Starbucks Human Resource Management - 789 Words

Case Study Analysis: Starbucks: HR Practices Help Focus On the Brew, Weather The Recession, And Prepare For Growth Starbucks is one of the worldwide well-known multinational companies which are specializing in cafà © business. Aside from the extraordinary coffee, Starbucks has made business out of the human connections, community involvement and the celebration culture. Employees at Starbucks described as an important asset of the company and they are important for the company’s growth. Starbucks use its Human Resources policies and practices as a strategy to gain competitive advantage within the international market and the retail industry. Through the enough implementation from Human Resource Management, it helps to attract and†¦show more content†¦Thus, it also leads to increase the company image. Starbucks also concern about the training and development plan of their employee. This is to improve and enhance their employee skills, knowledge. Starbucks heavily invest a lot in their learning and development especially in giving training to its baristas and the front line employ ees. According to Starbucks’ policy every selected new employees has to complete the 24 hours of training before he or she resume to their new job. This is to ensure the employees have enough skills in handling their job roles. Company train them well to gain a self esteem and confident .With the proper training and knowledge can eventually attain efficient work from their employees. An experience and well-trained employees can helps to increase the company reputation. The competitors can replicate the beverages products that Starbucks served but they can’t replicate the Starbucks people serving their products to customers. There are some challenge need to face by Starbucks when across the great competition from the coffee market which offer more cheaply and tasty coffee like in McDonald’s, Dunkin’ Donuts and other fast food chains. It might influence the customer buying power in this situation. Therefore, the profit margin might not as high as previous. The problem that occurs in Starbucks will be how to sustainShow MoreRelatedhuman resource management- Starbucks case study4015 Words   |  17 Pages Objectives 3. Significance 4. Impact of HRM 5. HRM Shareholders 6. HRM Roles Responsibilities 7. Shift of Focus on HRM functions 8. Starbucks- Company Profile 9. Leadership Style at Starbucks 10. Factors affecting Starbucks HR Practices 11. HRM Models 11.1. Matching Model 11.2. Harvard Model 12. High Commitment HRM 13. Starbucks HCHRM 13.1. Job Security 13.2. Selective Hiring 13.3. Training Dvpt 13.4. Employee Involvement Info Sharing Read MoreStarbucks s Effective Human Resource Management3267 Words   |  14 PagesStarbucks is one of the most recognized and popular retail coffee chains in the world, with more than 21,000 stores in over 65 countries and upwards of 150,000 full and part time employees, it is clear that they are a powerhouse in the retail coffee market. One of the major reasons that the company has grown so steadily and exponentially since opening their first store in Seattle, WA in 1971, is their effective human resource management. Some of the primary responsibilities of HRM are managingRead MoreThe Human Resource Management Policies of Starbucks3836 Words   |  15 PagesStarbucks Human Resource Management Policies and the Growth Challenge Introduction In recent years, there has been much interest in the notion of high commitment human resource management (HRM). The high commitment HRM is focused on developing self-regulated behavior among employees that is based on mutual trust rather than external sanctions and pressures. Considering this premise, this paper provides a review of the relevant peer-reviewed, scholarly and organizational. literature concerningRead MoreStarbuck Strategic Human Resource Managment1425 Words   |  6 PagesRecommendations Action and Implementation Plan References 2 2 3 4 6 6 7 7 8 Executive Summary The purpose of this report was to examine the four problems that Starbucks is facing and then find out a way to solve these problems. By analyse these issues, the business’ strategies and the processes of the company will be evaluated. Starbucks’ way of operatiing and how its operation produces the desired outcome will be analysed, in order to find out the company’s major problems and looking for ways toRead MoreStarbuckss Strategic Initiatives At Starbucks1243 Words   |  5 Pagesand what they once were, a small entrepreneurial company, the chairman, president and chief executive officer of Starbucks, Howard Schultz, launched a transformation plan, which included focusing on the customer while still achieving value for the shareholders. In January 2008, Starbucks released a statement regarding the strategic initiatives planned to accomplish just that (Starbucks announces strategic initiatives to increase shareholder value; chairman Howard Shultz returns as CEO , 2008). In theRead MoreStrategic Human Resource Management1032 Words   |  5 PagesTo simply define Human Resource Management (HRM), it is a management function that helps managers recruit, select, train and develop members for an organization. Obviously, HRM is concerned with the people’s dimension in organizations. When we say HRM of the organization, it is concerned with all the departments of it. In the marketing department, people consult products or services that lead to the sale. In the sales department, people sell products or give services to the customers. And alsoRead MoreStarbucks Annual Human Resource Operating Plan1259 Words   |  6 PagesStarbucks Annual Human Resource Operating Plan 1.1 Starbucks Mission Vision: An organizations mission and vision statement typically states your organization’s reason for being and why they continue to exist. It also defines what business you want to be in and the future goals of the organization. (Haines McKinlay, 2007). Starbucks mission is to inspire and nature the human spirit, one person, one cup, one neighborhood at a time (Smith, 2014, para. 3). Starbucks vision is to our partners, customersRead MoreStarbucks Hrm2736 Words   |  11 Pagesface the new market and use appropriate strategies. Human resource management (HRM) creates company structure and management practices. It is not only a guide but also a strategic plan of organizations. Therefore, it plays a vital role on the goal attainment and overall development of the global companies especially. However, the traditional human resource management adapts to the relatively stable environment. Strategic human resource management (SHRM) is more adaptive in the changeable environmentRead MoreStarbucks Corporation ( Starbucks )2203 Words   |  9 PagesStarbucks Corporation (Starbucks) is a specialty coffee retailer of hot and cold beverages, coffee-related accessories, complementary food items, teas, and other non-food related products. Starbucks has retail stores in 39 countries and about 146,000 employees. The company operates primarily in the United States (U.S.) with h eadquarters in Seattle, Washington (Starbucks, 2007). In the early 1970s, Starbucks was established and the first location was in Seattle s Pike Place market in 1971. By 1982Read MoreExecutive Management : Starbucks Corps Senior Vice President2190 Words   |  9 Pages In October 2012, Starbucks Corp’s senior vice president addressed a large crowd of company managers and leaders and recited the following â€Å" I can t tell you all how humbling it is to be on this stage ... knowing all the work and care and love that went into this coffee that now sits in your hand† (www.hreonline.com). This pronouncement by executive management exemplifies the value that Starbucks not only places on it employees but on strategic human resource management. The company has deliberately

Chapter 33 †Early 20th Century - 5648 Words

Chapter 33 – Early 20th Century Multiple Choice Identify the letter of the choice that best completes the statement or answers the question. ____ 1. Throughout history, artists have regularly served political ends by using their art to make visual statements. Which of the following artists has created an overtly political statement with his/her work? |a. |Dorothea Lange | |b. |John Sloan | |c. |Wassily Kandinsky |†¦show more content†¦|Still-Life with Chair-Caning | ____ 10. Which of the following describes the focus of the Ashcan School? |a. |It focused on the horror of trench warfare in WW II. | |b. |It focused on the hurley-burley activity of farm life. | |c. |It focused on the bleak and seedy aspects of city life. | |d. |It focused on the dynamism of the machine. | ____ 11. What message is portrayed in Edward Hoppers Nighthawks? |a. |the pervasive loneliness of modern humans | |b. |the seediness of city life | |c. |the energetic rhythm of city life | |d. |the cosmopolitan atmosphere of big city life | ____ 12. Thomas Hart Benton, a Regionalist artist, focused his attention onShow MoreRelatedBook Review of The Classic Slum Essay1626 Words   |  7 Pages The book The Classic Slum: Salford Life in the First Quarter of the Century by Robert Roberts gives an honest account of a village in Manchester in the first 25 years of the 20th century. The title is a reference to a description used by Friedrich Engels to describe the area in his book Conditions of the Working Class. The University of Manchester Press first published Roberts book in the year 1971. The more recent publication by Penguin Books contains 254 pages, including the appendices. 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Creative Thinking Techniques Free Essays

IRM Training – White Paper Creative Thinking Techniques Creative Thinking Techniques Derrick Brown, Director Jan Kusiak, General Manager IRM Training Pty Ltd ABN 56 007 219 589 Suite 209, 620 St Kilda Rd, Melbourne, Vic. 3004, Australia 03 9533 2300 derrickbrown@irm. com. We will write a custom essay sample on Creative Thinking Techniques or any similar topic only for you Order Now au jan. kusiak@irm. com. au Introduction This extract from IRM’s training material looks at how systematic, creative thinking techniques can be used to design practical solutions to business problems. Successful designs don’t just happen. Whilst we can sometimes get ‘flashes of brilliance’, successful designs are more likely to occur as part of a systematic process. Great things are not done by impulse, but by a series of small things brought together. Vincent Van Gogh (1853-1890) The first step in developing a solution is to identify and define the problem – see the IRM paper Problem Analysis Techniques. Using the problem definition as a starting point we can apply a number of creative thinking techniques to identify potential solutions, then further analyse and refine these to give us an optimum solution for the problem at hand. This paper discusses some of the successful creative thinking techniques used by business analysts and describes a generic model which can be used to guide the process. ________________________________________________________________________ Table of Contents 1. 0 2. 0 2. 1 2. 2 3. 0 3. 1 3. 2 4. 0 4. 1 4. 2 4. 3 4. 4 5. 0 6. 0 7. 0 Successful design strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Design methods †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Vertical thinking †¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Creative thinking †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 The brain †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Left and ri ght brain functions †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Blocks to creativity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Creative thinking techniques †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Brainstorming †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 A bridge – process flow analogy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ The six thinking hats †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Business process re-engineering: 20 questions †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 Validation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Creative thinking – generic process model †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 Balance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12  © 2005-2007 IRM Training Pty Ltd www. irm. com. au 1 IRM Training – White Paper Creative Thinking Techniques 1. 0 Successful design strategies The design strategies that we choose are crucial to a project’s success – a strategy that initially looks good but that proves to be difficult to implement is not a good strategy. Many projects fail because the strategy proves to be too ambitious and breeches the agreed constraints. Consider the 80/20 rule – often we can solve 80% of the problem with only 20% of the resources, the other 80% of the resources being needed to cater for what may be considered inconsequential factors. This initial consideration may influence all subsequent thinking. Characteristics of successful designs†¦ †¢ †¢ †¢ †¢ †¢ †¢ †¢ meet the agreed objective(s) solve the defined problem(s) are technically feasible are developed (and operate) within constraints are capable of implementation can absorb medium term business growth are acceptable to the user community Great system. Well done! Thanks†¦ 2. 0 Design methods Design is an iterative process and first designs are often thrown away. An outline design is required first, then the details should emerge progressively. Any system design method must: †¢ †¢ †¢ †¢ force partitioning of the problem progress from the most abstract to the more detailed concentrate on logical design first and physical design last produce a specification that can be understood by its readers There’s nothing wrong in copying ideas that are in general circulation from other businesses. Quite often an idea can be transferred across industry boundaries with great results. People make the difference. The best design teams usually have mixed backgrounds – they bring different experiences and different approaches to the problem. A team of people with IT backgrounds are likely to tackle a problem in the same way, whilst say a customer service representative may have an entirely different outlook – and this is what we need. Don’t rush through problem analysis – good problem analysis will give you a clear understanding and definition of the problem. This definition is critical when communicating potential solutions to stakeholders.  © 2005-2007 IRM Training Pty Ltd www. rm. com. au 2 IRM Training – White Paper Creative Thinking Techniques Danger !! IT staff (and others) frequently get swamped far to quickly in the detail of technical design. Much time is then wasted when the outline changes, rendering the details irrelevant. It is an important principle to focus on the major issues first. Leave the detail until later â⠂¬â€œ get the outline design (the concepts) approved first. A good example of this is found with screen and report designs. Many analysts, designers and users can be quickly sucked into endless discussion on the best-looking, most appropriate design. Much of this discussion will focus on the physical aspects – which are irrelevant to the major issue. This is all detail and is best left to the technical design phase. If system output is the focus of the design discussion then agreement should be sought only on the output data itself, not on the method or format of output. 2. 1 Vertical thinking This tends to be easier for many of us – it is more detailed and physical. It is where many of us feel most comfortable. Vertical thinking†¦ †¢ †¢ †¢ †¢ is logical results in unique or few solutions is convergent is more natural for ost of us Many of our clients will also be happiest at this level – discussing the screen or report details, for example. However, be aware that we should not get into these details until we have decided in principle what design strategy to adopt. Otherwise much time and effort will be wasted in detailed discussions – only to find out later that none of it is relevant. JAD (Joint Application Development) groups often get focussed on these details – and can soak up much time in doing so. P R O B L E M S SOLUTION Vertical thinking – applicable to detailed, technical design 2005-2007 IRM Training Pty Ltd www. irm. com. au 3 IRM Training – White Paper Creative Thinking Techniques 2. 2 Creative thinking Most of us are not natural creative thinkers. Telling oneself and the team ‘to be creative’ does not usually yield results. Some special techniques are required to help us use our brains in a different way – to change our usual thinking process. The issue with creative thinking is that almost by definition any idea that has not already been examined is going to sound crazy. But a good solution will probably sound crazy – at first. Unfortunately, that’s why we often won’t put it forward. Creative thinking†¦ †¢ †¢ †¢ †¢ is imaginative generates many possible solutions is divergent is lateral S O L U T I O N S Applicable to – major company problems – business systems design – overall flow of information 3. 0 The brain In order to find ways of being consciously creative, we must first understand how the brain works. Experimentation on the brain has proved to be very difficult and it is only in the last few years, with advanced scanning technology, that science has discovered much of what we now know. Put simply, the brain consists of two hemispheres joined by a bridge of nervous tissue called the Corpus Callosum. In unusual cases, some people have been born with a split corpus callosum where the two halves of the brain are not connected. Split brain patients are excellent subjects for studying how functions are localised and in which part of the brain they are performed. This has shown that anatomical features in one half of the body are controlled by the opposite half of the brain – the brain is crossed.  © 2005-2007 IRM Training Pty Ltd www. irm. com. au 4 IRM Training – White Paper Creative Thinking Techniques In one experiment, a split brain subject is shown the words ‘Hat Band’. Each eye sees the whole visual field. The right visual field is processed by the left side of the brain, and the left visual field is processed by the right side of the brain. When the subject is asked what has been read, they reply ‘band’. When asked what sort of band, the subject must guess – Rubber band? Jazz band? The subject has no idea what kind of band. The conclusion is that the left side of the brain is the word processing side and of course, it is this side which reads the word ‘Band’. The right side has received the impression of the word ‘Hat’, but, because of the cut corpus callosum, this is not transmitted to the left brain. Since the subject cannot say that they have received the impression of the word ‘Hat’, we can deduce that the right brain is not capable of word processing. This and similar experiments allow a model of the brain to be drawn showing the localisation of functions between the two halves. This model is true for right-handed people. There is less specialisation of the two halves when the subject is lefthanded. 3. Left and right brain functions It is found that in right-handed people, the left brain deals with the senses and movement of the right of the body, together with speech, reading, mathematics and analytical (logical) thinking. The right brain deals with the senses and movement of the left side of the body together with creativity, the interpretation of shape and the relationship of objects in space. This is, of course, an oversimplification. For example, when a person is brain damaged and loses say movement of one side of the body, the other side of the brain can often be trained to take over the missing brain functions. We can see that the left brain is the text processor and the right brain is the picture processor. Further research tells us that the logical left brain analyses new ideas generated by the creative right brain – and turns these ideas into words. Unfortunately, the left brain is found to be dominant and tends to filter out many ideas because they appear to be crazy. The reason behind this dominance of the left brain is probably rooted in our evolutionary past. Primitive man had few left brain functions and relied on right brain functions for survival. An intruder’s intentions were judged as hostile or friendly by stance and facial expression. When the left brain functions evolved, the left brain suppressed the ‘suspicious’ mistrusting right. Modern man needs to find a way of suppressing left brain activity to allow the right to express itself via the generation of ideas – even, and most importantly, the ‘crazy’ ones.  © 2005-2007 IRM Training Pty Ltd www. irm. com. au 5 IRM Training – White Paper Creative Thinking Techniques 3. 2 Blocks to creativity We may fear†¦ †¢ making mistakes †¢ looking foolish †¢ being criticised †¢ being alone †¢ being outcast †¢ disturbing tradition †¢ being associated with taboos We may also suffer from†¦ †¢ left brain dominance †¢ incompatible objectives †¢ hostility For these reasons we find that subconsciously we are hindered from coming up with new ideas. If asked at a meeting for ideas to solve a particular problem, most of us are unlikely to do so. We are simply afraid of looking foolish. And our logical left brains prevent the examination of the ideas, seemingly rejecting them before we consciously recognise them! We must take special steps to try to prevent this from happening. One way to inhibit the left brain from its dominance is to give it something to do. A right body physical movement will do nicely – like playing with a piece of blu-tack, or doodling. Perhaps you’ve found yourself doodling while listening – it may be something that you’ve found helps you to focus on ideas. Test this for yourself – read a passage from a book aloud, with an observer. Now repeat the exercise, but this time do something with your right hand, say, toss a coin repeatedly. Your reading will suffer! Your left brain has to multi-task and the word-flow is more disjointed.  © 2005-2007 IRM Training Pty Ltd www. irm. com. au 6 IRM Training – White Paper Creative Thinking Techniques 4. 0 Creative thinking techniques Many techniques exists to stimulate creative thinking and whilst the following list is not exhaustive, the examples below can work well when solving business problems. No special tools are needed. 4. 1 Brainstorming The process†¦ †¢ †¢ †¢ †¢ Organise the team, materials and scribe Appoint a chairperson State the problems we are trying to solve Restate the problem a number of times: – How to reduce time to †¦ How to speed up †¦ Inhibit the left brain Have a warm up session e. g. – Other uses for: – A gumboot – A torch – A paper clip Brainstorm the restated problems and record the ideas When the session slows down, invite the ‘wildest idea’ At the end of the session, classify all ide as then evaluate do not eliminate ideas too quickly Request assistance from management on matters of policy, don’t speculate †¢ †¢ †¢ †¢ †¢ †¢ †¢ To be successful, brainstorming sessions need a good chairperson. It is vital that no discussions are allowed on any idea during the session, the idea is just recorded. The chairperson’s role is to keep the ideas coming, often fast and furious, with people striking sparks off each other. The evaluation is the hard part, but don’t strike out the crazy ones too quickly – they might just be the key to a good solution. Evaluate ideas against a checklist such as the one below: Idea 1 Does it meet the objectives Does it solve the problem Does it introduce new problems Will it fit in with current systems Can it accommodate growth Idea 2 Idea 3 Idea†¦n Try not to make the checklist too comprehensive at this stage. We want to eliminate the ideas that are clearly unworkable but retain all that are worth further consideration.  © 2005-2007 IRM Training Pty Ltd www. irm. com. au 7 IRM Training – White Paper Creative Thinking Techniques 4. 2 A bridge – process flow analogy Solutions to bottleneck or flow problems.. A congested road bridge makes a good theme for a brainstorming session. There are many conceptual similarities between traffic and process flows. Many solutions fall into one of the following classes: †¢ Speed up the flow †¢ Reduce the flow †¢ Divert the flow These generic solutions apply to many systems, whether traffic, production lines or information flows. We are mainly concerned with information flows and the bridge analogy often helps. Thinking about road traffic problems should also remind us to consider social, political, environmental and economic factors when creating our solutions. 4. 3 The six thinking hats Design options can generate much discussion during the evaluation process. This needs to be controlled if we are to make good use of our time. It is easy to take sides, to defend our own ideas and to attack what we may see as opposing ideas. This may not be constructive. An approach that helps to avoid confrontation and which channels our critical analysis is the ‘Six Thinking Hats’ approach (Dr Edward de Bono). Using this technique a group can evaluate an idea and can argue both the pros and cons whilst remaining as objective as possible. A chairperson should formally facilitate the process. An individual may ‘wear’ a hat to produce a comment without any possible attached stigma – ‘wearing the black hat for a moment I don’t think that this will work†¦Ã¢â‚¬â„¢. The person who is always critical without being constructive has to become constructive (or lose face) when asked by the chair – ‘now let us wear the yellow hat and see what good things may result from this idea’. Caution!!! The process does need to be facilitated. Like any of these methods, it may not be useful and may even be counter-productive unless managed correctly. The hats†¦ 1. White hat – neutral – (think of white paper) Information – What do we know? What information do we want? What do we need? 2. Red hat – fire, warmth Feelings, emotion, intuition, hunches 3. Black hat – caution Legality, judgement, morality 4. Yellow hat – sunshine Positive, optimism, benefits 5. Green hat – growth New ideas, new slants, options, opportunities 6. Blue hat – sky Overview, control of the process, agenda, next step, action plans, conclusions  © 2005-2007 IRM Training Pty Ltd www. irm. com. au 8 IRM Training – White Paper Creative Thinking Techniques 4. 4 Business process re-engineering: 20 questions This process works well as a design tool (and also as a problem analysis tool – see the IRM paper: Problem Analysis Techniques). The last question of each group (†¦should†¦? ) makes us consider the broader design options. The last group of questions (How†¦? encourages us to focus on the method. It’s important that the What group of questions is asked first, and the How group of questions is asked last. 1. What? †¢ †¢ †¢ What is being done? (what is being achieved) Why is it necessary? What else could be done? What else should be done? Where is it being done? Why there? Where else could it be done? Where else should it be done? When is it done? Why then? When else could it be done? When else should it be done? Who does it? Why this person/group? Who else could do it? Who else should do it? How is it done? Why this way? How else could it be done? How else should it be done? 2. Where? †¢ †¢ †¢ 3. When? †¢ †¢ †¢ 4. Who? †¢ †¢ †¢ 5. How? †¢ †¢ †¢ Use the ideas generated from the brainstorming sessions, apply the BPR 20 questions technique and re-visit the most promising.  © 2005-2007 IRM Training Pty Ltd www. irm. com. au 9 IRM Training – White Paper Creative Thinking Techniques 5. 0 Validation Prior to commencing detailed specification, the analyst should appraise the outline design using the following checklist: †¢ †¢ †¢ †¢ †¢ have the objectives been met? have the problems been solved? what new problems have been introduced? (there are always some) is the design vulnerable to change in the working environment? ill the design cater for reasonable growth? Characteristics of good ideas.. †¢ †¢ †¢ solve, or partially solve, more than one identified problem can be implemented quickly. Your client will often be attracted to a partial solution that relieve s the problem, while you continue to work on the complete solution can be implemented independently. In IT we often put forward complex solutions that depend upon the successful implementation of other systems. When a problem occurs with one system there is often a domino effect of delays mesh well with overall business strategies. These will always find favour with management. an be implemented step-by-step, incremental implementation. Implement a basic solution, then implement more sophistication. In this way you offer a faster solution delivery – albeit not a complete solution – at first. Management may well be willing to wait for the full solution, especially if the business concepts are new †¢ †¢  © 2005-2007 IRM Training Pty Ltd www. irm. com. au 10 IRM Training – White Paper Creative Thinking Techniques 6. 0 Creative thinking – generic process model Problem Identification Problem Analysis Problem Definition Brainstorm Bridge Six Hats BP R Solution Designs Validation Solution Hints and tips†¦ †¢ †¢ Modelling the current system (logical physical) can aid problem understanding Chose creative techniques applicable to the problem and your team. Not all problems lend themselves to all techniques. Be flexible and willing to try a different technique or a combination of some or all of them Be open to new information – for example, facts uncovered during a brainstorming session may require you to revisit your understanding of the problem Essential modelling techniques help give an uncluttered view of the proposed solution Don’t disregard a solution just ecause it doesn’t solve the whole problem. Your final solution may be built from several ideas, each relevant to a different part of the problem †¢ †¢ †¢  © 2005-2007 IRM Training Pty Ltd www. irm. com. au 11 IRM Training – White Paper Creative Thinking Techniques 7. 0 Balance Time Time Budget All solutions are compromises. We may nee d to balance how many functions we automate against the time and money required to achieve this. We may weigh the merits of automating a process against the frequency (and therefore inconvenience) of doing it manually. Before these decisions can be made, we must establish the basic facts as far as is reasonable (estimating where necessary). Wherever a system design option exists, weigh up the facts, consult the client or your colleagues as appropriate and recommend or make a decision. Never be afraid to think outside the square and to seek alternative solutions, or to re-define the problem. There’s always another way of doing it. The important thing is not to stop questioning. Albert Einstein (1879 – 1955) How to cite Creative Thinking Techniques, Essay examples

Babylon Revisited Essay Example For Students

Babylon Revisited Essay An Analysis of Babylon Revisited In the short story Babylon Revisited, a man named Charlie Wales has come back to Paris with the intent of regaining custody of his nine year old daughter. She has been staying with her aunt and uncle since the death of her mother. Being in Paris brings back memories of his previous lifestyle of drinking, late night socializing, and excessive spending. During lunch with his daughter he encounters two friends from his carousing days, but since he is attempting to turn his life around, he has no desire to renew their friendship. He politely declines their invitation to meet up later so that he can spend time with his daughter. While finalizing the details with his sister-in-law regarding his daughter, they are interrupted by his former cohorts from the restaurant, resulting in the postponement of custody. The central idea is that people make mistakes but if they are given a second chance, it is possible to turn their life around. Personification is one of the literary terms used in this story. The examples his heart sat up rigidly and his heart leaped are giving his heart human characteristics. We will write a custom essay on Babylon Revisited specifically for you for only $16.38 $13.9/page Order now The first quote is referring to how nervous Charlie is feeling when he is at his sister-in-law Marions house. He knows that she dislikes him and the anticipated talk of custody probably contributed to this feeling. The second quote demonstrates his excitement and happiness when his daughter Honoria, tells him that she desires to live with him. When Charlie and Honoria are having lunch together, he asks her the name of her child, referring to her doll. When Honoria states that her childs name is Simone she is giving her doll life, when in reality it is just a toy. Dramatic irony is another term that is used in this story. Charlie claims that he has control of his drinking problem, that he is stable, and no longer socializes with the wrong crowd. The story begins with Charlie hanging out at bar that he is very familiar with asking about old acquaintances who are former drinking buddies. He sabotages himself when he leaves an address with the bartender for his old friend Duncan. The night he walks about the streets of Paris, he engages in conversation with a woman who presumably could be a prostitute. When he runs into Lorraine and Duncan he states where he will be taking his daughter later that day, knowing that there is a chance that they might show up there. The reader can assume that they were still drinkers because in a letter Lorraine wrote to Charlie, she mentions that she has a hangover. Charlie even allows himself one drink everyday and feels that is the cure to his drinking problem. When Lorraine and Duncan show up at Marions house, Charlie tries to get rid of them by telling them that he will catch up with them later and then tries to portray that he is outraged by their uninvited intrusion. He claims that he does not know how his friends got their address, when he had left it for Duncan while he was visiting at the bar. What Marion sees with her eyes is a man who still has a drink every day, former hang-out buddies still in Charlies life, and a man who is not changed. This perception of Charlie results in Marion changing her mind about Honoria going to live with her dad. The author uses a metaphor in following passage: At the Empire, Honoria proudly refused to sit upon her fathers folded coat. .u25630fc0d645af69d1ec9cdff0eb98d0 , .u25630fc0d645af69d1ec9cdff0eb98d0 .postImageUrl , .u25630fc0d645af69d1ec9cdff0eb98d0 .centered-text-area { min-height: 80px; position: relative; } .u25630fc0d645af69d1ec9cdff0eb98d0 , .u25630fc0d645af69d1ec9cdff0eb98d0:hover , .u25630fc0d645af69d1ec9cdff0eb98d0:visited , .u25630fc0d645af69d1ec9cdff0eb98d0:active { border:0!important; } .u25630fc0d645af69d1ec9cdff0eb98d0 .clearfix:after { content: ""; display: table; clear: both; } .u25630fc0d645af69d1ec9cdff0eb98d0 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u25630fc0d645af69d1ec9cdff0eb98d0:active , .u25630fc0d645af69d1ec9cdff0eb98d0:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u25630fc0d645af69d1ec9cdff0eb98d0 .centered-text-area { width: 100%; position: relative ; } .u25630fc0d645af69d1ec9cdff0eb98d0 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u25630fc0d645af69d1ec9cdff0eb98d0 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u25630fc0d645af69d1ec9cdff0eb98d0 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u25630fc0d645af69d1ec9cdff0eb98d0:hover .ctaButton { background-color: #34495E!important; } .u25630fc0d645af69d1ec9cdff0eb98d0 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u25630fc0d645af69d1ec9cdff0eb98d0 .u25630fc0d645af69d1ec9cdff0eb98d0-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u25630fc0d645af69d1ec9cdff0eb98d0:after { content: ""; display: block; clear: both; } READ: Of Dispatch EssayShe was already an individual with a code of her own, and Charlie was more and more absorbed by the desire of putting a little of himself into her before she crystallized utterly. It was hopeless to try to know her in so short a time. When Charlie says that his daughter will crystallized utterly, he does not mean that she will be turn into a crystal. He is saying that he can see how quickly his daughter is growing up. He is also realizing how little time there is before he will no longer has any influence on what kind of person his daughter will become. The writer uses a simile when Charlie is discussing family problems with his sister-in-law, Marion. Family quarrels are bitter things. They dont go according to any rules. Theyre not like aches or wounds; theyre more like splits in the skin that wont heal because theres not enough material. I wish you and I could be on better terms. Charlie compares family quarrels to aches, wounds, and splits in the skin that wont heal. He says that family quarrels are not like aches or wounds but they are like splits in the skin. When he talks about splits that wont heal because there is not enough material, he means that he understands that some quarrels cannot be resolved because too many things have happened and the feelings between the family member are too bitter and run too deep. The reader could feel sympathy for Charlie since he claims to be a recovering alcoholic who has lost his wife, daughter, and money during the stock market crash. He realizes that he once had a problem but that he has finally turned his life around. To regain custody of Honoria, all he has to do is prove to Marion that he is a changed man and that he deserves a second chance. One can only wonder whether Charlie is really any different than before. When Marion asks Charlie how long his drinking will remain at one a day, his response is not one of confidence. While reminiscing about the past, he recalls the days of living in luxury and the way he threw money around. He seems to find those memories as joyful ones and not one of regret. When Charlie states that he lost money during the crash, but everything during the boom, he realizes that what he lost was his family and that they are important to him. Possibly this is why he dwells in the past, where Helen lives, and has not yet gone on with his life.

Googles strategic initiatives Essay Example

Googles strategic initiatives Essay As Google gets bigger, it is going to be difficult to manage and keep up the innovation culture as it keeps marching on its path to success. Schmidt once described small innovative technical teams as the source of virtually all Googles strategic initiatives. Google tries to maintain an entrepreneurial culture by forming small teams that act like individual startups. The founders believed that the groups tend to become more traditional as they grow larger. Google has 17,000 employees with about 40% based outside the US. The workforce is multicultural, diverse and spread across the globe. Continuous Innovation has been the motto of Google and that has permeated across all divisions at Google. Google has a flat management structure but structured processes, managed bottom-up for innovation, culture of consensus, tolerance for haos, and committees to approve projects, free food and best perks in the industry. Google has been successful in attracting great talent with Googler qualities self- managed, self-motivated, risk-taking, highly passionate and creative minds with a tenacity to adapt to failures. I believe that this culture can be sustained but may suffer if the management becomes rigid and prioritizes profits over innovation for the long-term. We will write a custom essay sample on Googles strategic initiatives specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Googles strategic initiatives specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Googles strategic initiatives specifically for you FOR ONLY $16.38 $13.9/page Hire Writer As evident from the case, Google is able to maintain coordination and teamwork across multiple functional groups online sales and operations, product management, marketing and engineering divisions. There is no hierarchy, but as the headcount increased Google started hiring managers at middle level and there was growing fear of more bureaucracy, slow decision making, lack of visibility and loss of international consistency. Bureaucracy With the enormous growth happening, Google may impose new policies and guidelines to actively manage the workforce and this may curtail the pace of innovation. Increased bureaucracy may be mandated since the diverse worktorce may not be compliant with the Google vision and mission. It may need to reign in some of such elements through new procedures and policies thereby affecting the gility of majority of the other groups. Internal tools and the so called Dilbertville meeting may be impossible to do in geographically diverse locations and in some ways be not feasible. http://www. managedecisions. com/blogncat=7 Pagel of 18 Slow Decision making The culture of open discussion, consensus based decision making may not be feasible with large numbers of employees. The ability to critique, take risks and openly oppose decision making may not be entertained. Cross-functional decisions will be difficult to achieve and the innovative mechanisms may be stalled. Ensuring Visibility With employees spending 20% of their time on idea projects may lead to duplication. Since visibility is difficult to main across a multi-cultural workforce, there may be replication of effort, loss of productive time and the risk of reinventing the wheel. Establishing visibility may be difficult with an expanding workforce. Guaranteeing International Consistency Google may find it hard to attract the same Googler talent at global locations and inculcate the Google culture in the new recruits. Implanting or exporting the true Google culture may cause conflict with local cultures, tastes and perceptions. Finding balance between cultural diversity and cultural homogeneity is difficult in an international context. Apart from these there are other challenges such as censorship, trade restrictions and country policies which may dampen the entrepreneurial culture for offshore employees. Inability to hire and retain key people, and scale operational processes are some additional concerns worth noting. Strategic Diversification Driver for future growth As Google branches out into new arenas, there is possibility of getting in conflict with the companys founding mission, to organize the worlds information and make it niversally accessible and useful. I think the current culture is well suited for innovation to generate one idea after another. The founders have a commitment to ensure the innovation culture is fostered and promoted within the organization. The creative corporate culture is excellent for attracting bright minds but will be difficult to pursue subject to market dynamics of supply and demand. Googler culture has been attributed to risk taking/experimentation, design for the world, engage beginners and attract experts, focus on human touch, flexibility and pragmatism. As long as Google can maintain control, competence, collaboration and cultivation of customer enrichment values, the diversification of businesses may not attect the reputation and the innovation culture as it exists now. Retaining rigor and discipline, leading from top and embracing the spirit of venture capitalist are very critical to Google. As long as Google has enough revenue streams flowing through Ad sales and other profitable business units, it can take risks and diversify into areas of advanced technology such as renewable energy, mobile computing, cloud computing, internet security and virtualization. But the approach is not void of risks and Google could face major challenges in years ahead -Antitrust suits against Google, copyright infringement, acquisition difficulties, disruptive innovations, privacy concerns etc. The current governance structure, leadership, innovation culture and organizational processes will need to be diffused into new acquisition areas which will be challenging. The business model needs to adapt to the changing dimensions of the markets and consumer behavior. There has to be synergies and congruence of similar cultures to achieve profitability. http://www. nagedecisions. com/blogncat=7 Page 2 of 18 Google will have to think further about how to both maximize ad revenue and provide useful experiences that change the way people use computers and mobiles Google was founded on very non-corporate principles such as democracy on the web and making money without doing evil. As long as Google stays this path, it can sustain its innovation culture and emerge succe ssful in any strategic business diversification. Tags: -rue 26 oct 2010 Kodak A Case of Triumph Failure Posted by anil under Academic, Business Management, Innovation, MBA, Strategic Management No Comments Kodak the Digital Revolution Kodak was founded by an energetic and visionary entrepreneur, and created Joy and memories for millions of people. Kodaks guiding principles were, mass production at low cost, international distribution, extensive advertising, and customer focus, and growth through continuous research. Photography was made available, usable and affordable to everyone. Kodaks response to Sonys introduction of the Mavica in 1981 Kodaks business model was to sell cameras at low prices and profit from consumable products such as film. When Sony launched Mavica, a camera that used floppy discs instead of film, it signaled the imminent death of analog photography. Kodak refused to acknowledge that print photography was a dying business largely because margins for print (film, chemicals, and processing) were high as 60% versus for digital products Kodak recognized the threat and invested in digital imaging in the 1980s and 1990s but the move wasnt fast enough. The Management launched some research into digital photography, but at that time believed the technology was not feasible and will not be affordable. They did not make a big move into the space until early 2000s Kodak responded to competition threats (from Fuji and Polaroid) by diversifying throughout the 1980s. It got into medical imaging, mass memory, bioscience and lab research firms, pharmaceuticals, batteries and even digital imaging. Chandler abandoned the policy of vertical integration, funded extensive research and established centers to develop image acquisition, storage systems, software and printer products. Film-based digital imaging also took hold. Kodak executives blatantly stayed the course (sticking to current film strategy) in spite f detailed analysis of threats posed by digital photography. They found it hard to ignore the fact that film and traditional processing provided for majority of the revenue stream. They underestimated the significance of market changes and the disruption that was coming. Digital technology also eliminated the huge recurring revenue stream that came from film and reprints. The economics of the new model dont measure up to the economics of the old. It was hard for Kodak executives to believe the end of print technology. The digital transition had huge implications for Kodak since all its revenues were erived from film http://www. managedecisions. com/blogncat=7 Page 3 of 18 technology. The value of vertical integration would be lost and the competence base will be rendered obsolete. The response of the management to the looming threat of digital photography was not appropriate. Kodak was so deep rooted in the old film technology that they never saw any imminent threat from digital imaging. Kodaks competencies were in precise mechanics, chemistry, manufacturing, and consumer marketing. There was fear that Kodaks existing competencies in the areas of traditional film photography would be endered insignificant in light of the new technology. But eventually Kodak lost the race in the digital supremacy and cost it dearly in terms of stock value and workforce reductions. Fishers attempt to transform Kodak In 1990s the company focused on core business and divested many business units. Fisher formulated and implemented a digital strategy. He tried to brand Kodak as an imaging company and few ideas that emerged included a) greater coherence focus the digital efforts and coordinate them in a better way. b) incrementality shift will be the consequence of many small efforts. Kodak did everything possible to enter digital imaging consumer cameras, storage, software, printing paper etc. He separated the digital business from film and consolidated efforts to build capabilities in imaging technology. He was instrumental in introducing digital print stations, new models of digital cameras and focused on operational effectiveness Kodak was integrated vertically owning the entire value chain from basic research to photo finishing. The digital value chain was different, different vendors had different niches for which they developed products. So under Fisher, Kodak launched Joint entures and released cameras by teaming with Microsoft, HP and 18M. They developed the business both in-house and through collaborations and partnerships. Manufacturing was outsourced to china to fight off Fuji competition and introduced the network and consumables based business model. Fishers efforts to capture digital market share faced many challenges. Fisher was able to bring organizational change only at high level, but the mid level management never understood the push towards digital imaging. They still perceived Kodaks future in film, Just followed the higher management initiatives. The culture of onsensus and open discussions was not there. Kodak still believed in film based digital imaging and was too late to actively compete with new emerging competition from other new players. While managers were reluctant to invest in products that would have lower profit margins than traditional film, they lost sight of the fact that the competitive landscape was changing rapidly. Fisher had segmented his product development and sales over many divisions. There was poor communication and sharing of information. By late 1997, 60% of Kodaks losses were due to costs of digital cameras, writeable CDs and other product developments. Fisher tried to transform the company too fast and that created resistance to his initiatives. Eventually Kodak ended up running losses due to failure of such late strategies. Evaluation of Kodaks strategy and current position in digital imaging Kodak could have sold itself in the 1980s or 1990s at a higher valuation that what it now has or it could have moved faster into the digital technology, capturing a greater share of market and, perhaps, the revenue from cell phone cameras. During 1980s and 1990s, Kodak believed that: the digital revolution was not going to happen (genuine ncertainty) any strategy shift will allow cannibalization of their current film offerings current customers dont demand it (shifts in customer base) and http:// www. anagedecisions. com/blogncat=7 Page 4 of 18 there will be margin erosion In 1993 Kodak was struggling for survival owing to lethargic matrix management, huge debt, few new products, shaky morale and cut-throat competition. Efforts were in progress from Fisher to eliminate debt, fast track products, reinvent corporate culture, increase profitability and introduce organizational changes. Kodak was late o the game in the ir shift to digital and has been playing catch-up. Even though they embraced digital imaging from early 1980s and stopped marketing film cameras in 004, the company could not compete and retain the market snare they dominated for such a long time. After consumers stopped buying the film most of the Kodaks key resources and capabilities became useless, the global distribution lost its value and people started using PCs instead of photo finishing labs. Kodaks competitiveness as a vertically integrated company diminished and the business model of making money on film did not fit with digital photography. The supplier network was rendered obsolete, knowledge assets in chemistry and manufacturing became obsolete. No management strategy would have changed that. The digital revenues could not compensate for the loss in film revenue; instead digital camera prices declined rapidly reducing marginal profits. Consumer electronics giants such as Sony, Nikon, and HP developed resource bases that were much better than that of Kodak. The company has strong brand and global presence, was technologically superior with engineers and scientists, invested millions in research, but the threat from Fuji led to downsizing. Kodak entered emerging markets such as china and kept delivering new digital cameras, digital consumer products and services. It recognized the threat and pioneered digital imaging and pushed it even though it rendered film obsolete. Kodak tried to embrace, develop and commercialize digital imaging. The advent of mobile cameras further crippled the recovery for Kodak. Dynamics of competition has changed in the digital world. It is no longer precision mechanics but electronics which is in demand now. Digital printing business had moderate success, but more and more people are printing at home and this success may not last long. Online picture sharing services is facing stiff completion from Google, Flickr and others. Disruptive innovation has destroyed the value of Kodaks resources, its global position and its capabilities. The very fact that Kodak is still doing business shows that Kodak is a success story. Its competitors during the film era Agfa, Konica, Polaroid have all disappeared. I believe that Kodak had a success story since it survived the significant innovative disruption that happened in film photography. What made Kodak survive? Recognized the threat early on and developed in-house knowledge and competencies Showed willingness to cannibalize its own film business Mon 24 May 2010 Profiling Successful Leaders in Healthcare Initiatives -Jim Hagedorn, CEO, The Scotts Miracle-Gro Co. Posted by anil under Academic, Leadership, MBA, Strategic Management http:// Page 5 of 18 No Comments Jim Hagedorn Chairman and CEO The Scotts Miracle-Gro Company Jim Hagedorn, CEO of Scotts Miracle-Gro Co served as president from May 2001 to December 2005 and from November 2006 to October 2008. At Miracle-Gro, Jim had served as executive vice president and was a major architect of Miracle-Gros success oth in the U. S. and in the I-JK. Following the merger, he was instrumental in the effective integration of the two businesses and served as head of the Companys North America business. Additionally, he served in the United States Air Force for seven years, where he was a captain and an accomplished F-16 fghter pilot. The Scotts Miracle-Gro Company has a long history dating back to 1868 when it first got started as a grass seed company. Now it is the worlds largest marketer of branded consumer lawn and garden products and has a culture that values honesty, integrity and transparency. The company cares deeply about the health and well- being of its 8000 strong associates and their families, and ensures that they lead long, healthy and happy lives. The corporate culture highly values innovation, entrepreneurial spirit, flexibility, collaboration, accountability and moral conduct. Jim Hagedorn has shown remarkable leadership and passion in his attack on health-care costs. After seeing health insurance costs continually rising seemingly out-of- control and realizing the lack of efforts from the government and health-care industry to fix the current system, Jim decided to act. He felt its up to employers ? who foot the bill ? to make changes. He made valiant efforts to not only get its employees to eat and live well but also makes them accountable for their actions. The primary motivation for doing was to control escalating health care costs while improving the long-term quality of life of employees. Jim Hagedorn is known for his determination and commonsense policies incentivizing his employees. Jims decisions are based on the harsh reality that our workforce apparently lacks the basic self-discipline to control its caloric intake and exercise every week. Scott made significant investment in improving employee health. These include free doctor care, access to a low cost fitness facility, access to dieticians, free generic prescription drugs, and of course, free smoking cessation programs. Scotts Miracle-Gro is a great example of a company that has gotten workplace-wellness programs right. Jim is also credited with some controversial initiatives, like asking for detailed medical histories of employees, and potentially firing an employee who failed to stop smoking. Scotts is in the vanguard of companies seeking to monitor and change employee behavior. Jim was able to motivate and influence employee behaviors at Scotts and demonstrated true emotional intelligence He had the right mix of all the El components selfawareness, self-regulation, motivation, empathy, social awareness and managing relationships. He was self-aware of the potential health dangers from obesity, smoking and diabetes. He lost his mother to lung cancer and instantly gave up smoking after realizing the grave consequences of smoking. He was able to cut medical costs, persuade employees to take better care of themselves without killing morale and spawning lawsuits. Jim employed various El styles as he tried to change employee behaviors. He underst the reasons behind rising health care costs and took the bold step ot dictating the personal habits of those lesser than himself. Jim knew the complexity of the issue and he was always probing, sensing and responding to build the dynamic capabilities amongst employees. In relation complexity leadership theory, I see adaptive, administrative and enabling functions on the part of Jim to introduce this disruptive innovation of employee wellness program, a business model innovation to lower healthcare costs. When Scotts doubled what workers paid for health insurance. Morale plummeted, and Hagedorn knew he had to do a better Job selling the hike. He applied affiliative style and held straight talk sessions with employees to heal the rift and explain them what he was up against the rising health costs climbing at a double-digit rate. He laces his sermons with salty language and unvarnished commentary. Jim sought legal and HR expertise when he wanted to ban smoking and go after obesity. To achieve these aims, he proposed launching the kind of companywide intervention that families use to help an addicted relative. His wellness programs had Big Brother overtones. But he was adamant about bringing down health costs? even if it means being authoritarian. If people http://www. managedecisions. com/ blogncat=7 Page 6 of 18 understand the facts and still choose to smoke, its suicidal, he says. And we cant encourage suicidal behavior. He acted as a commanding leader to enforce new policies and fire people who did not give up smoking. His instructed key executives to sell his initiatives and ready the employees for desired outcome. His visionary style coupled with coaching restored integrity, confidence and trust with employees. To motivate people, he incentivized employees for healthy outcomes and emerged as a pace-setting leader. As a democratic leader, Jim valued inputs and commitment through employee participation at quarterly meetings. Jim has been highly successful in Getting employees involved Scotts wellness program began with CEO Jim Hagedorns honest and straight-forward approach with his employees. Hagedorn wanted employees to know what he was up against. Using a PowerPoint presentation, he showed that his annual health-care bill had soared 42% since 1999, to $20 million, which amounted to 20% of the companys net profits n 2003. Getting employees policed Enforcing workplace programs especially related to such personal matters as smoking and eating is always a tricky issue, but Hagedorn, a former F-16 pilot was not one to be discouraged. Hiring a third-party firm to prevent managers from discriminating against subordinates, he managed to institute a smoking ban with the understanding that If people understand the facts and still choose to smoke, its suicidal, he says. And we cant encourage suicidal behavior. choose to smoke, its suicidal, ne says. And we cant encourage suicidal behavior. Getting employees the resources Well, talk about fitness is cheap, but Hagedorn puts his money where his health is: During one of Hagedorns straight-talk sessions, workers told him a company gym would make wellness easier to swallow. Done, Hagedorn s aid. But his vision went far beyond installing some StairMasters and throwing up health pointers on the Scotts intranet. Hagedorn built a soup-to-nuts medical and fitness center across the street from headquarters. Operated by Whole Health, the 24,000-square-foot facility cost $5 million and can meet pretty much any health-related need an employee ight have, including a drive-thru for free prescription drugs. When employers dont stop at Just making recommendations, but go that extra step to actually provide a convenient, usable service, everyone benefits. Get employees accountable Of course, you can provide the world of benefits to employees, but that benefit is only going to be as good as its usage. This is why: Scotts employees are now urged to take exhaustive health-risk assessments. Those who balk pay $40 a month more in premiums. Using data-mining software, Whole Health analysts scour the physical, mental, and family health histories of nearly every mployee and cross-reference that information with insurance-claims data. Health coaches identify which employees are at moderate to high risk. All of them are assigned a health coach who draws up an action plan. Those who dont comply pay $67 a month on top of the $40. We tried carrots, says Benefits Chief Pam Kuryla. Carrots didnt work. Its time people realize that their habits dont affect Just themselves but others too. Getting employees motivated (and rewarded! ) Often Hagedorn will walk around motivating people and making sure people are on the right track. He walks around campus Joking, slapping guts, and exhorting people o work out. And with rewards aplenty for good behavior general wellness at Scotts is only going one way up: Page 7 of 18 The nudging begets peer pressure. Gym rats earn special pins they display on ID badge lanyards; these have become a coveted status object. Competition for trips to Hawaii, free massages and facials, and other cash and prizes is fierce. One group of employees started having lunch together every day to keep each other from peeling out of the parking lot for a smoke. Doughnuts have disappeared. The message is: If youre not trying to do something to make yourself better, then youre going to pay ore, Getting employees results The best part of any program is seeing the results right before your eyes and employees ot Scotts are luck to be able to do so: So tar, the company says, more than 70% of headquarters staff belongs to the fitness center. The smoking-cessation program has already had a 30% success rate. The wellness program, which costs $4 million a year to run, is a financial drain. But the company expects it to pay for itself in three to four years. The Challenges from Tough Decisions The wellness initiatives raise some controversial questions One is that people could tart blaming unhealthy colleagues for helping push up premiums. Then there are the privacy and discrimination issues: How far should managers intrude into employees lives? Scotts has so far been able to avoid getting entangled in any legal issues and employees have whole heartedly supported the medical assessments keeping in faith the privacy safeguards. Some of the initiatives he introduced include: Opening a $5 million fitness and medical center at companys Marysville headquarters. The clinic employs two full-time doctors, five nurses, a dietician, counselor, and two physical therapists. Mandatory health assessment, have it evaluated by medical professionals and then follow recommendations to improve their health. Enforce higher premiums on employees who choose not to take the survey and those who dont follow the recommendations Force employees not to smoke ? even off the clock. Access to medical center for doctor consultation, personal and prescription drugs. Offer discounts on health-care premiums, free weight-loss and smoking-cessation programs, gratis gym memberships, counseling for emotional problems, and prizes like vacations or points that can be redeemed for gift cards. Use data-mining oftware, Whole Health analysts scour the physical, mental, and family health histories of nearly every employee and cross-reference that information with insurance-claims data. The wellness efforts of Jim Hagedorn have paid off, employees fiercely compete for corporate rewards instituted for following healthy habits. So far, the company says, more than 70% of headquarters staff belongs to the fitness center. The smoking-cessation program has already had a 30% success rate. The wellness program, which costs $4 million a year to run, is a financial drain. But the company expects it to pay for itself in three to four years. Other large companies have seen a 3-to-l return on investment in their wellness programs. The workplace is an ideal place to have a great impact on healthcare costs. First, they become aware of their personal physical problems, learn how to improve those problems and have support during their personal program. Then, the fiscal health of the company is improved when the health of each employee is improved; thus, the company is enabled to continue providing Jobs for its employees. Wellness programs are a win-win solution for employees, employers and our countrys economy. Thu 22 Apr 2010

santiago nasar el muerte essays

santiago nasar el muerte essays Crnica de una muerte anunciada Gabriel Garcia Mrquez naci el 6 de marzo de 1928 en Colombia, hijo de Gabriel Eligio Garcia, uno de 16 hijos. Cuando l era nis Mrquez Iguarn y Tranquilina Iguarn Corts. Despus de terminar la secundaria empez a escribir una novela "La casa". Fue a Cartagena Bogot para estudiar los Derechos y Ciencias Polà ­ticas de la Universidad Nacional de Publica. Pero el dejo su estudias del derecho y empez en el periodismo. Sus ideales izquierdistas le causo problemas con el dictador Laureano Gmez y el general Gustavo Rojas Pinilla, los problemas que tuvieron puso en el exilio a Mxico y Espaxico cuando estuvo en exilio. William Faulkner, el escritor norteamericano, fue usado por su ingenio como inspiracin de Gabriel Garcia Mrquez. En 1982 l recibi el Nobel de Literatura y fue permitido a regresar a su paà ­s, perdonado por el gobierno colombiana. Los obras de Gabriel Garcia Mrquez son; La hojarasca (1955), El coronel no tiene quien le escriba(1961), La mala hora(1962), Los funerales de l a Mam Grande(1962), Cien andida Erndira y su abuela desalmada(1972), Cuando era feliz e indocumentado(1973), El oton Carlota(1977), Crnica de una muerte anunciada(1981) El olor de la guayaba(1982), El amor en los tiempos del clera(1985), El general en su labertino(1989), Doce cuentos peregrinos(1992), Del amor y otros demonios(1994), Noticia de un secuestro(1996. Crnica de una muerte anunciada el lo que vamos a tratar. Esta novel...

Answer question Essay Example | Topics and Well Written Essays - 500 words

Answer question - Essay Example ounterparts saw marriage as something coming from a divine power – that of a god-father and a goddess-mother who bless the union in marriage rituals and sexual intercourse. Lawler describes pagan marriage as â€Å"syncretistic† (Lawler: 8) or fusing two opposing meanings – that of both divine and human action. Fertility from human sexual intercourse is considered a divine blessing. 2. Discuss what you think about the story of Hosea and Gomer. Explain the understanding of God that is the basis of the pagan custom of â€Å"temple prostitution.† State how what Hosea said about the relationship between God and Israel differed from that pagan custom. Hosea followed God’s command to him to marry Gomer, a harlot who participated in sexual rituals in temples as re-enactment of the sexual intercourse between pagan god Baal and his wife and sister, Anat. Hosea’s marriage to Gomer mirrored the relationship between God and Israel because it was unconditional. Although Gomer was unfaithful to Hosea, he remained faithful to her and even bought her back when she was auctioned off to men. God’s love for Israel was the same. Even if Israel turned its back on God in favor of Baal, God still saved it from ruin. Pagan marriage is conditional and is open to divorce while marriage in Jewish tradition is supposed to be unconditional and does not approve of divorce. Anachronism means something that is not appropriate to the times. In this reading, it is reflected on two things: love and divorce. Hosea’s account of Gomer’s and Israel’s faithlessness not being reasons to turn away from them justifies the marriage covenant. Staying with them and remaining faithful is the true meaning of unconditional love. Marriage is a covenant that spouses should enter with loyalty, service and obedience. Love comes from divine covenant to human marriage, and Yahweh’s covenant fidelity to Israel should be emulated by all married couples. Thus, in Malachi’s book, Yahweh confirmed

Management of Human Resource Assignment Example | Topics and Well Written Essays - 250 words

Management of Human Resource - Assignment Example A company with a good HRM that ensures recruiting the best employees, retaining the best performing workforce and awarding them may have an edge as far as competitive advantage is concerned (Jackson, Schuler & Werner, 2012). Companies such as Apple have been able to retain their best employees and ensuring competitive compensation. This has made the company have a competitive advantage in the mobile phone industry. Planning is essential to gaining a competitive advantage. Human resource management ought to proficiently make strategic plans that will sustain the firm for decades. Planning is essential since it ensures building of the capacity and capability of the employees (Jackson, Schuler & Werner, 2012). This may play an integral role in achieving full potential. Planning may further help in achieving a competitive organization behavior, making significant decisions such as hiring experienced professionals, determining competitive pay and tactics, determining competitive training programs and ensuring employee relations. To members of the organization, human resource management should deal with issues that may improve employee compensation, creating a good working environment and issuance of long term contracts hence boosting employees’ morale and raising their confidence (Jackson, Schuler & Werner, 2012). Further, human resource management should work towards the business continuity, boost financial returns and build an attractive business name that can impress or rather reward the company owners or investors. In addition, customers’ issues should be prioritized by the human resource management by encouraging innovativeness, lowering prices of products and ensuring both reliability and quality (Jackson, Schuler & Werner, 2012). Human resource management should also strive to adapt an organized problem solving ability among employees as well as raising trust among the employees. This may have an overall advantage on the company

Leadership Assessment Essay Example | Topics and Well Written Essays - 750 words

Leadership Assessment - Essay Example This will encourage them to work harder as well as take an interest in the goals and ambitions of the organization as they do not wish to be responsible for its failure to achieve them. This leadership style allows for the discussion of various issues and the input of all the employees involved in the making of a decision. The organization operates under a Divisional structure that is designed to enhance team development within the organization. This structure functions through grouping each organizational function into a division that is staffed with the necessary individuals and requirements in order to operate efficiently (Robbins & Judge, 2007). For example, the financial aspects of the organization will be dealt with by the finance division of the organization. This allows for the negation of any potential confusion and allows for an individual to hone their relationship skills within the workplace. This is because every division can be considered to be a team thus the emphasis on team development whereby individuals in the same division need to work together and with other divisions to reach the organization’s goals thus developing the relationship skills of the employees as a result (Robbins & Judge, 2007). The performance of the Company CEO in terms of ethical behavior and communication can be considered to be of a high level as he was successful in getting his employees to understand what he needed from them in a way that motivated the various individuals to give their best in the tasks that they were handed (Deckers, 2010). His ethics were also impressive as at no time did he show favoritism to one particular individual or group and operated on a basis of deserved merit when dealing with his employees. This led to the employees being motivated to improve on their work performance as they were encouraged by the fact that only their hard work would be the basis for recognition by the company meaning that everyone in the organization had a fair ch ance at climbing up the ladder. There are various practices that an organizational leader can use to motivate their employees to improve their work ethic. Some of these practices include the issuing of rewards for jobs well done. This will motivate an employee to give their best in whatever their working on as they try to achieve this award (Deckers, 2010). The reward in itself does not have to be a major gift and could be simple such as an additional off day for the employee, a gift card or any small token of appreciation that makes the individual feel the company has recognized the good work they have done. Another way of motivating employees can be through the hosting of social events for the workers. This could be a way of saying "thank you" for the hard work and will motivate them to make their company proud through the work that they do (Deckers, 2010). These events could be Christmas or other holiday parties or even hosting a birthday party for the longest serving employee in the company for example. A third practice in motivating employees is the issuing of equity shares to the workers that will make them feel like they are part of the company therefore its success will be their success. Diversity is an issue that can bring about a

Current problems with harm reduction and future direction

Current problems with harm reduction and future direction Any individual hoping to investigate what the problems and limitations of harm reduction are as it stands now and the direction it should go in, must be aware of the development of harm reduction as a solution to drug use. The individual will also need to further investigate the benefits and advantages of harm reduction. Five areas are particularly important when examining what the problems and limitations of harm reduction are. How harm reduction is defined and how it has developed over the past twenty-five years, the importance of harm reduction in relation to drugs and addiction, what the problems and limitations associated with harm reduction are, what the benefits and advantages associated with harm reduction are and what future direction harm reduction should go in. Each of these areas all need to be understood, with the awareness that the advantages of harm reduction far outweigh the disadvantages, allowing it to remain the one of the most important solutions for dealing with drug use and drug users. Of critical importance when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of how harm reduction is defined and how it has developed over the past twenty-five years. Although very similar to one another, harm reduction and harm minimisation must be separated, with harm minimisation referring to Australias National Drug Strategy which includes supply reduction, demand reduction and harm reduction and harm reduction referring to programs designed to reduce harm (Australian National Council on Drugs 2004: 2). The term harm reduction itself can be defined as those policies and programs which seek to reduce or minimise the adverse health and social consequences of drug use without requiring an individual to discontinue drug use (Inciardi Harrison 1999: 3). By defining harm reduction in this way, it is able to recognise that many drug users are unwilling or unable to refrain from drug use and that there is a need to provide them with options which reduce the harms of continued use including overdose and the spread of disease (Inciardi Harrison 1999: 6). Not only does harm reduction aim at reducing the risks and harms associated with drug use it is also formulated around three central principles which have been proposed and developed by drug expert, Robert Westermeyer (Hanson et al. 2006: 534). The first is that excessive behaviours occur along a continuum of risk, in which moderate drug use has a lower risk of harm than that of extreme drug use (Hanson et al. 2006: 534). The second principal is that changing addictive behaviour is a stepwise process, complete abstinence being the final step, where in any move away from harms of drug use is a positive one (Hanson et al. 2006: 534). The final principal is that of sobriety simply isnt for everybody, which relates to the fact that some individuals are unable to cope with whatever circumstances they are in without drug use and that unfortunately drug use is a fact of life for some (Hanson et al. 2006: 534). Over the past twenty-five years, harm reduction has risen in prominence to become one of the central aspects of many drug policies and programs not only in Australia but around the world (Moore Fraser 2006: 3036). In the case of Australia harm reduction has been incorporated into the principles of harm minimisation which have been the framework for Australias National Drug Strategy since 1985 (Waller Rumball 2004: 40). Further adding to the rise in harm reductions popularity is acknowledgement that drug use and abuse is and has become a public health issue rather than a legal issue which can be solved with sanctions and prison (Inciardi Harrison 1999: 9). Not only has harm minimisation changed the way in which Australia deals with drug use and users but it has also changed many of societys attitudes and stereotypes about drug users (The Drug Prevention Network 2010). Rather society now thinks about the drug user in relationship to both the environment and circumstances in which they are using drugs and how best to reduce the harms of this drug use (The Drug Prevention Network 2010). Having gained an understanding of how harm reduction is defined and how it has developed over the past twenty- five years, the importance of harm reduction in relation to drugs and addiction can now be examined. It is also of crucial importance when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of the importance of harm reduction in relation to drugs and addiction. The term drug itself has been best defined as being any substance which when entered or absorbed into the body may modify, alter and change one or more of its normal physical or mental functions (Cornwell Cornwell 1993: 7). The benefits of employing such a broad definition in relation to harm reduction, is that it incorporates any substances which are considered to be drugs but it also includes those which are not normally thought of as being drugs, such as food or sex as drugs, which are often perceived and understood differently within society but may also cause harm to the individual (Cornwell Cornwell 1993: 7). As the term addiction itself is rather ambiguous and difficult to define, alternate terms have often been adopted in place of or associated with addiction particularly that of drug or substance dependence which often serves to be most useful, especially in relation to harm reduction, as harm reduction may not completely eliminate the dependence (Marlatt 2002: 200). The term drug dependence has been defined as, the continual or persistent use of alcohol or other such drugs regardless of the problems related to the use of the drug, the uncontrollable and repetitive use of the drug may also result in a build up of tolerance to its effect as well as withdrawal symptoms when its use is reduced or stopped (American Psychiatric Association 2000: 192). Drug dependence can also be further expanded to incorporate the persistent desire that an individual may have to use a drug in large amounts or over extended periods, irrespective of its harmful effects (American Psychiatric Association 2000: 194). The importance of harm reduction in relation to drugs and addiction is further highlighted by the use of harm reduction methods and strategies on individuals who have become addicted to a drug (DiClemente 2006: 231). Harm reduction aims at reducing and preventing the harms of addictive drug use rather than stopping the addiction itself, although efforts to help the addict practise safer or decreased drug use may often lead to a complete abstinence from the drug (DiClemente 2006: 232). Although harm reduction methods can be controversial, they are often very effective, particularly in decreasing the spread several diseases often associated with drug use and addiction including HIV and hepatitis C (DiClemente 2006: 232). With a deeper understanding of the importance of harm reduction in relation to drugs and addiction, it can now be understood what the problems and limitations associated with harm reduction are. Furthermore it is of crucial importance when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of what the problems and limitations associated with harm reduction are. There are several problems and limitations that are often associated with harm reduction, with the first of these being that harms are identified according to dominant middle class values (Miller 2001: 175). As harms are established according to these dominant values, they often do not take into account the values of those at greatest risk from harm, choosing rather to construct harm reduction strategies based upon the dominant values of society (Miller 2001: 176). Furthermore these same strategies are also based on cost efficiency, with economically beneficial strategies often being favoured over health or community beneficial ones (Miller 2001: 175). The next problem which will be examined is that, harm reduction often condones or encourages drug use even though it is attempting to reduce the risks (Abadinsky 2008: 417). As the main aim of harm reduction is to reduce the risks and not the use of drugs, messages may often be conveyed which condone the use of harmful drugs (Dale 2005). This criticism is particularly prevalent within school education as excessive education about the risks associated with drug use may instead create an aura of intrigue around the subject, which often appeals to a childs curiosity (Abadinsky 2008: 417). The third problem associated with harm reduction which will be examined is that, needle exchange schemes facilitate and make the transition to intravenous drug use easier and more appealing (Ghodse 2008: 264). These schemes actively provide drug users with easy access to injecting equipment, which makes the transition to injecting easier, which gives users less incentive to give up injecting and may al so persuade younger drug users to start injecting (Ghodse 2008: 265). The establishment of needle exchange facilities also create safe meeting spots for intravenous drug users, which strengthens both the social networks of users as well as the prevalence of intravenous drug use (Ghodse 2008: 265). The last problem associated with harm reduction which will be examined is that, harm minimisation fails to address the underlying reasons for drugs current legal status (Miller 2001: 173). As harm minimisation focuses on supply reduction, demand reduction and harm reduction it fails to examine the status of different drugs, choosing to rather label distinctions between them as irrelevant and unnecessary (Miller 2001: 173). Furthermore harm minimisation also fails to address the reasoning behind the massive profits which drug companies reap through the sale of drug substitutes particularly that of methadone, which indicates that the government also benefits financially from the sale of these substitutes (Miller 2001: 173). With a deeper understanding of what the problems and limitations associated with harm reduction are, it can now be understood what the benefits and advantages associated with harm reduction are. Equally, it is crucial when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of what the benefits and advantages associated with harm reduction are. Just as there are several problems associated with harm reduction, there are also many benefits and advantages which are associated with it too, with the first of these being that harm reduction maintains a value-neutral standpoint (Keane 2003: 228). As harm reduction acknowledges that there is no ultimate solution to drug problems, pragmatic and rational strategies and solutions can be constructed and assessed through the objective calculation of consequences (Keane 2003: 228). Further adding to the value-neutrality of harm reduction is its refusal to support or oppose any view about drug use and drug users, except to the extent that its aims are based around reducing the harms of drug use (Keane 2003: 228). The next benefit which will be examined is that, needle exchange schemes are becoming more and more successful and widespread within society (Ghodse 2010: 264). Following the establishment of needle exchange schemes, their main aim is at keeping injecting drug users from sharing needles and transmitting blood bore diseases particularly that of HIV and hepatitis C (AVERT 2010). By providing injecting drug users with access to sterile equipment, they are also given access to drug treatment services (AVERT 2010). Since the implementation of needle exchange schemes within Australia, studies have found that needle sharing has decreased dramatically, with 32,000 HIV and around 100,000 hepatitis C infections being prevented in the last decade (AVERT 2010). The third benefit which will be examined is that, harm reduction is extremely cost beneficial (Petersen McBride 2002: 126). These cost benefits are particularly evidenced in relation to needle exchange schemes, as it is much cheaper and easier to implement these schemes than it is to treat people who have contracted HIV and hepatitis C (Petersen McBride 2002: 126). Harm reduction strategies also demonstrate their cost benefits through the ease in which these strategies have been adopted and implemented into the National Drug Strategy since 1985 (Inciardi Harrison 1999: 181). The last benefit associated with harm reduction which will be examined is that, education about the risks of drug use has profound and long term benefits particularly amongst children (Abadinsky 2008: 270). Education often occurs in several forms with many of these having no effect or harmful effects in the uptake of drugs, it is often education which teaches about the risks associated with drug use that have the greatest and most beneficial effect (Abadinsky 2008: 270). By educating and providing information to children about the risks of drug use, particularly those of potential health consequences, negative attitudes often develop towards drug use which deter them from using drugs (Abadinsky 2008: 270). With a deeper understanding of what the benefits and advantages associated with harm reduction are, it can now be understood what future direction harm reduction should go in. It is also of crucial importance when examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in, is to have some understanding of what future direction harm reduction should go in. Although harm reduction has its problems and limitations, they are far outweighed by its benefits and advantages. In order for harm reduction to gain further strength and support it must continue in the same direction as it has been over the past twenty-five years, with an emphasis being placed upon retaining its value-neutrality where in does not support or oppose any one particular belief about drug use (Keane 2003: 228). Furthermore, in order for harm reduction remain as effective as it is, its main aim and priority must remain that of reducing the risks and consequences associated with drug use and the effect it may have on the individual and others within society (DiClemente 2006: 232). Although harm reduction must continue in the same direction, it must also gain improvement in several key areas particularly that of education about risks as well as the greater promotion of needle exchange schemes. Current education policies which aim at providing children with information and knowledge about the risks associated with drug use, often carry with them certain aspects of intrigue which appeal to a childs curiosity (Abadinsky 2008: 274). In order to improve and place a greater emphasis on education, campaigns such as just say no must be eliminated with an enhanced focus being placed upon imagery and documentaries which highlight the risks of drug use (Abadinsky 2008: 274). It is only by using imagery and presenting stories about these risks which have been experienced firsthand by many individuals, that education about the risks of drug use will improve and remove drug curiosity (Abadinsky 2008: 417). As effective as needle exchange schemes are, there is still much room for improvement, particularly in relation to the number and accessibility of these locations. The greatest downfall which faces needle exchange schemes is that they are not widely accessible throughout Australia, either because they have yet to be constructed or are unable to provide a suitable health services to injecting drug users (Hagan 2010). Government studies are also contributing to the need to increase and improve needle exchange locations, as almost 60,000 HIV and over 120,000 hepatitis C infections have been prevented over the past twenty years, which has also led to healthcare cost savings of over $1 billion (AVERT 2010). It is only by increasing and improving these facilities that the future spread of blood bore diseases will be reduced even further, as a direct result of implementing harm reduction strategies (AVERT 2010). With an understanding of what future direction harm reduction should go in, ind ividuals must remain aware that harm reduction must remain at the forefront of combating drug problems and issues, particularly in conjunction and alignment with harm minimisation. In conclusion, there are five particular areas that an individual should examine when investigating what the problems and limitations of harm reduction are as it stands now and the direction it should go in. They should gain an understanding of how harm reduction is defined and how it has developed over the past twenty-five years, along with the importance of harm reduction in relation to drugs and addiction as well as what the problems and limitations associated with harm reduction are and what the benefits and advantages associated with harm reduction are, which will allow them to understand what future direction harm reduction should go in. It is only by gaining an understanding into these areas that an individual can hope to be successful in examining what the problems and limitations of harm reduction are as it stands now and the direction it should go in.