. At the onset of such an endeavor or superimposition, corporate diversity mission statement, vision, and goals must be formulated to articulate the purpose diversity initiatives will serve within the organization and the desired outcomes to be achieved from such initiatives. The delineated desired outcome should be designed to systemically manage diversity. Conducting internal and external assessments are essential steps in devising a planned change-corporate diversity strategy. An internal assessment will allow the diversity strategist to decide how to position diversity strategies and initiatives within the organization’s structure, and to align them with all of the organization’s policies, procedures, and systems. To assess the external environment, the diversity strategist should use environmental scanning tools to extract best practices based on benchmarked diversity strategies and initiatives at other leading organizations. Through the internal assessment, the diversity strategist should become intimately familiar with the organization’s values, vision, mission, strategies, goals, and initiatives, all of which constitute a sound basis for understanding the organization’s culture, policies, procedures, systems, and overall strategic positioning. The diversity strategist must become equally familiar with the bene? ts and shortfalls of various diversity initiatives. The strategist must conduct an analysis to determine the most appropriate linkages between the organization’s overall strategic positioning, policies, procedures, systems, and its diversity initiatives. Before proceeding, the diversity strategist must recognize and effectively articulate a clear strategic ? t and alignment amongst the organization’s overall strategic positioning, policies, procedures, systems, JMD 22,10 872 and diversity. Both strategic ? t and strategic alignment are necessary to strengthen the business case for allocating resources to support the planned change-corporate diversity strategy. In order to realize the maximum bene? ts from diversity, the planned change-corporate diversity strategy needs to be properly executed, evaluated and refrozen to ensure that the stated goals are being met, and that the organization’s culture and members are moving toward and sustaining the desired state of systemically managing diversity. Moving to systemically managing diversity Once the present state is unfrozen, the move that will allow the organization’s culture and members to advance to the desired state should be put in place. In this case, the move is to culturally reengineer the organization and its members to the true state of managing diversity by implementing the managing diversity process. The social learning theory (Bandura, 1977) is offered as the theoretical framework for the managing diversity process. It has also been offered as the theoretical framework for developing training programs in the cross-cultural and expatriate literature (Black and Mendenhall, 1989; Harrison, 1994). There are four major tenets of social learning theory: motivation, attention, retention, and reproduction (Bandura, 1977). These tenets are re? ected in the eight steps of the managing diversity process. In an effort to truly manage diversity, a change in the attitudes and behaviors of individuals, and in organizations’ systemic and institutional ways of doing business is required. Therefore, it is posited that utilizing the tenets of social learning theory can aid in the acquisition of the learning that is necessary for organizations to maximize the inputs of all of its diverse members. The planned change-corporate diversity strategy serves as the motivation for the learning of new behaviors and attitudes. Hence, once the planned change-corporate diversity strategy is articulated, the move through the eight steps of the managing diversity process should be instituted to assist individuals and organizations in culturally reengineering and moving to the desired state of managing diversity. The eight sequential steps of the managing diversity process include: (1) exposure; (2) experience; (3) knowledge; (4) understanding; (5) appreciate; (6) respect; (7) modify attitudes and behavior; and (8) healthy interaction. All of these are undergirded by tolerance (see Figure 5). The acknowledging diversity component of the diversity continuum is composed of steps (1)-(4), and they re? ect the â€Å"attention tenet† of social learning theory. The valuing diversity component of the diversity continuum is comprised of steps (5) and (6), and is re? ective of the â€Å"retention tenet† of social learning theory. Steps (7) and (8) constitute the managing diversity component of the diversity continuum and the â€Å"reproduction tenet† of social learning theory. The movement through each of the eight steps requires individuals to progressively develop appropriate skills to enable them to manage how they deal with individuals whom they consider different from themselves. Therefore, executing the eight steps in the managing diversity process serve as the necessary movement required to progress from acknowledging and valuing diversity to managing diversity. The true movement through the eight steps from acknowledging diversity to managing diversity is a paradigm shift, in that it entails a change in the treatment of diverse individuals (Fitzpatrick, 1997). Managing diversity 873 Diversity training In order for an organization to realize the potential bene? ts that can be afforded by employing diverse individuals, there needs to be a paradigm shift in which the inputs of diverse individuals are systemically managed within an organization to enable the successful accomplishment of its strategic goals. Training of individuals is viewed as a necessary tool to facilitate the organization in achieving its goals. Diversity training should be viewed no differently than any other type of training in which an organization invests. Therefore, it should also be viewed as a necessary tool to manage members’ behaviors and their ability to work productively with diverse individuals. After canvassing the literature, it has been noted that most diversity training programs merely raise individuals’ awareness of or sensitivity to diversity (Grubb, 1995; Jenner, 1994). Some few diversity training programs go as far as attempting to change individuals’ perceptions of diversity and how they communicate with people different from themselves (Grubb, 1995). However, these programs tend to be offered to only select employees, and they tend to be short in duration, ranging from a one-hour session to a series of one-day sessions several times a year (Koonce, 2001). The major drawbacks to most existing diversity training programs are that: . they do not build skills to facilitate individuals’ ability to actually manage their interactions with individuals different from themselves; . they are not rigorous nor time-intensive enough to create a paradigm shift in individuals’ treatment toward individuals different from themselves; and JMD 22,10 874 Figure 5. The continuous managing diversity process . there are no enduring reinforcement mechanisms embedded in the organization’s culture to ensure all individuals’ inputs are successfully managed to met the organization’s strategic goals. Managing diversity As a result, most (if not all) existing diversity programs have not been successful in creating enduring change in the way individuals interact with individuals different from themselves, nor have they been successful in changing their organization’s culture to one that systemically manages diversity. In order to create enduring change in individuals and the organization’s culture, members of the organization at all levels need to participate in diversity training that encapsulates the comprehensive managing diversity process. The outcomes that should be expected from participation include, but are not limited to, skill building in the following areas: the ability to clearly articulate their ideas and feelings; con? ict management skills; effective giving and receiving of feedback; effective listening; group observation skills; and group decision-making skills, all of which will facilitate modi? d attitudes and behaviors, and healthy interaction with diverse individuals. Individuals have to come to grips with their feelings, thoughts, attitudes, and behaviors toward diversity and others with whom they are different. In the ? rst step of Exposure, individuals provide public notice of where they are at that point. They do this by: laying open who they are; divulging where the y are; unmasking themselves; and receiving others’ culture. Step (2), experience, involves gathering information through personal involvement, encountering, seeing ? rst-hand, and living through events. In the third step of Knowledge, individuals become well informed, thus able to be conversant because they become familiar or acquainted with the culture of others. Knowledge serves as the basis for step (4), understanding. Because of their grasp of cultural realities, individuals are able to comprehend (understanding) relevant cultural dynamics, which leads them to be sensitive, and enables them to share unique insights and perceptions. In step (5), appreciate, individuals’ acceptance of the worth of a person’s culture and values makes it easier for them to welcome and â€Å"justly† estimate diverse individuals. Resultantly, individuals are able to respect (step (6)) diverse individuals; thus, they are able to pay attention, pay deference, and pay tribute to the values, worth, and culture of diverse others, as well as give personal consideration to the diverse individuals. Successful movement through the ? rst six steps, along with tolerance underpinning each step, should lead to modi? cations in individuals’ attitudes and behaviors toward diverse individuals, which is step (7), modify attitudes and behaviors. This change in attitudes and behaviors, again, along with tolerance should lead to healthy interaction (step (8)) with and amongst diverse individuals. Step (8) is a function of continuous acceptance and execution of steps (1)-(7). Therefore, this is a ? uid (not static) process that must be recognized for its ever-changing and 875 JMD 22,10 876 evolving nature. The requirements for successful execution of the managing diversity process are strenuous and time intensive because it requires individuals to modify their attitudes and behaviors. Thus, they must modify the way they interact with individuals different from themselves, and not just expect that they either avoid, acknowledge, or value those individuals that are different. Given that all individuals in today’s global business environment are likely to encounter others that are different from themselves on a frequent basis, the managing diversity process should be viewed as analogous to the open systems approach – it is a continuous process that maintains a constant reciprocal relationship with the environment. Refreezing the systemic management of diversity Successful movement through the managing diversity process requires individuals to change. Resistance to change is inherent in any change process, and it will be no different in this process (Harrison, 1994). Therefore, the managing diversity process is a ? uid, continuous process that needs to be systematically reinforced and embedded in the organization’s culture and individuals’ interactions, such that the organization’s culture and its members do not revert back to just acknowledging or valuing diversity. Hence, refreezing the desired state of managing diversity requires reinforcing the new perceptions, attitudes, and behaviors with emphasis on the modi? ed behaviors and healthy interactions individuals have adopted as a result of going through the managing diversity process. In order for individuals and organizations not to revert back to their previous states, the new desired state must go through the refreezing stage to be institutionalized. This should be accomplished through systemic, on-going training and daily interactions at the individual level, and through revised policies, procedures, and systems at the organizational level. At the individual level, the systemic, on-going training should not be just periodic training that merely exposes individuals to diversity. A great deal of time is necessary to cement these newly adopted attitudes, behaviors, and skills for healthy interaction. This kind of cementation is required for these newly acquired attitudes, behaviors, and skills to become totally embedded in the individuals’ natural way of interacting with diverse individuals. The systemic, on-going training needs to be skill-based and experiential in nature to promote long-term changes in the way individuals work with individuals different from themselves. This type of reinforcement at the individual level will contribute to the cultural reengineering that also must take place at the organizational level. To reinforce the desired state of managing diversity at the organizational level, revised recruiting, appraisal, development, and reward systems, as well as an enforceable diversity policy need to be implemented (Allen and Montgomery, 2001; Hemphill and Haines, 1998; Miller, 1998). The revised policies, procedures, and recruiting, appraisal, development, and reward systems need to re? ct the organization’s position on how the inputs of diverse individuals will be managed, such that their contributions fully aid the organization in meeting its strategic goals. A written, enforceable diversity policy, stating the systemic action steps and behaviors expected by all employees is a must as it relates to effectively managing the organizational inputs of all individuals. Everyone’s inputs should be effectively managed to contri bute to the achievement of the organization’s strategic goals. The revised policies, procedures, and systems should also align with the planned change-corporate diversity strategy. Given the resources and time required to revise and initiate implementation of the revised organizational policies, procedures, and systems, individuals are likely to resist these changes initially. Therefore, it is quite likely to be a dif? cult and time-consuming process to make the appropriate and necessary revisions to the organization’s policies, procedures, and systems. This is an essential and critical step necessary to ensure the organization and its members do not revert back to their previous attitudinal and behavioral states. It is paramount that revised policies, procedures, systems, and planned change-corporate diversity strategy are clearly communicated to all members of the organization to ensure that it can be appropriately recognized, executed, evaluated, and reinforced. To reinforce this cultural reengineering effort, management needs to initiate and actively participate in the refreezing stage, the same as they must genuinely participate at the unfreezing and moving stages. Potential limitations As with any theoretical model, there are limitations. One potential limitation of this notional model is that no matter how well it is implemented, there are likely to be some individuals whose attitudes may never change or they may continue to consciously or unconsciously show favoritism toward those whom they consider to be similar to themselves (Gilbert and Ivancevich, 2000; Miller, 1998). Another potential limitation is that subtle forms of biases against diverse individuals may still exist informally within the organization and/or outside of the work environment; thus, highly impacting individuals within the organization. Backlash is also a potential limitation; members of the majority are likely to perceived that they are being excluded at the expense of including diverse individuals (Hemphill and Haines, 1998). Additionally, if the training initiated to implement the managing diversity process is perceived as a bad experience, the organization’s leadership may abandon the initial implementation, hence dooming all future diversity efforts. However, by using the suggested planned change approach along with well enforced diversity policies and disciplinary procedures for violations of the diversity policy, it is more likely that individuals’ behaviors can be altered to be more tolerant of others whom they consider to be Managing diversity 877 JMD 22,10 different (Gilbert and Ivancevich, 2000). This will allow the talents, skills, and abilities of all individuals in the work setting to be used to meet organizational objectives. Conclusion Given that individuals are less willing to leave their differences outside the doors of the workplace (Thomas, 1991), an organization’s ability to systemically manage diversity will become more important, in years yet to come, if it wants to ensure its ability to compete successfully in the global marketplace. This paper suggests that, ? rst, a planned change approach should be used to systemically manage diversity, by developing and implementing a planned change-corporate diversity strategy. Second, organizations should execute their cultural reengineering efforts to move individuals and the organizational culture along the diversity continuum from the states of acknowledging and valuing diversity to the desired state of managing diversity. Movement to the desired state of managing diversity can be achieved by using the managing diversity process. It is also suggested that the organization needs to provide on-going training, and needs to institute new policies and procedures. Additionally, it must engage in appropriately different recruiting, appraisal, development, and reward systems that systemically reinforce the cultural reengineering of moving to the state of managing diversity. These new undertakings will ensure that the newly reengineered culture of managing diversity is inculcated into the organization’s culture, and its way of conducting business domestically and abroad. By adopting and executing the frameworks offered in this paper for ystemically managing diversity through a strategic planned change approach, managers will have created an organizational environment where they will be able to enjoy healthy, innovative, and productive interactions amongst diverse members of the organization. The following is a list of other potential bene? ts that may be derived from using the offered frameworks: . in general, individuals will develop an increased knowledge of and appreciation for other cultures; . individuals will learn to value and respect the cultural norms, behaviors, and attitudes of others; . here is likely to be a greater receptivity to necessary organizational changes; . there is likely to be a lessening of workplace anxieties; . a reduction in organizational con? ict; . a more pleasant work environment; and . increased performance and productivity. 878 In conclusion, the proactive management of diverse human resources will aid organizations in gaining and sustaining a competitive advantage in today’s dynamic global marketplace.

The Cognitive Therapy And Narrative Therapy Model

Questions: 1. Compare and contrast how two different models of counselling would understand and approach treating Jim. Both the Cognitive Behavioral therapy and Narrative Therapy model are used to help persons with a wide variety of problems (addictions being one) learn how to view their world a bit differently. Cognitive therapy helps people to look at and to change disruptive beliefs which have a detrimental impact on our behaviors, emotions and overall quality of life. Narrative therapy helps people to put more attention on the positive storylines that make up their reality rather than just the negative. Both hold that positive thoughts and positive self-narratives tend to have a positive or advantageous impact on a person’s behaviors and emotions. For Jim treatment approaches with the CBT model would most likely consistent of Cognitive Psychotherapeutic interventions. This type of interventions for Jim would be used to help him focus his attention on the disruptive thoughts and beliefs in his life that lead him to drink. In Jim’s case these thoughts may be directly related to the trauma he suffered as a result of the war, his own father alcoholism and the tension and stress cause from traveling for work and at home. The aim for Jim with this type model of counselling would be to adjust these thoughts and belief so that the no longer are risk factors that bare a substantial negative impact on a Jim’s life. Specific techniques that Jim would likelyShow MoreRelatedTreatment Models Chosen For Comparison1241 Words   |  5 Pages Treatment Models Chosen for Comparison 1. Narrative Therapy the role of the therapist, views of people and their problems, and the approach for helping. Narrative therapy is a way to look at a person’s life story and their struggles from an outside looking in approach. The problems become separate from the individual. 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