Job Exploration Example

Essays on Job Exploration Coursework Job exploration Job exploration Employee satisfaction is a key factor that determines the success and survival of organizations. Many organizations are working towards reducing the rate of employee turnover. The only way organizations can retain employees is through ensuring they are comfortable at their place of work. To be comfortable, there are various demands made by individual employees depending on the nature of their work. To fight for better working conditions, employees come together to form unions. The organizations have also crafted a human resource management department that works with the worker unions to ensure workers are treated in line with their preferences. There are common factors that often determine employee satisfaction across all industries. The major factor that determines employee retention is remuneration. Whenever an employee feels that they are not well compensated for their services to the organization, they will always leave for companies that pay accor ding to their expectations. Another factor is the overall conditions at the place of work. An employee may feel mistreated by management or even by their colleagues. The organization culture may be unfavorable to some employees by making them slaves of the seniors. Other organizational cultures may hinder communication from juniors to seniors or even among the employees. Employees in such organizations may feel isolated and even unwanted as they cannot communicate their grievances to the seniors. Employees can also feel unappreciated when they or their work is taken for granted. Harassment by the management can also lead to employee turnover. When employees are constantly subjected to abuse by management, they start to dislike their place of work. Their productivity is lowered and they eventually leave to a place where they and their work are appreciated. Another factor revealed by employees is job location. Most employees indicated that they could prefer to exit their current emplo yment if they are transferred to other locations, especially areas of hardship or rural areas.

The Street Hawker Free Essays

Street hawkers are very common in India. They can be found here, there and everywhere. There is hardly any village, town or a city without street hawkers. We will write a custom essay sample on The Street Hawker or any similar topic only for you Order Now They have been there for countries. They go from one town to another town and street for selling their various articles. A street hawker comes with his basket full of fruits, vegetables, sweets, and articles of general use. He may come with a big bundle of clothes or shawls on his back. He is very useful. He brings the bazaar to our door-steps and makes life easy and convenient. He is welcomed by all, particularly by ladies, old men and children. He has no fixed hours. If he is there in this colony in the morning, he will be in the next street in the evening. He has his own way of selling goods and calling the customers. The things he hawks are cheaper. On seeing him come children and ladies flock him to purchase things of daily need. He can also liked by schools during recess time. His eatables are liked by school children as they are cheap and tasty. There is a lot of haggling. Sometimes a hawker has to come to terms with his old customers and sell things on reduced rates. Sometimes hawkers cause nuisance by distributing the peace of the locality by their loud cells. They often throw wrappers, fruit-skins and leaf-plates here and there. Many a time a hawker may indulge in theft or stealing. An anti-social element may also be there in the guise of a street hawker. It is not safe to purchase things from unknown hawkers. Hawkers should be registered and licenced to check cheating and mal-practices. They may cheat small children and supply cheap and harmful eatables. Sometimes a hawker may turnout a child-lifter. Thousands and thousands of poor people earn their daily bread by hawking. It is a very useful self-employment which can be started with a very small amount of money. There is no harm in earning one’s bread and butter by hawking. Government should try to help them by giving loans on cheap rates of interest. Their lot should be improved as citizens of the country. As hawkers, they render a useful service. Instead of becoming a burden on the society, they support themselves and their families by adopting this profession. So far no social group or government agency has done anything to organise them. How to cite The Street Hawker, Papers

Impactful Trend in Supply Chain Management

Question: Discuss about the Impactful Trend in Supply Chain Management. Answer: Introduction: Supply chain management entails the management of the flow of services as well as goods. In the process, there is movement as well as storage of the raw materials, work in progress (WIP) inventory and the finished products from the original point to their consumption point (Stadtler, H. 2015). The objectives of this process are to create net value, worldwide leverage logistics, and build a competitive infrastructure, synchronizing demand with supply as well as measuring the performance. In line with the question, one impactful trend in supply chain management over the last quarter century is the supply chain look to go digital (Hugos, 2011). Its clear that technology has moved a new wave of productivity across the organizations by digitalizing primary financial as well as the business process. The change in technology is disrupting the traditional operations which force every business to be digital so as to keep up with the prevailing competition. With this competitive advantage over those who have not adopted the transmission ensures that the going concern is guaranteed.( Umeda, S. and Zhang, F. (2006). Despite the prevailing factors, organizations should understand that adding digital technology is not the answer. Its important to understand the elemental nature of the digital technology changes into the organizations operations Digital technology changes the role and value of data, it alters the organizations points of control, destroys or creates business operating models as well as shifting the level of value creation at various levels of the value chain (Hugos, 2011). Therefore, for the changes to create significant improvements in the organization, the supply chain should be reimagined as a digital supply network able to unite physical flow, talent, finance as well as information. The organization should also be able to reinvent their supply chain strategy. As such the new breed of the supply chain will be more connected, scalable, intelligent as well as more rapid in comparison with the traditional supply chain management. Therefore the organization will have a potential in developing new synergies, be able to relate more fully to customers as well as rapidly reach new markets (Stadtler, H. 2015). The organization realizing these advantages are more likely to have a better market as well as experiencing enhanced financial performance. The Digital supply chains will also have the capacity for extensive information availability. It will also boost superior collaboration as well as communication across the digital platform leading to improved agility, reliability as well as effectiveness (Hugos, 2011). Digital technology in their supply chain will also assist organizations to mass-produce capabilities as effectively as they mass-customize services or goods. Digital supply chain also enables the organization to do away with wastes by increasing their efficiencies and therefore facilitating greater profits. Organizations with a digital supply chain are better able to move assets, resources as well as inventory to the expected place at any given time (Roberta Pereira, et al. 2014). This is crucial in reducing the cost by responding proactively to manufacturing as well as transportation risks. The transition is also crucial in that it necessitates the bringing of the dealers, the supply chain as well as the customers close together than ever before. (Rota, K., Thierry, C. and Bel, G. (2002). The modern consumer is very informed, connected as well as uses the latest digital technologies. Therefore in implementing and transforming their supply chains, organizations should cater for the needs of these growing category of customers (Roberta Pereira, et al. 2014). Failure to make such considerations, the organization risk their marketing leading position. In the transformation from the traditional supply chain into a digital supply network, it's crucial an organization follows a systematic process. In doing so, the organization should determine its digital supply network vision (Stadtler, H. 2015). The vision becomes the Holy Grail responsible for driving the transformation process. Without it, the transformation process will not be effective. The organization should also convert the vision into the actual business outcomes which need to be realized. Above it all, the business should conduct a prime value Chain analysis which is a top-down approach consolidating all inputs and activities required to assist a business outcome (Roberta Pereira, et al. 2014). Through the analysis, the organization can determine priority business outcomes as well as identify individual changes to be effected across the organization. As expressed by Accenture on what is the computerized store network, that you should reevaluate the production system. What's more, recollecting Bill Gates, if we don't watch out for the basics, innovation will just put a focus on wasteful procedure. In this 2016 Supply Chain Trend, we are about-facing to the fundamentals. The capacity to acknowledge advancements and exploit the cooperative energy impacts of individual developments is a center ability of future-situated organizations. Not dismissing the essentials while sifting through what is by and by critical, requires our full consideration and ceaseless advancement. All things considered, we achieve our cutoff points over and over and need support, e.g. from operations research, which furnishes us with astute necessary leadership calculations empowering us to stay aware of today's quick paced working environment. As indicated by Grant Marshbank, COO of VSc Solutions, supply chains will confront various difficulties, he said: "Production network chiefs are as of now under tremendous weight to adjust to turbulent economies, work issues, and venture into worldwide markets. (Roberta Pereira, et al. 2014). "The terrible news is that the rate of progress isn't going to back off. The uplifting news is that developing patterns hold chances to decrease both expenses and carbon impressions, and empower outstanding client administration in the meantime." "Innovation will just convey the planned positive results on the off chance that it actualizes with methodology and operations that hold fast to best practice in-store network administration. Get rudiments right first. Not even the most intelligent innovation can make up for not as much as best practices," he included. (Sezen, B. and Kitapi, H. (2007). "Continuous framework combination, secure information trade, permeability and traceability between different structures over various supply chains and industry verticals are only a portion of the alternatives efficiently accessible through innovation," "The best hindrance to the appropriation of these advances is an absence of comprehension of the advantages consolidated with a desire of high execution costs." Propels in innovations accessible to enhance supply chains have made speedier execution times a reality. "It is less demanding and more moderate for both of all shapes and sizes organizations to run live with another framework inside two weeks of settling printed material," clarified Marshbank. "Most production network experts as of now have a sound vital arrangement set up. Rather than being sold another framework, they may very well need some direction on the best way to settle their agony focuses by repurposing their current innovations." "Having the capacity to mix frameworks and actualize apparatuses on an amusing premise is the thing that sets the change without bounds separated from the inconvenient venture comprehensive programming bundles that were prevalent in the past time," said Marshbank. In conclusion through the discussion, its clear that technology plays a major role in the supply chain management, and therefore organizations should take great precautions when incorporating it in the process. Affonso, R., Marcotte, F. and Grabot, B. (2008). Reference Affonso, R., Marcotte, F. and Grabot, B. (2008). Sales and operations planning: the supply chain pillar. Production Planning Control, 19(2), pp.132-141. Hugos, M. H. (2011). Essentials of supply chain management (Vol. 62). John Wiley Sons. Rota, K., Thierry, C. and Bel, G. (2002). Supply chain management: a supplier perspective. Production Planning Control, 13(4), pp.370-380 Roberta Pereira, C., Christopher, M., Lago Da Silva, A. (2014). Achieving supply chain resilience: the role of procurement. Supply Chain Management: an international journal, 19(5/6), 626-642. Rudberg, M. and Thulin, J. (2009). Centralised supply chain master planning employing advanced planning systems. Production Planning Control, 20(2), pp.158-167 Sezen, B. and Kitapi, H. (2007). Spreadsheet simulation for the supply chain inventory problem. Production Planning Control, 18(1), pp.9-15. Stadtler, H. (2015). Supply chain management: An overview. In Supply chain management and advanced planning (pp. 3-28). Springer Berlin Heidelberg. Trienekens, J. and Hvolby, H. (2001). Models for supply chain reengineering. Production Planning Control, 12(3), pp.254-264. Umeda, S. and Zhang, F. (2006). Supply chain simulation: generic models and application examples. Production Planning Control, 17(2), pp.155-166. Uncertainty in supply chain configuration and operation. (2007). Production Planning Control, 18(6), pp.453-453.

The House Party Essay Example

The House Party Essay This book was very interesting, I was very intrigued. I like it because it really related, and it did teach me stuff. It showed me that I shouldn’t give in to peer-pressure. Just because your friends say you should do something, doesn’t mean it’s always right. Maybe they are telling you to do it, so they don’t have to? I suggest that teenagers from grades 8-9 should read this book, it could teach them a lot for future experiences. In this book there were to main characters, to teenage girls.They were best friends and the book started off with them hanging out, at one of the girl’s house. The mom and dad were going away on a vacation, and wanted the girl to come with them. She ended up saying she couldn’t because she had a lot of homework to finish, and she couldn’t miss out on any more school. She said she would stay at her friend’s house while they were gone. Instead of doing that, her friend had pushed her into throwing a part y for a few people. When the party had begun, more and more people started to show up.Eventually the street was filled, and the entire house. Things were getting spilled, broken, and stolen. Her friend had gotten alcohol poisoning, and the police ended up coming. Her friend’s mom had helped them clean up afterward, but things were still broken and stolen. Windows were even broken. The theme of this story is to not give into peer pressure. If you know it’s wrong, or have a feeling it could be wrong, simply don’t do it. Chances are you will get a consequence.

The First Shopping Mall in America

The First Shopping Mall in America Malls are collections of independent retail stores and services conceived, constructed and maintained by a management firm. Occupants can include restaurants, banks, theaters, professional offices and even service stations. The Southdale Center in Edina, Minnesota became the first enclosed mall to open in 1956 and several more innovations have come about since to make shopping easier and more efficient for both store owners and customers.   The First Department Stores   Bloomingdales was founded in 1872 by two brothers named Lyman and Joseph Bloomingdale. The store rode the popularity of the hoop skirt to great success and practically invented the department store concept at the beginning of the 20th century. John Wanamaker follwed soon after with the  opening of The Grand Depot, a six-story round department store in Philadelphia in 1877. While Wanamaker modestly declined taking credit for inventing the department store, his store was definitely cutting edge. His innovations included the first white sale, modern price tags and the first in-store restaurant. He pioneered the use of money-back guarantees and newspaper ads to advertise his retail goods.   But before Bloomingdales and The Grand Depot, Mormon leader Brigham Young founded Zions Cooperative Mercantile Institution  in Salt Lake City in 1868. Familiarly known as  ZMCI, some historians credit Youngs shop with being the first department store,  though most give the credit to John Wanamaker. ZCMI sold clothing, dry goods, drugs, groceries, produce, shoes, trunks, sewing machines, wagons and machinery sold and organized in all types of â€Å"departments.† Mail Order Catalogs Arrive Aaron Montgomery Ward sent out the first mail order catalog in 1872 for his Montgomery Ward business. Ward first worked for the department store Marshall Field as both a store clerk and a traveling salesman. As a traveling salesman, he  realized that his rural customers would be better served by mail order, which turned out to be a revolutionary idea. He started Montgomery Ward with only $2,400 in capital.  The first catalog was a single sheet of paper with a price list that advertised  the merchandise for sale along with ordering instructions. From this humble beginning, it grew and became more heavily illustrated and chock full of goods, earning the nickname dream book. Montgomery Ward  was a mail-order-only business until 1926 when the first retail store opened in Plymouth, Indiana. The First Shopping Carts Sylvan Goldman invented the first shopping cart in 1936. He owned a chain of  Oklahoma City grocery stores called Standard/Piggly-Wiggly. He created his first cart by adding two wire baskets and wheels to a folding chair. Together with his mechanic Fred Young, Goldman later designed a dedicated shopping cart in 1947 and formed the Folding Carrier Company to manufacture them. Orla Watson  of Kansas City, Missouri is credited with inventing the telescoping shopping cart in 1946. Using hinged baskets, each shopping cart was fitted into the shopping cart ahead of it for compact storage. These telescoping shopping carts were first used at Floyd Days Super Market in 1947. Silicon Valley inventor George Cokely, who also invented  the Pet Rock, came up with a modern solution to one of the supermarket industrys oldest problems: stolen shopping carts. Its called Stop Z-Cart. The wheel of the shopping cart holds the device which contains a chip and some electronics. When a cart is rolled a certain distance away from the store, the store knows about it. The First Cash Registers James Ritty invented the incorruptible cashier in 1884 after receiving a patent in 1883. It was  the first working, mechanical cash register.  His invention came with that familiar ringing  sound referred to in advertising as the bell heard round the world.† The cash register was initially sold by the National Manufacturing Company. After reading a description of it, John H. Patterson immediately decided to buy both the company and the patent. He renamed the company the National Cash Register Company in 1884. Patterson improved the register by adding a paper roll to record sales transactions. Charles F. Kettering later designed a cash register with an electric motor in 1906 while he was working at the National Cash Register Company.   Shopping Goes High Tech A Philadelphia pharmacist named Asa Candler invented the coupon in 1895. Candler bought  Coca-Cola  from original inventor Dr. John Pemberton, an Atlanta pharmacist. Candler placed coupons in newspapers for free Cokes from any fountain to help promote the new soft drink. Several years later, the patent for the  bar code  Ã¢â‚¬â€œ U.S. Patent #2,612,994 – was issued to inventors Joseph Woodland and Bernard Silver on October 7, 1952.   All this would be for naught, whoever, if people couldnt get inside to shop. So credit goes to Horton Automatics co-founders Dee Horton and Lew Hewitt for inventing the automatic sliding door in 1954. The company developed and sold the door in America in 1960. These automatic doors used mat actuators. AS Horton Automatics explains on its website: The idea came to Lew Hewitt and Dee Horton to build an automatic sliding door back in the mid-1950s when they saw that existing swing doors had difficulty operating  in Corpus Christis winds. So the two men went to work inventing an automatic sliding door that would circumvent the problem of high winds and their damaging effect.  Horton Automatics Inc. was formed in 1960, placing the first commercial automatic sliding door on the market and literally establishing a brand new industry.   Their first automatic sliding door in operation was a unit donated to the City of Corpus Christi for its Shoreline Drive utilities department. The first one sold was installed at the old Driscoll Hotel for its Torch Restaurant. All this would set the stage for megamalls. Giant megamalls werent developed until the 1980s when the West Edmonton Mall opened in Alberta, Canada with more than 800 stores. It was open to the public  in 1981  and featured a hotel, amusement park, miniature golf course, a church, a water park for sunbathing and surfing, a zoo and a 438-foot lake.

Thomas Edison, American Inventor and Showman

Thomas Edison, American Inventor and Showman Thomas Alva Edison (February 11, 1847–October 18, 1931) was an inventor, but more than that he was a showman, a celebrity who made the process of inventing a fascination for the American public. His contributions to many different inventions were by and large joint discoveries, based on generations of previous work, as well as the work of his gifted assistants and accomplished competitors. He was the face of the future, technology, and progress in the late 19th and early 20th centuries. Fast Facts: Thomas Edison Known For: Inventor, patent holder, celebrityBorn: February 11, 1847 in Milan, OhioParents: Sam Edison Jr. and Nancy Elliott EdisonDied: October 18, 1931 in West Orange, New JerseyEducation: Three months of formal education, homeschooled until age 12Published Works: Quadruplex telegraph, phonograph, unbreakable cylinder record called the Blue Ambersol, electric pen, a version of the incandescent lightbulb and an integrated system to run it, motion picture camera called a kinetographSpouse(s): Mary Stilwell, Mina MillerChildren: Marion Estelle, Thomas Jr., William Leslie by Mary Stilwell; and Madeleine, Charles, and Theodore Miller by Mina Miller Early Life Thomas Alva Edison was born to Sam and Nancy on February 11, 1847, in Milan, Ohio, the son of a Canadian refugee and his schoolteacher wife. Edisons mother Nancy Elliott was originally from New York until her family moved to Vienna, Canada, where she met Sam Edison, Jr., whom she later married. Sam was the descendant of British loyalists who fled to Canada at the end of the American revolution, but when he became involved in an unsuccessful revolt in Ontario in the 1830s he was forced to flee to the United States. They made their home in Ohio in 1839. The family moved to Port Huron, Michigan, in 1854, where Sam worked in the lumber business. Education and First Job Known as Al in his youth, Edison was the youngest of seven children, four of whom survived to adulthood, and all of them were in their teens when Edison was born. Edison tended to be in poor health when he was young and was a poor student. When a schoolmaster called Edison addled, or slow, his furious mother took him out of the school and proceeded to teach him at home. Edison said many years later, My mother was the making of me. She was so true, so sure of me, and I felt I had someone to live for, someone I must not disappoint. At an early age, he showed a fascination for mechanical things and chemical experiments. In 1859 at the age of 12, Edison took a job selling newspapers and candy on the Grand Trunk Railroad to Detroit. He started two businesses in Port Huron, a newsstand and a fresh produce stand, and finagled free or very low-cost trade and transport in the train. In the baggage car, he set up a laboratory for his chemistry experiments and a printing press, where he started the Grand Trunk Herald, the first newspaper published on a train. An accidental fire forced him to stop his experiments on board. Loss of Hearing Around the age of 12, Edison lost almost all of his hearing. There are several theories as to what caused this. Some attribute it to the aftereffects of scarlet fever, which he had as a child. Others blame it on a train conductor boxing his ears after Edison caused a fire in the baggage car, an incident Edison claimed never happened. Edison himself blamed it on an incident in which he was grabbed by his ears and lifted to a train. He did not let his disability discourage him, however, and often treated it as an asset since it made it easier for him to concentrate on his experiments and research. Undoubtedly, though, his deafness made him more solitary and shy in dealing with others. Telegraph Operator In 1862, Edison rescued a 3-year-old from a track where a boxcar was about to roll into him. The grateful father, J.U. MacKenzie, taught Edison railroad telegraphy as a reward. That winter, he took a job as a telegraph operator in Port Huron. In the meantime, he continued his scientific experiments on the side. Between 1863 and 1867, Edison migrated from city to city in the United States, taking available telegraph jobs. Love of Invention In 1868, Edison moved to Boston where he worked in the Western Union office and worked even more on inventing things. In January 1869 Edison resigned from his job, intending to devote himself full time to inventing things. His first invention to receive a patent was the electric vote recorder, in June 1869. Daunted by politicians reluctance to use the machine, he decided that in the future he would not waste time inventing things that no one wanted. Edison moved to New York City in the middle of 1869. A friend, Franklin L. Pope, allowed Edison to sleep in a room where he worked, Samuel Laws Gold Indicator Company. When Edison managed to fix a broken machine there, he was hired to maintain and improve the printer machines. During the next period of his life, Edison became involved in multiple projects and partnerships dealing with the telegraph. In October 1869, Edison joined with Franklin L. Pope and James Ashley to form the organization Pope, Edison and Co. They advertised themselves as electrical engineers and constructors of electrical devices. Edison received several patents for improvements to the telegraph. The partnership merged with the Gold and Stock Telegraph Co. in 1870. American Telegraph Works Edison also established the Newark Telegraph Works in Newark, New Jersey, with William Unger to manufacture stock printers. He formed the American Telegraph Works to work on developing an automatic telegraph later in the year. In 1874 he began to work on a multiplex telegraphic system for Western Union, ultimately developing a quadruplex telegraph, which could send two messages simultaneously in both directions. When Edison sold his patent rights to the quadruplex to the rival Atlantic Pacific Telegraph Co., a series of court battles followed- which Western Union won. Besides other telegraph inventions, he also developed an electric pen in 1875. Marriage and Family His personal life during this period also brought much change. Edisons mother died in 1871, and he married his former employee Mary Stilwell on Christmas Day that same year. While Edison loved his wife, their relationship was fraught with difficulties, primarily his preoccupation with work and her constant illnesses. Edison would often sleep in the lab and spent much of his time with his male colleagues. Nevertheless, their first child Marion was born in February 1873, followed by a son, Thomas, Jr., in January 1876. Edison nicknamed the two Dot and Dash, referring to telegraphic terms. A third child, William Leslie, was born in October 1878. Mary died in 1884, perhaps of cancer or the morphine prescribed to her to treat it. Edison married again: his second wife was Mina Miller, the daughter of Ohio industrialist Lewis Miller, who founded the Chautauqua Foundation. They married on February 24, 1886, and had three children, Madeleine (born 1888), Charles (1890), and Theodore Miller Edison (1898). Menlo Park Edison opened a new laboratory in Menlo Park, New Jersey, in 1876. This site later become known as an invention factory, since they worked on several different inventions at any given time there. Edison would conduct numerous experiments to find answers to problems. He said, I never quit until I get what Im after. Negative results are just what Im after. They are just as valuable to me as positive results. Edison liked to work long hours and expected much from his employees. In 1879, after considerable experimentation and based on 70 years work of several other inventors, Edison invented a carbon filament that would burn for 40 hours- the first practical incandescent lightbulb. While Edison had neglected further work on the phonograph, others had moved forward to improve it. In particular, Chichester Bell and Charles Sumner Tainter developed an improved machine that used a wax cylinder and a floating stylus, which they called a graphophone. They sent representatives to Edison to discuss a possible partnership on the machine, but Edison refused to collaborate with them, feeling that the phonograph was his invention alone. With this competition, Edison was stirred into action and resumed his work on the phonograph in 1887. Edison eventually adopted methods similar to Bell and Tainters in his phonograph. Phonograph Companies The phonograph was initially marketed as a business dictation machine. Entrepreneur Jesse H. Lippincott acquired control of most of the phonograph companies, including Edisons, and set up the North American Phonograph Co. in 1888. The business did not prove profitable, and when Lippincott fell ill, Edison took over the management. In 1894, the North American Phonograph Co. went into bankruptcy, a move which allowed Edison to buy back the rights to his invention. In 1896, Edison started the National Phonograph Co. with the intent of making phonographs for home amusement. Over the years, Edison made improvements to the phonograph and to the cylinders which were played on them, the early ones being made of wax. Edison introduced an unbreakable cylinder record, named the Blue Amberol, at roughly the same time he entered the disc phonograph market in 1912. The introduction of an Edison disc was in reaction to the overwhelming popularity of discs on the market in contrast to cylinders. Touted as being superior to the competitions records, the Edison discs were designed to be played only on Edison phonographs and were cut laterally as opposed to vertically. The success of the Edison phonograph business, though, was always hampered by the companys reputation of choosing lower-quality recording acts. In the 1920s, competition from radio caused the business to sour, and the Edison disc business ceased production in 1929. Ore-Milling and Cement Another Edison interest was an ore milling process that would extract various metals from ore. In 1881, he formed the Edison Ore-Milling Co., but the venture proved fruitless as there was no market for it. He returned to the project in 1887, thinking that his process could help the mostly depleted Eastern mines compete with the Western ones. In 1889, the New Jersey and Pennsylvania Concentrating Works was formed, and Edison became absorbed by its operations and began to spend much time away from home at the mines in Ogdensburg, New Jersey. Although he invested much money and time into this project, it proved unsuccessful when the market went down, and additional sources of ore in the Midwest were found. Edison also became involved in promoting the use of cement and formed the Edison Portland Cement Co. in 1899. He tried to promote the widespread use of cement for the construction of low-cost homes and envisioned alternative uses for concrete in the manufacture of phonographs, furniture, refrigerators, and pianos. Unfortunately, Edison was ahead of his time with these ideas, as the widespread use of concrete proved economically unfeasible at that time. Motion Pictures In 1888, Edison met Eadweard Muybridge at West Orange and viewed Muybridges Zoopraxiscope. This machine used a circular disc with still photographs of the successive phases of movement around the circumference to recreate the illusion of movement. Edison declined to work with Muybridge on the device and decided to work on his motion picture camera at his laboratory. As Edison put it in a caveat written the same year, I am experimenting upon an instrument which does for the eye what the phonograph does for the ear. The task of inventing the machine fell to Edisons associate William K. L. Dickson. Dickson initially experimented with a cylinder-based device for recording images, before turning to a celluloid strip. In October 1889, Dickson greeted Edisons return from Paris with a new device that projected pictures and contained sound. After more work, patent applications were made in 1891 for a motion picture camera, called a Kinetograph, and a Kinetoscope, a motion picture peephole viewer. Kinetoscope parlors opened in New York and soon spread to other major cities during 1894. In 1893, a motion picture studio, later dubbed the Black Maria (the slang name for a police paddy wagon which the studio resembled), was opened at the West Orange complex. Short films were produced using a variety of acts of the day. Edison was reluctant to develop a motion picture projector, feeling that more profit was to be made with the peephole viewers. When Dickson assisted competitors on developing another peephole motion picture device and the eidoscope projection system, later to develop into the Mutoscope, he was fired. Dickson went on to form the American Mutoscope Co. along with Harry Marvin, Herman Casler, and Elias Koopman. Edison subsequently adopted a projector developed by Thomas Armat and Charles Francis Jenkins and renamed it the Vitascope and marketed it under his name. The Vitascope premiered on April 23, 1896, to great acclaim. Patent Battles Competition from other motion picture companies soon created heated legal battles between them and Edison over patents. Edison sued many companies for infringement. In 1909, the formation of the Motion Picture Patents Co. brought a degree of cooperation to the various companies who were given licenses in 1909, but in 1915, the courts found the company to be an unfair monopoly. In 1913, Edison experimented with synchronizing sound to film. A Kinetophone was developed by his laboratory and synchronized sound on a phonograph cylinder to the picture on a screen. Although this initially brought interest, the system was far from perfect and disappeared by 1915. By 1918, Edison ended his involvement in the motion picture field. In 1911, Edisons companies were re-organized into Thomas A. Edison, Inc. As the organization became more diversified and structured, Edison became less involved in the day-to-day operations, although he still had some decision-making authority. The goals of the organization became more to maintain market viability than to produce new inventions frequently. A fire broke out at the West Orange laboratory in 1914, destroying 13 buildings. Although the loss was great, Edison spearheaded the rebuilding of the lot. World War I When Europe became involved in World War I, Edison advised preparedness and felt that technology would be the future of war. He was named the head of the Naval Consulting Board in 1915, an attempt by the government to bring science into its defense program. Although mainly an advisory board, it was instrumental in the formation of a laboratory for the Navy that opened in 1923. During the war, Edison spent much of his time doing naval research, particularly on submarine detection, but he felt the Navy was not receptive to many of his inventions and suggestions. Health Issues In the 1920s, Edisons health became worse and he began to spend more time at home with his wife. His relationship with his children was distant, although Charles was president of Thomas A. Edison, Inc. While Edison continued to experiment at home, he could not perform some experiments that he wanted to at his West Orange laboratory because the board would not approve them. One project that held his fascination during this period was the search for an alternative to rubber. Death and Legacy Henry Ford, an admirer and a friend of Edisons, reconstructed Edisons invention factory as a museum at Greenfield Village, Michigan, which opened during the 50th anniversary of Edisons electric light in 1929. The main celebration of Lights Golden Jubilee, co-hosted by Ford and General Electric, took place in Dearborn along with a huge celebratory dinner in Edisons honor attended by notables such as President Hoover, John D. Rockefeller, Jr., George Eastman, Marie Curie, and Orville Wright. Edisons health, however, had declined to the point that he could not stay for the entire ceremony. During the last two years of his life, a series of ailments caused his health to decline even more until he lapsed into a coma on October 14, 1931. He died on October 18, 1931, at his estate, Glenmont, in West Orange, New Jersey. Sources Israel, Paul. Edison: A Life of Invention. New York, Wiley, 2000.Josephson, Matthew. Edison: A Biography. New York, Wiley, 1992.Stross, Randall E. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World. New York: Three Rivers Press, 2007.

Observation Report. Observation of a group Essay

Observation Report. Observation of a group - Essay Example 1990; Little, 1990; Ponticell, 1995; Guskey, 1994: Dufour & Eaker, 1998; Guskey, 2000). The isolationist learning model, implying that students have to work on their own and not in collaboration with their peers, is imposed upon learners by teachers and educational institutions from the inception of their educational journey to its conclusion. Predicated on the assumption that collaboration could lead to collusion, the unfair distribution of work responsibilities and, learner dependence on others, culminating in his/her resignation of learning/studying responsibilities, the isolationist learning model tends to discourage cooperative learning (Hargreaves & Dawe. 1990; Little, 1990; Ponticell, 1995; Guskey, 1994: Dufour & Eaker, 1998; Guskey, 2000). To the extent that this assignment was about the formation of a study group and could only be completed through learner collaboration, it was a significant learning experience. Murphy and Lick (2001) maintain that group size is an important predictor of the capacity of a group to satisfy its objectives, insofar as size directly impinges upon manageability. As such, they advise that group sizes range between two to six members. As noted in the introductory paragraph, our group was comprised of four members, implying adherence to the aforementioned advise and, supposedly, an enhanced capacity for the quality completion of the set assignment. The assigned task was simple enough in itself. Group members were required to watch a film, following from which they were expected to collaborate on the composition of a report on that which the film had to say about group dynamics and on the completion of a number of other learning tasks. The film in question was Alive. The group assumed an online form, whereby collaboration was limited to group discussions via WebCT. While this was, in some ways, easier than

Business - Corporate Accountability Essay Example | Topics and Well Written Essays - 1000 words

Business - Corporate Accountability - Essay Example In simple terms, corporate accountability is the ability of individuals affected by a corporation to take charge of the actions of the enterprise. It involves changes in the legal framework of how a company operates within social and environmental parameters. Corporate accountability ensures that the legal framework within which a corporation operates is enforceable. This means that the corporation can be held accountable if it fails to meet the set requirements. It offers legal rights over the relevant stakeholders to seek compensation incase they suffer from the company’s operation (Friends of Earth, 2005). Corporate accountability ensures corporations operate with the view of minimizing and avoiding social or environmental risk and harm. The concept of corporate accountability has brought various enlightened sectors of the corporate world together. Environmental organizations, trade unions, consumers, human rights and governments have all united behind the concept of corpor ate accountability (Friends of Earth, 2010). Corporations regularly may exploit weak regulatory systems in poor and developing countries making citizens in such countries vulnerable to corporate human rights abuse. Corporations also exploit such weak domestic regulatory systems due to the lack of international corporate accountability. ... As companies expand internationally, regulation measures have not been put in place to ensure compensation for individuals whose human rights become violated. Large and multinational companies have an obligation to protect human rights within their operations. Corporate accountability provides corporations with an opportunity to have a look at its operations and impact on people as well as the environment (Isaleem, 2010). This paper will focus on a case study on corporate response of the Shell oil company towards corporate accountability resulting from consumer and political pressure. CASE STUDY: SHELL OIL COMPANY Shell Oil Company is the fifth largest company in the world according to Forbes magazine. It is a global oil and gas company. The company’s registered office is in London while its headquarters are located at The Hague, Netherlands. The company’s primary business involves oil exploration, harvesting, transportation and trade. In its oil operations, the company has come under severe scrutiny regarding to its role in environmental pollution and human rights abuses in several countries. It has become particularly criticized over the effects of its operations in Africa which has led to several protests against the company. Its operations in the Niger-delta located in Nigeria have resulted to extreme environmental issues (Amnesty International, 2005). Oil spills resulting from old and corroded pipelines has contributed to the death of vegetation, fish and general environmental degradation in the Niger-delta. This has led to mass protests against Shell by the local population in Niger-delta and particularly Amnesty international. The environmental pollution has also led to calls to

Microelectronic Pill Essay Example for Free

Microelectronic Pill Essay 1: ABSTRACT The invention of transistor enabled the first use of radiometry capsules, which used simple circuits for the internal study of the gastro-intestinal (GI) tract. They couldnt be used as they could transmit only from a single channel and also due to the size of the components. They also suffered from poor reliability, low sensitivity and short lifetimes of the devices. This led to the application of single-channel telemetry capsules for the detection of disease and abnormalities in the GI tract where restricted area prevented the use of traditional endoscopy. They were later modified as they had the disadvantage of using laboratory type sensors such as the glass pH electrodes, resistance thermometers, etc. They were also of very large size. The later modification is similar to the above instrument but is smaller in size due to the application of existing semiconductor fabrication technologies. These technologies led to the formation of MICROELECTRONIC PILL. Microelectronic pill is basically a multichannel sensor used for remote biomedical measurements using micro technology. This is used for the real-time measurement parameters such as temperature, pH, conductivity and dissolved oxygen. The sensors are fabricated using electron beam and photolithographic pattern integration and were controlled by an application specific integrated circuit (ASIC). 2: INTRODUCTION When Microelectronic pill is swallowed, then it will travel through the Gastro Intestinal Tract simultaneously perform multi parameter in situ physiological analysis After completing its mission it will come out of the body by normal bowel movement The pill is 16mm in diameter 55mm long weighing around 5 gram It records parameters like temperature, pH, Conductivity, Dissolved Oxygen in real time. It measures the body core temperature. Also compensates with the temperature induced signal changes in other sensors. It also identifies local changes associated with TISSUE INFLAMMATION ULCERS. 3:TECHNOLOGY USED IN MICROELECTRONIC PILL ION-SELECTIVE FIELD EFFECT TRANSISTOR(ISFET) The ISFET measures pH. It can reveal pathological conditions associated with abnormal pH levels These abnormalities include : Pancreatic disease Hypertension Inflammatory bowel disease The activity of fermenting bacteria The level of acid excretion Reflux of oesophagus Effect of GI specific drugs on target organs. The pair of direct contact Gold electrodes measures conductivity, by measuring the contents of water salt absorption, bile secretion the breakdown of organic components into charged colloids etc. in the GI tract. Since the gold has best conductivity among all the elements, Therefore it gives true value of conductivity as measured. Â  DIRECT CONTACT GOLD ELECTRODE The three electrode electrochemical cell detects the level of dissolved oxygen in solution. It measures the oxygen gradient from the proximal to the distal GI Tract It investigates : Growth of aerobic or bacterial infection Formation of radicals causing cellular injury pathophysiological conditions like inflammation Gastric ulceration. It develops generation enzymes linked with amperometric biosensors. ASIC The ASIC (Application Specific Integrated Circuit) is the control unit that connects together other components of the micro system. It contains an analogue signal –conditioning module operating the sensors, 10-bit analogue to digital (ADC) digital to analogue (DAC) converters, digital data processing module The temperature circuitry bias the diode at constant current so that change in temperature reflects a corresponding change in in diode voltage. The pH ISFET sensor is biased as a simple source at constant current with the source voltage changing with threshold voltage pH. The conductivity circuit operates at D.C. It measures the resistance across the electrode pair as an inverse function of solution conductivity. An incorporated potentiostat circuit operates the O 2 sensor with a 10 bit DAC controlling the working electrode potential w.r.t the reference Analogue signals are sequenced through a multiplexer before being digitized by ADC. ASIC sensors consume 5.3 mW power corresponding to 1.7 mA of current. CONTROL CHIP Size of transmitter = 8 ? 5 ? 3 mm Modulation Scheme = Frequency Shift Keying (FSK) Data Transfer Rate = 1 kbps Frequency = 40.01 MHz at 20 Â °C Bandwidth of the signal generated 10 KHz It consumes 6.8 mW power at 2.2 mA of current. RADIO TRANSMITTOR 4:Experimental The electronic pill comprise a biocompatible capsule, which consists of a chemically resistant polyether-terketone (PEEK) coating, the four microfabricated sensors, the ASIC control chip and a discrete component radio transmitter (Fig. 1). The unit I powered by two SR44 Ag2O batteries (3.1 V), which provides an operating time of 35 hours at the rated power consumption of 15 mW. The sensors were fabricated on two separate 55 mm2 silicon chips located at the front end of the capsule. The temperature sensor is embedded in the substrate, whereas the conductivity sensor is directly exposed to the surroundings. The pH and oxygen sensors were enclosed in two separate 8 nL electrolyte chambers containing a 0.1M KOH solution retained in a 0.2 % calcium alginate gel. The electrolyte maintains a stable potential of the integrated Ag/AgCl reference electrodes used by the two sensors. The oxygen and pH sensor are covered by a 12 ?m thick film of teflon and nafion respectively, and protected by a 15 ?m thick dialysis membrane of polycarbonate. The signals were conditioned by the ASIC and then transmitted to a local receiver (base station) at 40.01 MHz prior to data acquisition on a PC. The applied simplex communication link, based on a direct sequence spread spectrum communication system, can handle data from several pills at the same time. 4: APPLICATION It is used in the medical diagnosis of gestro-intestial tract disease. 5: CONCLUSION: The electronic pill will be further miniaturised for human ingestion by the incorporation of the transmitter on silicon and a reduction in power consumption by the implementation of a standby modus and serial bitstream data compression. The integration of radiation sensors and the application of indirect imaging technologies such as ultrasound and impedance tomography will improve the detection of tissue abnormalities and radiology treatment associated with cancer and chronic inflammation. 6: REFERENCES: [1] www.wikipedia.com [2] www.seminar-only.com [3] Cane, C., I. Gracia, and A. Merlos, Microelectronics Journal.

Spring 2005 :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  In the first section of essays the authors discuss how and why feminist scholars do research is grappled with in each selection. The authors/feminist scholars discuss the importance of research and methodology.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚   Sandra Harding asserts in her essay, â€Å"Is There a Feminist Method?† Harding argues that it is â€Å"difficult to define a distinct feminist method because method and methodology have been intertwined with each other and with epistemological issues.†(2) Moreover, it is, she argues difficult and potentially dangerous to identify anything as a distinctive method—her argument is that â€Å" it is not by looking at research methods that one will be able to identify distinctive features of the best feminist research methods.† In other words it is dangerous to mystify feminist research because it locks researchers, students, scholars and critics into rules and ideas that don’t necessarily encompass all facets of feminist scholarship and the efforts that are made to understand it.   Ã‚  Ã‚  Ã‚  Ã‚  The idea of there being a single â€Å"feminist method† assumes that there is a single thing, or several concrete things/ideas feminist scholars must be searching for. Harding’s argument is supported by author’s Greene, Khan in â€Å"Feminist scholarship and the social construction of women†. Greene/Khan assert—that â€Å"feminist scholarship undertakes the dual task of deconstructing predominately male cultural paradigms and reconstructing a female perspective and experience in an effort to change the tradition that has silenced and marginalized us†¦feminist scholars work to expose and the collusion between ideology and cultural practices.† (1) She asserts that there are two premises about gender, the first is, â€Å"the inequality of the sexes is neither a biological given nor a divine mandate, but a cultural construct,† and the second is, â€Å"the male perspective has dominated fields of knowledge shaping their paradigms and methods.† Here the authors are illustrating the constraints ideology and methodology place on feminist research and substantiating the claim that ideology and methodology are emblems of constraint in the feminist discipline because of their universal assumptions and dependence on the paradigm for the purposes of legitimizing their claims. The authors, Greene, Khan, Harding, and Cannon all deal with the issue of being tied down to methodology and method that would define feminist work, and solidify its direction while at the same time not allowing it to be fluid enough to evolve as a legitimate academic discipline.   Ã‚  Ã‚  Ã‚  Ã‚  As it the issue is raised in â€Å"Race and Class Bias in

Original Writing – Snowdrops

I will never forget the day when Miss Webster was going to show us the snowdrops growing in the little three- cornered garden outside the school keeper's house, where we weren't allowed to go. All through that winter, I remember Miss Webster saying, that the snowdrops had been asleep under the ground, but then they were up, and growing in the garden. I remember a frank speaking with Garath. He was telling me how he had imagined the snowdrops, but all he could imagine was one flake of the falling snow, bitterly frail and white, and nothing like a flower. I recall that morning being very cold. I remember leaning against the kitchen table, I remember because I had put my brother, Geraint, who was three at the time, in the armchair in front of the fireplace. That morning my mum realised the time and began to shout, â€Å"Hurry up or you'll never get to school.† God rest her soul, she only past away a year ago. I remember I replied â€Å"Miss Webster is going to show is the snowdrops today!† I was so excited. My mum just looked at me and smiled, the rest is a bit fuzzy. But I do remember my mother wondering where my father was, and suddenly he entered the room. My father was a big man; every time he entered the room he filled the room with bigness. He stood in front of the fire because it was cold in the yard, and all I could see was a faint light each side of my father's wide body. I remember this next moment vividly, my father said, â€Å"it's a cold wind, I can't remember a colder march. My father turned around and faced my mum and I, smiling because I think he had just realised that he was much warmer and the cold March wind was trapped outside the house. â€Å"You're a big boy for six,† he said to me, â€Å"and it's all because you eat your breakfast up.† This was a joke my father always said, and part of it was for me to just look and smile, all the time all I could think about were the snowdrops. Then, I remember thinking that it might be too cold to go and see them. Or perhaps Miss Webster would only take the boys, I confirmed to myself, because we were stronger, and the girls could stay in school out of the cold. â€Å"The Meredith boy is being buried this afternoon† I overheard my father saying to my mother. I don't remember exactly what my father said but I remember my father saying that he couldn't go. And my mother replying, â€Å"How old was he?† â€Å"Twenty,† my father answered. â€Å"Twenty last January, silly little fool. That bike was too powerful for him- well, to go at that speed on wet, dark night.† I'll never forget the anger yet sadness on my fathers face, as he continued to talk to my mother. â€Å"Over seventy, the police said, straight into the back of a stationary truck, a terrible mess.† â€Å"He was a nice looking boy too.† My mother added. â€Å"All the Meredith's' are,† replied my father. â€Å"This one was very friendly with the young teacher up at the school, Webber is it? Something like that.† I remember turning around in shock thinking that it couldn't be Miss Webster or could it? But at that age I didn't really understand, all I could think was if my father was talking about Miss Webster, what did that mean? Then suddenly my mother coughed and looked at me sharply. â€Å"Oh?† said my father, â€Å"of course I should have remembered. Come on, David, or you'll be late.† The next moment is a bit hazy, but all I recall is it being much warmer when I got to school, and Edmund telling me a joke about Europe. I recall not seeing Miss Webster for some time of the morning, so we had to go into Miss Lewis's class. My memory fails me on what happened next, but I do reminisce to Edmund playing a trick on Gerald Davis by tying his shoelaces together. I can recall asking Edmund â€Å"Do you wish that Miss Webster will take us to see the flowers when play is over?† Edmund responded â€Å"I don't care, because I've seen some already growing in my aunt's garden.† The rest of the morning is a blur, except for when I drew a robin. After that I just remember asking Miss Webster â€Å"shall we be going to see the snowdrops this afternoon?† â€Å"Yes†, she replied, â€Å"if Miss Lewis will allow us, we'll go and see them this afternoon.† I bring to mind eating my lunch quietly, while thinking in my head of a story about a wizard who could change himself into anything at all. It was a good story, but something always seemed to happen before I got to the end of it. Sometimes I began it at night in bed, only to fall asleep long before the really exciting part. Now my mother was talking to me. â€Å"Was Miss Webster in school this morning?† she asked me, â€Å"Yes, but she came late. She didn't arrive until playtime.† â€Å"Poor girl,† my mother said as she shook her head. I thought about this for a long time, and then recalled back to earlier that morning. I continued â€Å"She's got a bad hand,† I said. â€Å"She caught her finger in the cupboard door and her hand was bleeding. She's got a bandage on it today, she'll never be able to bend her finger again, and that's what Edmund Jenkins said.† I remember her looking at me and shaking her head while saying â€Å"Oh, you and Edmund Jenkins.† As many of my memories, I only recall a few moments of me running back to school to see the snowdrops. However when I got back there was nobody about, except some girls skipping and giggling just inside the school yard, as I made my way inside the building. Everybody was sitting very quietly inside the classroom. We were allowed to go in early because it was very cold. Normally we would have stayed outside however wet and cold it was, but today it seemed that they all wanted to sit quietly with Miss Webster, close to the cast- iron shove that had the figure of the tortoise on top. At two o'clock Miss Webster marked her register and then began to tell us a story. It was a good story, about a dragon who guarded a hoard of treasure in his den underground, where the snowdrops slept all through the winter. But as time went on, I noticed Miss Webster continually turned around to look at the big clock in the hall. I realised she could see it through the top half of the classroom door, which I distinctly remember having four panes of glass in it. Also her voice seemed to be hoarser than usual, at the time I assumed she had a cold, which was fine when she read the dragon bits, but not good for the knight nor the princess. Unexpectedly, she shut the book with a sharp and stood up; she hadn't even finished the story. And till this day I always wonder how the story ended, but I could never remember the title. She then announced, â€Å"Now we'll go to see the snowdrops† she said. â€Å"I want the girls to go quietly to the cloakroom and put on their coats. When they are ready, I'll come along with the boys, everybody must wear a coat. If you have difficulty with buttons, please stand in front and I'll fasten them for you.† I stood up with a sudden lightning of heart. I had known all the time that Miss Webster would not forget, and at last she was taking me to see the miraculous flowers, pale and fragile as the falling snow. I looked at Miss Webster with pure gratitude. I remember her eyes being as bright as frost, and she was making sure the girls walked nicely through the door. Just as we were about to leave, Edmund Jenkins waved at me and that was funny, because Edmund had his black gloves on with a hole in a place he could push his finger through. Edmund waved his finger like a fat white worm in the middle of his dark hand. We all walked through the playground, in two rows holding hands, and I hold Edmund's hand as we gave a little ship together every three steps. It didn't take long to get to the garden. We all bent down, four at a time, to look at the little clump of snowdrops as Miss Webster told us what to look at. I and Edmund would be last to look. When the other children had finished, the other children went down to the garden gate which opened onto the road. I remember it being a big gate, with iron bars and your head could almost poke through. Somewhere a long way off I could hear men singing. They sang softly, mournfully, the words carried gently on the air over the school wall, but I could not hear what they were singing. â€Å"It's a funeral,† Edmund assured me. â€Å"My father's there and my uncle Jim. It's a boy who was killed on a motorbike.† I nodded. Funerals often passed the school on their way to the cemetery at the top of the valley. All the men wore black suits and they walked slowly. Sometimes they sang. I squatted down to look at the snowdrops. I felt a slow, sad disappointment. I looked around for Miss Webster to explain these simple flowers to me, but she had gone down to the gate and was staring through, looking up the road. Her back was as hard as stone. I turned again to the snowdrops, concentrating, willing them to turn marvellous in front of my eyes. They hung down their four petalled heads in front of me, the white tinged with a minute green, the little green ball sturdily holding the petals, the greyish leaves standing up like miniature spears. I began to see their fragility. I saw them blow in a sudden gust of the cold March wind, shake, and straighten gallantly. I imagined them standing all night in the dark garden, holding bravely to their specks of whiteness. I put out a finger to touch the nearest flower, knowing now what snowdrops were. I lifted my face to tell Miss Webster, but she was standing right at the gate, holding the iron bars with her hands. I could see her shoulders shaking, at that time I didn't realise that Miss Webster wasn't shaking because of the cold, she was shaking because she was scared. *Mor ddedwydd yw y rhai trwy ffydd s'yn mynd o blith y byw†¦* Sang the men as they filed solemnly past the school. I knew it was welsh because of my grandmother, and it was sad and beautiful, at the same time. After a while we couldn't hear the singing anymore, but Miss Webster continued to cry aloud in the midst of the cold March wind. As in her own personal way, she said goodbye to her sweetheart.

Spectator Violence at Sporting Events

â€Å"These people want to hurt you. It†s frightening. You feel like you†re in a cage out there†. Reggie Smith, (Berger, 1990). Spectator violence at sporting events has been recorded throughout history. People who have power over the events, often team owners, indirectly influence the amount of spectator violence by encouraging the factors contributing to violence, in order to benefit themselves. Sale of alcohol, encouraging crowd intensity, creating rivalries, and targeting social groups, are factors affecting the degree of spectator violence and can be proven to be influenced by the owner†s actions. Therefore the blame for spectator violence can be attributed to whoever has power over the sport. Many historians suggest that an increase in spectator violence coincides with the commercialization of sports. Anthropologists agree that in societies where games were not for profit, they were enjoyed as celebrations of physical skill without competitiveness or violence between players or spectators (Berger, 1990). However, when people gained power or financially from the sporting events, spectator violence increased (Berger, 1990). Public spectacles and games were part of the Roman Empire. Each emperor had an amphitheater and the size of the crowd reflected the emperor†s wealth or power. The emperor through crowd excitement could influence spectator violence to such an extent that gladiators could be killed or freed depending on the crowd†s effect on the emperor (Robinson, 1998). The emperor encouraged the Roman working class, â€Å"to forget their own suffering, by seeing others suffer,† while the senators, and emperor would benefit financially from gambling profits (Robinson, 1998). With the commercialization of sports, owners† profits increased with alcohol sales. Beer drinking has been an integral part of sports since the late 1870†³s. Chris van der Alie noticed that his saloon did well when St. Louis Brown Stockings were in town. As a result, he decided to sell beer at the games. On February 12, 1880, Alie signed a contract with the Browns allowing him to sell alcohol on their property (Johnson, 1988). During a game on July 6, 1881, the first alcohol related brawl broke out in the crowd, injuring twenty spectators and killing two (Johnson, 1998). The signed contract with the Browns† was a financial bonus for the owner, however permitting alcohol to be sold, might have indirectly contributed to the injuries and deaths. Alcohol sales contribute financial support to teams. â€Å"Without beer companies as sponsors, the teams would have trouble making ends meet. † Bob Whitsitt, president of Seattle Supersonics, (Berger, 1990). The more alcohol consumed, the more revenue for the owners. During the 1987-1988 season the Cincinnati Reds sold 12,610 half-barrels and 35,365 cases of beer. The amount of beer consumed averages out to a pint for every man, woman, and child who attended the 81 games the team played at home (Johnson, 1988). The team†s owner benefited with a financial profit of over 1 million dollars. Sponsorship or ownership of teams by alcohol manufacturers, increases the alcohol sales. The first major partnership of beer and baseball dates from the 1953 purchase of the Cardinals by August A. Busch, Jr. , president of the Anheuser-Busch brewery (Johnson, 1988). In twenty-five years its† sales soared from fewer than 6 million barrels a year to more than 35 million (Johnson, 1988). In addition to direct profit, alcohol also indirectly increases profit through increased attendance. In 1974, when the Cleveland Indians† fan attendance was down, the owner implemented â€Å"Beer Night† where they sold beers for 10 cents at the first game of a three game series against the Texas Rangers (Berger, 1990). Attendance was up by 3500. The night turned out to be the first and last â€Å"Beer Night†. When a brawl occurred during the 5th inning, hundreds of Indian fans charged the field and beat up the Texas Ranger players. Seventy-six people were arrested. All were intoxicated (Berger, 1990). There†s no question that the beer played a great part in the affair† (GM Eddie Robinson). Eddie Robinson did not apologize for the incident, and it took Lee MacPhail, president of American League to intervene and ban the beer nights (Johnson, 1988). The rowdy behavior contributed by alcohol consumption often accompanies the throwing of beverage containers. Cups, bottles, and cans act as stimuli and provide a throwing opportunity. In 1988, Pete Rose of Cincinnati Reds was pelted with full cups of beer and whiskey bottles, when he stormed out of the dugout to dispute a call. It was insane, many of the fans were throwing unopened beer cans† Pete Rose, (Johnson, 1988). To restrain spectator violence, many agree with not selling alcohol at sporting events. â€Å"The selling of alcohol at sporting events should be banned† (Johnson, 1988). Other solutions have been implemented, such as limiting drinking to designated areas, selling low alcohol beer, and making it more difficult to buy. The solution of prohibiting alcohol at games was never implemented (Johnson, 1988) Alcohol sales increase revenue; profits keep the owners satisfied. The owners to increase entertainment and increase attendance often promote other stimulants such as music, hearing obscenities, and aggressive play in the event or in the stands. Since sports are a source of entertainment, loud music and aggressive play in the event pump up the crowds, increasing the fans† enthusiasm. Hearing obscenities can be contagious and escalate into more swearing, name calling and fighting. An obscene cheer starts with two fans, increases to eight and soon a whole section is vibrating to the pulse. If fans take exception to the obscenities individual fights break out building into group fights, as friends come to assist. Owners are often able to control the crowd†s involvement in the game with the type of music they play and how loud they control the volume (Robinson, 1998). An excited, participatory crowd heightens the atmosphere and increases future ticket sales, benefiting the owner. However, the same atmosphere can increase hostility leading to fan violence. Basketball games attract anywhere from twenty to thirty thousand fans, whereas a gymnastic competition may attract a few hundred (Robinson, 1998). This is party due to the loud, exciting atmosphere at a basketball game. Goldstein did a study comparing crowd hostility before and after a basketball game to before and after a gymnastic competition. He proved that the hostility increased considerably for the basketball fans, and also discovered that hostility occurred no matter if the fan was rooting for the winning or the losing team (Robinson, 1998). Large sport events like basketball often use music to increase the crowd†s hostility and competitive awareness of the game. Owners often don†t realize at what point hostility turns to fan violence. This may have been the situation for Dan Goodenow, organizer of the 1988 Martin Luther King Classic basketball tournament where 5 fans were arrested, a man's face slashed, and a police officer injured during a riot (Atyeo, 1979). Coaches and game officials blamed the rap group Public Enemy, who played before the game shouting obscenities, carrying plastic guns, and working up the crowd to an extent of raucous excitement (Chapman, 1988). Owners or school leaders help create team rivalry by encouraging fans, through city or school patriotism, to support their team. With media support, owners use historical team rivalry, competitive stories, propaganda and team loyalty to promote high-ticket sales and increase profits. Excessive promotion of rivalry changes crowd cheers to jeers that can lead to violence. The most common rivalries are school rivalries. Starting as far back as 1899 the students of Colorado School of Mines and those of Colorado College would celebrate victory by using dynamite to blow up the rival†s goal posts (Taylor, 1992). During one game the presidents of the universities promoted the final game, as â€Å"The top college in Colorado will win† (Taylor, 1992). By game time, most students from both schools were there to cheer their teams on. When Colorado College was down their fans, frustrated by the score and the name-calling, stormed the field at half time where a riot broke out. When rivalry was claimed to be a factor it was no longer promoted, and violence diminished (Taylor, 1992). A similar example of rivalry leading to hostility occurred in the 1999 Red Feather game Banting vs. Westminster. To encourage attendance and raise money for charities both schools had pep rallies to pump up the students by using music, videos and chants. During half time the two schools emerged towards the center of the field taunting each other. The organizers of the rallies intent on boosting ticket sales inadvertently encouraged spectator violence. There is an increase in violence following sporting events promoting rivalry as compared to regular promotion, as seen in professional boxing following a highly talked about match. The promoters in boxing do everything they can to make sure the matches turn out violent to satisfy the crowd. David C. Phillips a sociologist studied the rate of homicides following highly publicized heavyweight championship fights. The survey was done the 3 weeks following each of 18 highly publicized bouts from 1973-1978 compared to those bouts with normal publicity (Davidson, 1983). Phillips found that there were 193 more murders, in the surrounding areas, after the promoted fights as compared to the norms (Davidson, 1983). After the highly promoted Muhammad Ali vs. Joe Frazier fight on October 1, 1975, the murder rate shot up thirty-two percent (Davidson, 1983). Phillips theory is â€Å"people see how violence is prized in the boxing ring and come to believe that violence outside the ring will also be rewarded† (Davidson, 1983). The rewards however, are the financial rewards to the owners, through increased ticket sales and media advertising. Spectator violence may be parallel to violence in the society. For example in a violent society, play will be violent, whereas in a peaceful society play will be more peaceful. The make up of the social group contributes to the possibility of violence. Spectators can be divided into different social classes and the event advertised in areas where a particular social group is targeted for ticket sales. Often working class males are targeted, as their values and attitudes of aggressiveness, fearlessness and toughness are well suited to competitive sports (Bonney & Giulianotti, 1994). They are likely to be the fans that are betting on the game or are there for the thrills (Berger, 1990). These fans are more likely to attend contact sporting events such as rugby and to be violent, compared to the upper class fans who analyze the game are more likely to attend a cricket match. In the sport soccer, hooligans who dominate the crowds are mainly males who generally act in rough, noisy behavior (Taylor, 1992). They have lawless fun, fighting spectators, throwing objects and vandalizing property. Most hooligans are from the working class. They have low ambitions, violent behavior and high stress levels (Bonney & Giulianotti, 1994). They act out their frustrations, like the Roman working class, by attending sporting events where they loose their individualities. Fans in Glasgow, Scotland, trampled sixty-six persons to death when they tried to return to the stadium they had just left upon hearing that a last-minute goal had been scored. Berger, 1982). â€Å"Hooliganism gives the organization of a team motivation with their traditional cheers and it builds the atmosphere which builds a team† Lesie Davis, management of Peru†s soccer organization (Taylor, 1992). Major soccer teams target this low-income social class because it brings atmosphere to the game and alcohol sales and profits increase (Shumacher, 1975). In marketing ticket sales for most team sports, owners target males nineteen to forty-five. Sixty three percent of males and twenty percent of females in that age range are involved with sports whether they participate in them, or follow them (Oliver, 1971). Team owners often exclusively target males, resulting in an increase of ticket sales and merchandise. However, when males are bonded they often act violently emphasizing their masculinity, machismo, bravery and fighting skills (Tiger, 1970). Many teams in the American Baseball League in the 1970†³s were having problems concerning fan violence, and found the main instigators were males. They changed the games to Sunday, traditionally a family day and encouraged female fans by admitting them free. With women and family present the men were less likely to loose their individuality and act violently as a group. The results for the next 5 years were positive as fan violence decreased by 30 percent (Berger, 1990). By studying the occurrences, degrees, and causes of fan violence over history, owners are able to decrease the incidents of fan violence while maintaining profits and entertainment value of their organization. Slowly but effectively owners, teams, coaches and professional leagues are creating solutions to minimize fan violence. The American Baseball League, National Baseball League and the National Basketball Association participate in TEAM (Techniques for Effective Alcohol Management), which is a program for training everyone from vendors to ushers in handling people who have had too much to drink (Berger, 1982). Many of the NFL teams have moved their tailgate parties outside the stadium to eliminate the hostility caused by loud rock bands on the premises (Berger. 1990). Security cameras have been installed in many of the soccer stadiums and transportation centers to games, spotting the fans that cause the violence, and acting as deterrents for others. Controlled drinking areas, entrance controlled security checks, and increased visible security personnel are measures, which have helped to reduce fan violence in all sports. Most important, the owners need to be aware that some of their actions to benefit their organization have an indirect influence on the factors for fan violence. Sport is a basic feature of Australian culture. The achievements of Australian athletes have enhanced our image as a nation. Participation in sporting activities contributes to the health of millions of Australians; the teamwork and fair play which Australians learn on the playing field provide the basis for a good society. But Australian sport is not without shortcomings. Whilst sporting violence, on the part of both participants and spectators, is less frequent and less severe in Australia than in many overseas locations, it remains grounds for concern. Violence on the playing field sets a bad example for impressionable young Australians. Unruly crowd behaviour can spoil a pleasant family outing.

AOL SWOT essays

AOL SWOT essays When a person does something wrong there is always a friend or someone that takes care of that person and tells him/her that he/she is doing something wrong and at the same time addresses the strengths and the opportunities that they have in them. The same way this procedure or this vindication is done on a personal level and it is also done on a business level. How is a company to know just like the person where they are good, where they are lacking, and where they have potential points of growth, or where they have outside factors that can affect them? On a personal level there is not really a name of this, but if a person wanted to it can probably be called self-awareness or a critique of the person. On the business level this is called a SWOT analysis, an analysis of the strengths, weaknesses, opportunities, and threats for a firm or company. This is the main objective or goal of this paper. In particular the company that will be discussed or remedied in this paper is AOL T ime Warner. As with a person, before one can judge or say anything, one has to understand that person, the history, so that will be addressed first in this paper. Then after the history and the background are understood the next thing to look at is where the company stands right now and all the forces of the competitors that are rivaling the company, or try to pinpoint where the company and its competitors are right now. If one does not do this, he/she will not be able to give suggestions of where the company needs to grow or where the company is lacking, etc. After this is done, the next step in the paper will be an in-depth look at the company, basically the SWOT analysis of the company. These points will not just be highlights but along with that there will be suggestions and recommendations on what AOL Time Warner, our company, should do in order to either keep what it has if the situation is a strength. Ways of improving or ways that they can ma...

An Analysis of the Dissociative Identity Disorder and the Narcissistic Personality Disorder

An Analysis of the Dissociative Identity Disorder and the Narcissistic Personality Disorder Dissociative identity disorder (DID), formally called multiple personality disorder, is a dissociative disorder in which a person exhibits two or more distinct and alternating personalities. A well-known example of this psychological disorder is Dr. Jekyll from the novel The Strange Case of Dr. Jekyll and Mr. Hyde by Robert Louis Stevenson. Henry Jekyll is a respected doctor from London who develops a formula to separate the dual natures of himself (good and evil). After taking this serum, Jekyll transforms into the epitome of his darker self: Mr. Edward Hyde. Mr. Hyde serves as the alternate personality of Jekyll; while Jekyll is upstanding, kind, and amiable, Hyde is cruel, unsympathetic, and remorseless. Hyde demonstrates the violent tendency sometimes accompanying DID by viciously beating a man with his cane, resulting in that mans death. At some point in the novel, Jekyll no longer needs the serum to turn into Hyde, and he often switches personalities without warning. Another as pect of DID, detachment with oneself, is shown in that whenever he is Hyde, Jekyll feels out of control and unable to curb the evil actions of this alternate personality. Toward the end of the novel, no longer able to control his alter ego, Jekyll feels hopeless, even depressed. In his last moments of being consciously himself, Jekyll accepts his own â€Å"death† as his other personality wins out over him for good. Narcissistic personality disorder (NPD) is a personality disorder characterized by exaggerated ideas of self-importance and achievements and arrogant behavior. Many aspects of NPD are manifested in the superhero Iron Man. Tony Stark, otherwise known as Iron Man, is a character originally from a comic book, but he is more commonly known as being from the movie Avengers and having his own movie series. Tony Stark an affluent inventor and CEO of Stark Industries who constructs a suit of armor to become Iron Man. Self-described genius, Stark emanates arrogance and narcissism. He has an aggrandized self-image, holding himself above others in intelligence, wealth, and importance. He revels in the attention and admiration that his status as a superhero gives him, and he feels entitlement due to his celebrity. Stark also embodies the social characteristics of NPD, namely lack of empathy with others. He often takes advantage of others, like Pepper Potts and James Rhodes, and doesnt expend m uch thought to consider others feelings or the consequences of his exploitative behavior. Tony Starks arrogance, inflated sense of self-importance, need to be admired, and limited ability to empathize designate him as someone with NPD.

Child Language Disability Essay Example | Topics and Well Written Essays - 3750 words - 1

Child Language Disability - Essay Example These questions are then valued on the basis of the frequency with which the child demonstrates a certain behavior (Niparko, 2009). This test revealed that the child able to appropriately use the auditory input in quiet listening situations, however, the background noise seemed to disturb her making it more difficult for her to interpret auditory input. Â  Such difficulties are commonly faced by individuals with hearing impairments. According to Marschark (2007) deafness leads to serious consequences on literacy, educational achievement as well as the socio-emotional development of children. This child was enrolled in a school for children with hearing impairment. She has undergone two cochlear implants, twice. Children with a cochlear implant may face minor difficulties in developing abilities to listen or speak properly. However, they are more apt in learning through visual aids. The learning style of every child varies. Hence even after the implants if the child displays greater competence in learning through visual aids rather than auditory aids, and prefers to learn and speak through sign language rather than learn to speak in English, then they should be encouraged to do so (Christiansen, Leigh, 2002). Â  Since this child has difficulty in language development and social skills, she may need special attention from the teachers, which includes individual speech and language assistance beyond the general classroom sessions. Auditory training can also be given separately where the focus is mostly on language reception and speech production of the child. Such activities will help in improving the child's listening skills (Clark, 2003).

How Does Paid Employment Affect Your Identity Essay

How Does Paid Employment Affect Your Identity - Essay Example Marxist view of capitalist work: Karl Marx’s theory of capitalism is significant enough to understand the relationship of the identity of an individual with that of the nature of his employment. Karl Marx explained in his work, the role of capitalism in shaping the modern society. In his theory he mentioned the effectiveness of capitalism in maintaining a relationship between different classes (Klegg, 1990, p.55). According to the theory, the goal of the capitalist is to gain maximum profit in the business and generally the capitalist reach their goals by the exploitation of the labor class. The capitalist exploit the conditions of the labors by paying the labors with wages which are much lesser than their efforts they put in for the work. The difference in the value of the wages paid to the workers acts as a source of profit for the capitalist. According to the theory it can be comprehended that the motive of the capitalist are always fulfilled as they take an upper hand and decides the fate of the others. This nature of the capitalist or the employers identifies them as exploiters of the society and the workers or the laborers in the society are referred as the exploited section of the economy (Baiman, et al, 2000, pp.42-44). The general identification of the two broad division of the society can be attained from the theory of the capitalist work by Karl Marx. Karl Marx also held the idea that the economic structure of the society has a high level of influence on the thoughts of the human being and also guides the behavior of the people. The thought process and the behaviorist pattern of the individuals is a guiding factor for setting of an identity in the society and determine the overall reputation of the individual. The Marxian theory also classifies the social structure based on the nature of employment of the persons. (Anderson & Taylor, 2010, p.17) Ervin Gofman’s theory of dramaturgy and Impression management: The concept of dramaturgy was framed by the sociologist Erving Goffman, where he brought in the idea that the life of the individuals is symbolical to a never ending play or drama and the people are the mere actors in the stage of life (Ritzer, 2004, p.211). The theory of impression management was also devised by him where he stated that the individuals show a general tendency to manipulate the behavior of others in the stage of life. In depicting the behavior of others various factors creep which are social setting, appearance and manner of interaction of an individual. These factors help to establish the relation between the identities of an individual and the nature of his paid employment (Kendall, 2011, p.574). The social setting of a person is one of the guiding factors to determine the identity of a person. The income level of a person builds up the social setting of a person and subsequently helps in creating his identity in the society. An Individual with high level of income tends to have a flamboyant social setting does his best to create an identity among the people that he belongs to the upper level of society. On the contrary the lower economic sections of the society do not have much resource to draw the attention of people. Their social setting is devoid of any materialistic thing as they face hard time in fulfilling their primary needs. According to Goffman, appearance of a person is also a crucial factor in setting up his identity in t

Biochemistry Lab Report Example | Topics and Well Written Essays - 750 words

Biochemistry - Lab Report Example The gels were visualized by coomassie staining. The restriction digestion of recombinant DNA yielded the predicted band sizes upon electrophoresis, confirming the presence of the pGLO plasmid in the transformants. The presence of a single neat band at the expected size range upon immunoblotting indicates the successful isolation of the purified GFP protein. Initially obtained from the jellyfish Aequorea victoria/Aequorea aequorea/Aequorea forskalea, the Green fluorescent protein (GFP) is composed of 238 amino acids with a molar mass of 26.9 kDa. Its typical three dimensional structure facilitates a specific set of cyclization reactions inside the protein giving rise to the tripeptide Ser65-Tyr66-Gly67 which forms the fluorophore, the fluorescent component of the protein, present on the alpha helix. This helix is actively shielded from the surrounding environment by the beta sheets, hence contributing to the use of the GFP gene as a reporter of gene expression or cellular protein localization. In the present experiment, the GFP gene has been used to understand the mechanism of molecular cloning and subsequent protein purification procedures. The molecular cloning was carried out by transforming the pGLO plasmid vector with the GFP gene insert into the bacterial host E.coli strain HB101. ... After appropriate incubation, the colonies were observed under normal light, followed by U.V light. Under normal light all the plates except plate with LB+Amp had growth Lack of plasmid DNA on Plate with LB+Amp-pGLO might have rendered the colonies susceptible to the antibiotic ampicillin, due to absence of genes required to deactivate ampicillin. Flourescence was observed in plates 3 and 4 under U.V light indicating the transformation of the plasmid DNA into the E.coli host. Plate 3, inspite of having ampicillin showed growth due to the presence of B-lactamase gene which can inactivate ampicillin. Plate 4 had the maximum number of colonies compared to the other plates. This could be attributed to the addition of arabinose into the medium which selectively enhances the activity of the arabinose operon in which the GFP gene has been inserted, thus increasing the GFP protein which has the unique quality of fluorescence. To confirm the insertion of the pGLO plasmid into the colonies on plates 3 and 4, the DNA from these colonies was purified using QAI kit method and subjected to restriction digestion using EcoRV and Hind III followed by electrophoresis, wherein an electric field was applied to the gel matrix. DNA molecules move towards the anode due to negativity of the charged phosphates along its backbone. The rate of migration of a particular DNA fragment is inversely proportional to its molecular weight; hence the fragments with the highest weight have the least mobility. Post electrophoresis, the ethidium bromide stained gel was visualized under UV light (Figure 1). A single restriction site specific to EcoRV is present on

Perspectives Of Strategic Change Management

Perspectives Of Strategic Change Management There is one quote from Heraclitus that people frequently use when talking about business, the only constant is change itself. Change is a key feature to business environment nowadays, the ability to strategically manage change is often perceived as one of the core competencies of flourishing organizations (Burnes, 2004, Okumus and Hemmington, 1998).In the face of globalization, innovation of technology and economic fluctuations (Burnes B. , 2004), new business models and appropriate strategic responses have to be formulated in order to manage uncertainty, variability and ambiguity (Clayton et al., 2005) within the context of what DAveni(1995) called hyper-competition. However, current theories and approaches to change management are massive (Armenakis Bedeian, 1999)and often contradictory, regarding the complexity of change and significant differences in perspectives towards it (Burnes, 2004; By, 2005). Even though, it seems that aconsensushas been reached that internally or externallydriven changes are occurring regardless of shape, form or size (Burnes, 2004; Carnall, 2003; Kotter, 1996; Luecke, 2003),henceinfluence everyorganization in every industry. This articlewill critically review part of the key theories and approaches concerning organizational structure and culture, andtry to apply the frameworks discussedinto a case study to see whether they are consistent with empirical evidences. Diagnosis: Change and Managing Change Definition of Change From the origin of the concept, change is defined by Oxford English Dictionary as the act or instance of making or becoming different. It is often referred to as the movement from a current state toward a future state (George Jones, 1996). In his Management textbook, Robins defines change as an alteration in structure, technology, or people. (1994, p. 381)In this definition, structure refers to alteration in structural variables in terms of complexity, formalization, degree of centralization, etc. Technological aspect of change is related to methods or equipment involved. People, as the third concern in change, looks at theaspect of modification in attitudes, perceptions, values, or behavior (Nagaike, 1997).Taking into account the nature of both strategy and change, strategic change isdescribed as distinctionin organizations alignment with their external environmentin the shape, form, or state over a certain period of timescale(Van de Ven Poole, 1995; Rajagopalan and Spreitze, 1996 ).The alignment here denotes the fundamental pattern of present and planned resource deployments and environmental interactions that indicates how the organization will achieve its objectives(Hofer Schendel , 1978, p. 25). In thestrategic level, Pettigrew (1985)argues that within an organization, changes occurs under different situations, ranging from commercial events,to managerialinsight, options and actions, which indicate a classification both on macro and micro perspective. Managers, see the internal setting of change consists connections with structure, culture, power, and levels of control. The relevant parts of the environment (Schien, 1985)had to be re-evaluated in order to check.Change is a continuous anddistinctivefeature of organizational life, both operationally and strategically (Burnes, 2004).As a result, corporate strategy cannot be taken out fromorganizational change (Rieley Clarkson , 2001). Strategic Change Management The term strategic change management is very popular amongacademic articles together with newspapers and magazines. Joan Magretta and Nan Stone (2002) point out that coping with various changes is one of the most challenging tasks in the management arena. Moreover, comments of influential management gurus such as Peter Drucker who suggest that organizations have to command change, rather than simply reacting to it stimulated much interest in this very topic (1995). Strategic change management is defined as the process of managing the implementation of alteration in organizational strategies,by which an organization achieveseffective changes in objectives, performances, relations, procedures and organisms (Bridges, 1991), gets to its future state and attains its vision for competitive advantage. Via a process characterized as sensegiving (Gioia Chittipeddi), a vision for change is created and then disseminated(Whetten, 1984) to peple whoplay the change agents role to reach the created vision. Everett Rogers (1995) described change agents as figures with one foot in the old world and one in the new creators of a bridge across which others can travel.Strategic change management enables change agents (Weick Quinn, 1999) andother stakeholders of theorganization to access to the effective strategiesand allow for tryouts in redesigning the organization s image and identity (Mintzberg, 1989)and accomplish the new vision. Types of Change How change is perceived varies in related literature: somehas regarded it asexecuted from top-down whileothers bottom-up, some sees it an emergent phenomenon while others think it s planned (Lewin, Field Theory in Social Science, 1951); different scholars have described it as incremental, punctuated and continuous (Burnes B. , 2004) Different kinds of change call for different strategies to successfully effect and make a difference to the way things are done around here which referred to overcoming resistance to implementing organization change. Before getting into the details of managing change, it s helpful to review the types of change in organizations and then start to look at specific approaches toward change. Planned and Emergent Change Sometimes changeis classified as planned,which isrationally embarked upon and directed by organizations (Burnes B. , 2004). The term of planned change was first mentioned by psychologist Kurt Lewin (1947),to describe change as deliberate,and a product of rational thinking and actions (McGreevy, 2008). Planned change may as well be called blueprint, top-down, rational, linear change with the need for focus on revolutionary or transformational change (Hayes, 2010), and also be referred to as episodic change as opposed to continuous change (Weick Quinn, 1999). Strategically speaking, planned change s more termed second-order change, often encompassessubstitution of certain strategy with another as well as a significant survival of crisis and take into account the multiple consequences of any such changes (Buchanan Boddy, 1992)in order to distinguish from the change of doing better in what we already do (Watzlawick et al., 1974). In contrast, change sometimes is quiteunplanned. Thiskind of change is recognized as emergent change, which is ongoing and is an unpredictable process of aligning and realigning to a turbulent environment (Burnes B. , 2004). Emergent change occurs spontaneously, involving gradual process of continuous adjustment, cumulative effortmodifications in work and social context that people improvise and learn in daily basis (Hayes, 2010). Also indicatedas incremental or first order change, emergent change has an importantfeature that concerns the fact that people frequently adjusting and correcting thoughts and knowledge they obtain from internal or externalenvironments, which can accumulate and amplify then create significant changes (Weick Quinn, 1999). As discussed frequently in organizational development literature, which followed the work of Lewin (Cummings Huse , 1989), the difference between planned and emergent change helps clarify the school of thoughtsondevelopment of organizations and developmentof long-term organizationalgoals (Naderi, 2010), which is agreed with the strategic thinking of change management.Instead of being a fixed, coherent, or well-ordered process, organizational change is chaotic or uncontrolled most of the time (Iles Sutherland, 2001), often involving emergent or non-linear elements and the consequences of uncertainty andchance (Dawson, 1996). The term strategic change then, is the explanation of the magnitude of change in structure, culture, recognizing the second order effects of these changes (Pettigrew, 2000). Developmental, transitional and transformational change Change mayas well be viewed from the perspective of frequency and scope (Iles Sutherland, 2001). Ackerman (1997)outlines three types of most frequentchange in organizational literature: developmental,which is change that augments or modifiespresentfacets of an organization, highlighting on the enhancement of skills or processes in order to maintain competitive; transitional,intrusive as it bring about completely new processes or procedures to the organization. Examples of transitional change includes corporate restructuring, merger, acquisitions, new product or service designs, and instigating new technologies; and transformationalchangewhichrequires a fundamental redefinition of the organization and some of its key features including a innovative definition of the business, a different strategic orientation, oandsignificant change in terms of structure, processes, and corporate culture (Dunphy Stace, 1993). Theories in change literature are more concerned with developmental and transitional change, leaving transformational change as a difficult and unsolved when implementation is under consideration. Burnes(2004) has a slightly different classification of change, in the need to consider strategically concerning the internal and external environment, which includes:incremental, with separateorganizational segments responding progressively and independently to one problem or goal at a time; punctuated equilibrium, with evolution through relatively greater span of time of stability punctuated by shorter bursts of revolutionary change; and continuous transformational change, with the organization continuously aligning to their environment which leads to more organized management of strategic change. Cultural Perspective If real change is to occur in organizations, it has to happen at the cultural level. Culture has long been a key factor in organizational change literature. As early as the 1950s, psychologist Jaques wrote about cultural influence in a changing factory for the first time(1952). Though there is no consensus on definition, the shared values and shared patterns of understanding(Schien, 1985)embedded in the meaning of culture are at the core of organizational change.In fact, Schien s definition of culture best represents functionalist school of cultural approaches to change. He defines culture of a group as the collective or shared learning of that unit as it develops its capacity to survive in its external environment and to manage its own internal affairs (1990, p. 58). It is stated by scholars that to create effective and powerful change, organizations and individuals have toface, cultivate or challenge core cultural values, thenparticipants of the organization come up against a overwhelming change in perceptionthusturn to another direction(Dunphy Stace, 1993). Then in this sense, two steps have to be taken when we look at culture in terms of change management. First, the resistance of change from the existing culture, which requires anexplicitcomprehension of the corporate culture. The diagnosis of current culture will determine the second step, which how to change the culture and implement change at a strategic level. Johnson and Scholes: Cultural web The cultural web is a good diagnostic tool for ?looking at corporate culture. (See Figure 1) The paradigm in the center of the web is the set of core beliefs, which maintains the unity of the culture. The petals includedsoft aspects such assymbols, routines, political processes and hard counterparts as structures and control systems. They are theculture sexplicitexpressions of the impact of the paradigm(Johnson Scholes, 1999). Cultural web not only recognize current cultural layouts but alsoable to map future culture required by change. But to be critical, environment and contextual factors are more or less ignored in cultural web framework. Figure 1. Cultural web (Johnson and Scholes, 1992) Structural Perspective Opportunity and Resistance Mintzberg(1989)describes structure in a dynamic form. He points out the environmental influence on organizational structure,plus the mannerof its evolvement. It is proposed that complexity plays animportant role in organization s structure, due to its relationship tothe diversity in the environment and the variety of structures in organizations and the pace of change they are confronting. From the practical perspective,both internal and external structural aspects are accountable for organization change in some way(Miller Friesen, 1982).Guth and Ginsberg point out that industry structure affects opportunities for successful new product development(Guth Ginsberg, 1990), thus leads to the innovation and renewal of the product cycle of an organization. From inside, the structures of organizations vary. How individual and team engage and coordinate within an organization influence the ease or challenge of organizational change. It is argued by scholars that there is no perfect approach of organizing an organization (Mintzberg 1989; Drucker 1999). Situational variables involve the environment, objectives, technology, age and size of the organization. For instance,when organization s size increases, structural explanation and dignifiedmechanisms for planning, decision making, and resource allocationwill become more complex(Quinn Cameron, 1983), therefore, are able togenerate progressively greaterconfrontationand inertia to basic change(Tushman Romanelli, 1985).New markets and competitive pressures from the industry call for constant internal innovation and change of prevailing structural dimensions to enable firms to better achieve their strategicobjectives. Restructuring could be a powerful gear for change, in rearrange the resource within the organization and also give strong signals to both customers and employees that things are changing, thus helps to build a innovative image. But sometimes structural change becomes too obvious a choice, without considering other factors such as culture(Clarke, 1994); it can then be at great cost to time, morale, and also ultimately unproductive. So reorganization is not the one solution to every issue.To make it effective, one should always take into account the context of both formal and informal structures, and the bonding alignment of structure and culture, to enable individuals and organizations to cope with uncertainty, variability and ambiguity. Leavitt et al.: Four Levers of Change The organization change can be driven by various factors such as function, structure, and also value and culture alike. Leavitt et al. (1973)suggest that four levers of change constitute the sub-system in an organization, including: structure, which involves hierarchy, authority, centralization and decentralization; task, which indicates work design, uniformity, different levels ofcorporate needs, sovereignty and option; technology, which consists levels of complexity, extent of employee engagement and obligation; and people, which includes cultural aspects such as values, beliefs, attitudes, motives, etc. Force Field Analysis (Kurt Lewin,) Force field analysis provides a framework for checking structural levers in terms of inertia as well as opportunities.By looking at both sides of the organizational driven forces, Lewin s model helps to examine the barriers and resistance of change, and figure out the main facilitators. Figure 2. Force field analysis Model (Lewin, 1951) As shown in Figure 2, one party is attempting to support change driving forces and the other seeking to hold things back restraining forces. In Lewin s model, organizations are more as a dynamic balance of forces effecting in opposite ways. If change is to occur, the equilibrium has to be broken by the driving forces exceeding the restraining forces. Strategy to Change: Contextual Features and Implementation Options Organizational change is often triggered by outside driving force, so the circumstances that form the setting for change cannot be neglected in understanding and assessing strategic change management. Figure 3. Change Kaleidoscope Model (Balogun Hope Hailey , 2002) A change kaleidoscope model is discussed in regard to diagnosis of the context for change (Balogun Hope Hailey , 2002). The authors presents a framework derived from a kaleidoscope metaphoras shown in Figure3, that encompassesan outer ring which illustrate the key change context featureswhich either facilitate or confine change, as well as an inner ring concerning to options openwhen implementing a change.They carry out an analysis of needs, using judgment on what is most critical, and decide which interventions to implement and the orders to be taken. The design choices consist change start-point, change path, change style, change targetand change roles. It is notcontextual feature s impact on the design choices that matters (Balogun Hope Hailey, 2002), they need to work together in a systematic and consistent way. It is argued that the organization mechanisms such as strategy, structure, and peopleshould be aligned with each other to make an effective organization; in this sense, good strategic alignment is crucial to change (Tichy, 1985). Approaches to Change: Models and Frameworks Lewin: Three-Stage Process of Change Most theories on planned change stem from the three-phase model Lewin (1951)developed in describing how an organization undergoes change as following: * Unfreezing: readiness or willingness to accept change. * Moving: choosing appropriate strategies for change itself. * Refreezing: acceptance and stabilization of new behavior. Figure 4. Three-Stage Process of Change(Lewin, 1951) This social-psychological approach to management is about how people in an organization go about changing. First, the members of the organization have to be convinced of the necessityand demand for change, have a sense of urgency, or else nobody will be willing to move and the management will be the only ones believing in the reorganization. Second, the change has to be carried out. And finally the new situation after the second stepneed to be institutionalized, organizational members, have to embed new behavioral patterns, new working methods, new values and norms, otherwise people will soon return to their old habits prior to the change.Later descriptive models all followed this basic outline in how an organization will change. Kotter: Eight-stage Process of Creating Major Change Based on studies of why organizational change so often fails, Kotter (1996)developed the following conditions for successful change in anorganization. i. Establish a sense of urgency ii. Create the guiding coalition iii. Develop a vision and strategy iv. Communicate the change vision v. Empower employees for broad-based action vi. Generate short-term wins vii. Consolidate gains and produce more change viii. Anchor new approaches in the culture. In textbooks and journal articles on managing change numerous other multi-stage models of change management are presented (Burnes, 2009; Carnall, 2003).All of these models provide organizations with a road map for change; they illustrate what steps the organization must take for change initiatives to be adopted within their organization. Application: A Case Studyof Strategic Change Management Introduction and Background Emirates is one of the biggest international aviation service providers. Not satisfied with just being a successful airline company, it aims to evolve into a globally influential travel and tourism conglomerate. In this case, Emirates plans to open the very first Emirates Hotels and Resorts (EHR).This section first focus on the change context for EHR (which uses part of kaleidoscope framework) and followed by an analysis of the cultural dimensions of change using the cultural web framework. And then identify the implementation of change options by applying the rest of the change kaleidoscope model. Finally, a conclusion and recommendations are provided concerning the change management process at EHR. Context of Change Successfully dealt with the change problem in the beginning of its operation, the context which EHR is in should be firstly illustrated. Launched in 2006, Emirates Hotels and Resorts (EHR) isthe premier hospitality management divisionof Emirates Group. Here EHR is facing the problem of opening its flagship property within a short timescale and incongruous force on its side (Carmazzi, 2008). Time, scope, readiness, diversity and capability are identified as contextual features of particular importance in this case. Figure 5.Context of Change in EHR Resource: by author, adapted from the kaleidoscope model Time. The hotel will be welcoming its first customer in 4 weeks time so everyone is extremely busy and everyone has urgent deadlines ahead to accomplish his or her task. Scope. asks the question of what degree of change is needed. EHR has various choice for managing this change, and since the desired type of service should be cohesive with the Emirates philosophy, so top-down, transformational change is required. Readiness. Apparently, the workforce is not ready to change, employees are performing as individuals, and a cohesive way of working is then needed. Diversity. The people involved are quite diversified, but the different background will bring about conflict in service style as well as working values. Capability. Leader of this change is the administration manager, who has his own routine of work. So consultancy was hired to help manage the change. Organizational Culture As discussed in the literature review, organization s culture concerns the shared values and beliefs within it. The cultural web provides a useful perspective to assess what is happening within the company. Figure 6.The Cultural Webof EHR Before the consultancy started working, EHR was more or less in a mess: everyone was running around to get their own business done. The paradigm of EHR shows that in the situation of only 4 weeks left, there are no recognized vision, and lack of unified identity and cohesive force. Though the top and senior management did create a vision for what should be like in the future, but the power of doing their own task is still held by line managers. For example, spa manager has her distinctive view of what are the priorities from the accommodation manager. The status of work and terminologies used at work varies from group to group, individual to individual. Although managers tried hard to communicate the Emirates philosophy to formulate an exclusive service style, the busy, stressed workforce, trained in absolutely diverse background, whose running towards their own deadlines have low interest of what other people are doing, and are not buying in what is forced upon them. Change Choices The outer ring of the kaleidoscope model has been discussed above as to identify the contextual features of the change environment of EHR. That left us with the inner ring of the model, which provides a menu of design options. When change is under consideration, management, as well as other change agents, can find help within this framework.In order to cope with the change effectively, the approach the consultant agency follows can be summarized using the change choices ring in the model. Change path. The change path can range from adaption, reconstruction, evolution or revolution. In EHR s case, the consultancy think it needs a quick win due to the time limit but still not wise to carry out a major transformational turnaround. Change start-point. To start with, the consultants seek for management commitment to the result from a top-down perspective. Then by identifying real issues and key influencers within the company Change target. The attitude and behavior is the major targets of the change process. By group working and sharing, both middle managers and employees expand their psychological foundations by themselves, which lead to a more voluntary transition in attitude and way of doing things. Change style. The changing process is more of a participation style rather than direction or education, with the effort of the consultancy of bringing management and employees together. Change levers. The driven force of the change is interpersonal rather than technological or political. The concept of ownership and self-leadership is conveyed and ignites change in culture from within. Change roles. It is emphasized that every staff is responsible for the change. The key influencers perform as change agents and share with others, so other employee can relate to their own experience at work. Conclusion and Recommendation The subsystems of organizations shown in the culture web are all to do withthe levers of change. Transformational change requiresthe alignment of considerably softer levers within anorganization as well as the hardcore gears ;it is easier to succeed if paying more attention to subtle mechanisms in regard to people (Balogun Hope Hailey, Exploring Strategic Change, 1999). Here are some recommendations on the change management implication of EHR within a short timescale such as 4 weeks to 3 months. 1. Identification process of both the context and change itself should always be carried out carefully. What is happening in the environment has great influence on the nature and type of change. 2. Alignmentof individual factors of the organization should be examined to check whether a fundamental change is required to assure the change undergoes toward the strategic goals. 3. Interventions requireconscientiouslyplanningin order to eliminate the inertia and barriers to change as shown in the cultural web, to create new subsystems including structures, systems, routines, rituals, symbols, and stories. 4. Seen the weakness of an organization, in order to fix it,support from other sort of leaning such as training is required. Individuals need to go through additionalpreparation and be exposed to extra initiatives before they can accept the vision of organizational change.