Decentralisation Advantages and Limitations of Decentralization Essay Example for Free

The Hazards Of Smoking Essay Example | Topics and Well Written Essays - 750 words

The Hazards Of Smoking - Essay Example  The cigarette has been a piece of humankind's developmental excursion for quite a while now. In the current day, it holds a whole industry in type of tobacco industry. Built up cartels, business endeavors, firms, partners, providers, and financial specialists are related with this business.  National, universal and worldwide operational tasks are directed and over the landmass trade of cigarette items is performed.  Governments issue legitimate licenses for its advancements, it's selling, its use for exchange and different purposes. A lot of venture alone in the field of ad of tobacco and cigarette is done and each neighborhood media in various pieces of the world have been selected into it. Consequently it is a hazard that has spread its web firm and solid and has become a necessary piece of each general public and for the most part the male individuals from separate societies. The way forward: Having referenced its boundlessly spread system, an enthusiastic arrangement m ust be formulated to guarantee that the danger can be destroyed and controlled in a contained way so as to shield the valuable lives from it.  The disturbing reality about the point it incites its effect into others through inactive smoking and breathing in. It is being said that through the uninvolved smoking, the individuals in the region are almost or similarly inclined to the danger of its perils. Smoking, as a rule, is an extremely risky thing and stances dangers to wellbeing and the human body in numerous structures.

When to Rebrand Your Business

When to Rebrand Your Business Rebranding is a natural part of the life of your business. Even large companies like Coca-Cola have rebranded multiple times in order to keep their brand modern and reach new generations of customers. Rebranding is about more than updating your companys colors or creating a new logo. Your rebranding experience will often reflect a meaningful change in your companys philosophy. It may even reflect an expansion into new markets. When you decide that it may be time to rebrand, you should choose to move forward mindfully.Rebranding is expensive. Between the costs of redesigning your visual marketing, the hours of work put in to designing your new brand and the inevitable period of customer confusion when you relaunch your company, the costs of rebranding can add up. There are several things that you can do to make sure that you and your business put your best foot forward upon the relaunch of your brand.The most important thing to do is to consider your timing and determine that it is th e right time for your company to rebrand. If it is the right time, you must consider important questions about the process and determine what issues you can resolve by rebranding.Finally, you should mindfully consider your new direction in order to avoid any serious rebranding mistakes. © Shutterstock.com | Rawpixel.comIn this article, we will explore 1) how to determine when it is time to rebrand your business, 2) questions to ask before your rebrand, 3) avoiding rebranding mistakes, and 4) conclusion.HOW TO DETERMINE WHEN IT IS TIME TO REBRAND YOUR BUSINESSThe decision to rebrand is usually made when a company feels that their brand does not match the company that they have become. Whether it is because you are no longer reaching your target market or because your brand has become dated, many businesses are able to determine if it is time to rebrand with self-reflection. Sometimes there is a specific issue that causes you to reassess your brand. Upon reflection, you may find that there are actually several issues. Here are the top four reasons that most companies choose to rebrand:You arent reaching your target marketThere may be several reasons that you are no longer reaching your target market. It may be because your company has evolved and is now reaching for a different demographic, but your branding still reflects your previous goals. Or you may lose contact with your customers because the market has shifted, and your brand has not yet shifted to reflect the new market conditions. In some cases, your brand may be aimed at your ideal customer base but they may not respond because they are confused about what you do. It is important to identify the reason that you are no longer reaching your market. By identifying the reasons you are failing, you can address them as you move forward into the process of rebranding.Your brand has become datedThe world is moving faster than ever with the help of the Internet. Whether you are a big company or small business, you can expect that you will need to modernize periodically. Your customers will expect you to be up-to-date with the modern age. Continuing to operate on the business philosophy you established even five to ten years ago may be perceived as outdated in the rapidly evolving market. Just as customers expect your service to accept credit and debit cards, they expect you to keep up with their tastes and interests.Coca Cola is an excellent example of a business that has successfully evolved over the last 100 years. Coca-Cola began its life in an Atlanta pharmacy, but it quickly transformed into a popular soda fountain request. As time went on, Coca-Cola kept an open dialog with its consumers. Now, this 120-year-old brand is one of the most popular beverages in the world. The name Coca-Cola is the second most recognized word in the world.Coca-Cola did not change its brand overnight and neither should your business. Your customers will expect continuity in your services and your brand. People need time to become familiar with your new brand, and most consumers find value the comfort of familiarity. Coca-Cola reached out to customers who were looking for a low-calorie option and in 1982, Coca-Cola presented them Diet Coke. They then let Diet Coke evolve from being a low-c alorie option to become the official drink of fashionistas everywhere. They continued to reach out to their client base by showing them that they were aware of their interests. To demonstrate their commitment, Diet Coke has partnered with Marc Jacobs and Karl Lagerfeld to show their consumers that they can offer the same quality product to a new generation of Diet Coke drinkers. Coca-Cola has kept the nostalgic features that their customers love, but they have expanded to embrace fashionistas, young men, and the health conscious. As a result, they have undergone numerous timely and successful rebrands without damaging their customer base or their brand power.Your company philosophy has changedYou established a set of values when you started your company. These values were designed to guide your new company through the rocky first few years and provide a foundation for your business to grow. But as many businesses grow, they experience change. The philosophy of a company is often fou nded on the core values of its initial owners and leadership. As leadership changes and a new generation takes the helm of the business, the business itself changes. Your brand should reflect these changes. You know that your brand is more than just your logo. Your brand is a reflection of your business and your best practices. Your brand also provides a solid foundation and a set of guidelines that provide guidance in the way that you do business. Whether you have moved away from your original vision or just expanded upon it, your brand should always reflect your company policy.You have expandedIf you have decided to expand your business, you need to make your customers aware of the expansion. A rebrand is one of the most straightforward ways to re-enter the market. By rebranding, you can let your customers know that they can still rely on you to be the valuable brand you have always been. The difference is that now they can expect new things from you as well. A successful rebrand will reflect a more sophisticated company that you have evolved into. It will also add value to the company.QUESTIONS TO ASK BEFORE YOUR REBRANDThink back to the early days of your business and you will recall that you asked and answered hundreds of questions. These questions were asked by banks, investors, employees, family, friends, and potential customers. All of these questions helped you to formulate the philosophy and rules that organized your business. When you decide to rebrand, you need to ask many of these questions all over again. By determining why you are rebranding, how you will benefit from your brand and how far you are looking into the future, you can lead your new brand in a positive direction from the start.Why are you rebranding?This is the first question you should ask before you make the decision to rebrand. Establishing why you feel that there is a need to rebrand will cause you to ask further questions such as:What has changed in your company?What has changed in the market?What problems need to be solved?How have your customers changed?What is meaningful to your customers?By being able to answer these questions, you will be able to accomplish two things. Firstly, you will understand whether or not a rebrand is necessary for your business. Secondly, you will have a foundation upon which you can rebuild your brand. Rebranding can be similar to the experience of branding your company in the first place. When you first started to build your brand, you focused on your companys philosophy. You also focused on your customer base and their needs. To rebrand, you will need to answer all of the initial questions again. But this time, you have the added benefit of being able to bring the power and experience of your previous brand into your companys next phase.How will your business benefit from rebranding?Rebranding is expensive, and there should be tangible benefits for both your business and your customers. Having established why you are rebran ding, you can focus on creating solutions through your new brand. Rebranding will not only benefit your business by allowing you to refocus on your business. Rebranding will give you a new opportunity to differentiate yourself from your competitors on the marketplace. By differentiating yourself, you can showcase your businesss unique strengths as well as bring it to the front of the competition.Finally, rebranding will allow your business to stay current. Staying current does not only mean keeping up with technological trends. Staying current means connect with new customers that your new brand is trying to reach. The solutions provided by rebranding may now mean that your business appeals to a new demographic. Ideally, your brand will be able to connect with this new group of consumers. By determining how your business will benefit from rebranding, you can begin to weigh the true costs of relaunching your business.It is not just your business that should benefit from rebranding. Y our customers should benefit from your evolution as well. When you are rebranding, you should be providing your customers a better service. By providing customers a service that is valuable to them, your brand will grow in power. Your rebrand should focus on both your business and your customers. After all, you do not have a business without your customers.How long do you expect the new brand to last?When you are rebranding, you are attempting to move your business into its next phase. But leading your business into the future requires a plan. When you decide to relaunch your brand, you should make sure that your business is not intending to undergo major changes in the near future. If you intend to go through major shifts regularly, you may want to consider either to hold off on rebranding or to develop a brand devoted to broad innovation. When you begin to shift your business into its next phase, your customers will cling on to what is familiar to them.For example, no matter what technological enhancements Microsoft offers their customers, the 1.5 billion people who use Windows everyday demand that they keep their start button. Windows users have been using their start menu to navigate their computers since its appearance in Windows 95. When loyal customers believed that Microsoft was working to take away their start menu and replace with the Windows 8.1 interface, PC users everywhere had a collective meltdown and attempted revert to their old operating system. Even though both you and your customers crave innovation, you need to give them time to adjust to your new brand.AVOIDING REBRANDING MISTAKESRebranding is similar to establishing your initial brand but with one exception: you have the ability to bring your brand power forward with you. The ability to bring all of the positive aspects of your company with you can benefit both your brand and your rebrand. Careful consideration of your business needs and your customers needs must go into your branding de cision. Choosing to ignore either of these facets can land companies in trouble with both their customers and the media. These are the top three brand damaging mistakes that companies make:If It Isnt Broken, Dont Fix It Rebranding solely for the sake of refreshing your brand is not worth the large costs involved. History tells business not to eliminate features that customers love because it will alienate your customers. Brands like Netflix and Xbox have rebranded with little consideration of their core customer base. Their actions alienated large groups of customers and did real damage to their business. After only a few weeks, they were forced to rebrand again and reverse many of their policies.The bottom line is: if you provide a service that your customers love, dont take it away from them.A Rebrand is NOT a Change of Name Sometimes business owners go through phases where they are bored with their brand. This is completely natural but it is not a good reason to rebrand. Not only is an arbitrary change confusing to customers, an unnecessary change of name may cause you to lose all of your brand value. Dont take on pointless redesigns of visual marketing if you arent making any changes to your business or service.In 2010, Radio Shack decided to change its name to The Shack but it offered no other changes or improvements. Customers got confused, and Radio Shack lost the brand power they had been building for decades. The company has not yet recovered from their change of name, and they have closed 1,100 stores. In 2014, they changed their name back to Radio Shack.If you realize that you have negative brand equity, a change of name may be what you need, but it is not the only thing that you need. If your brand has a negative perception, you need to find out why and offer a solution to the problem when you change your name and rebrand.Take Care of Your Customers Rebranding is expensive, but its sole purpose should not be making your business more money. Your ne w brand should reflect not only a change in your philosophy but the way your customers have changed as well. 43% of millennials say that they rely on the same brands that their parents do; however, these brands are not the same brands as they were when their parents found the company.Converse is an excellent example of a brand that has adapted through the years to continue to meet the customer needs. Converse was founded in 1908 and through the last 100 years, they have made shoes for movie stars, WWII soldiers, basketball players and skateboarders. Millennials love their timeless style and their utilitarian use but what they really love is that they can make their own pair of Converse as unique as they are.CONCLUSIONRebranding is a big decision. The decision should be made with as much care as you took when you started your company. To take your brand into its next phase, you will need to both consider your mistakes and remember what you have done right through the years. Though yo ur customers are changing, they still crave the comfort of familiarity. Brands like Coca-Cola and Converse have expertly demonstrated have to move a brand into the future by harnessing their brand power through innovation. By mindfully taking advantage of your years of experience and paying close attention to your target market, you can navigate your business into the future.

Marie Antoinette was a victim of French society Free Essay Example, 1000 words

Marie Antoinette as a Victim of the French Society Introduction Marie Antoinette was portrayed in numerous literary and factual accounts as a model of ‘immoral femininity’. Feminist scholars have argued that Marie Antoinette’s public defamation in existing narratives, political vulgarity, and in her trial for sedition were an integral piece of a bigger scheme by the extremists in the National Assembly—the Jacobins—to eliminate and dehumanize femininity in the French society (Craciun 2003). This merciless demonization and removal of women from the public arena was rhetorically explained by Lynn Hunt: â€Å"[i]n the eyes of the Jacobin leadership, women were threatening to take Marianne [a feminine symbol of liberty in the European tradition] as a metaphor for their own active participation; in this situation, no female figure, however fierce and radical, could possibly appeal to them† (Craciun 2003, 76). This essay analyzes the claim that Mari e Antoinette was a victim of the French society. Female Victimization in Revolutionary France How British women view Marie Antoinette exposes the fact that they know it was the gender of the Queen that was besieged, and that, as contemporary scholars confirm, her prosecution for treason â€Å"was staged virtually as a morality play on the evil impact of women on the body politic† (Craciun 2003, 77). We will write a custom essay sample on Marie Antoinette was a victim of French society or any topic specifically for you Only $17.96 $11.86/pageorder now The portrayal of Marie Antoinette as a victim has an impact akin to her image as sexual behemoth in the obscene propaganda. As argued by Hunt, Marie Antoinette threatens the male-dominated public domain because she is â€Å"the emblem (and sacrificial victim) of the feared disintegration of gender boundaries that accompanied the Revolution† (Goodman 2003, 131). This peril to gender differentiation reached the outer boundaries of France and outside political scholarship. The Queen was the most prominent and remarkable enchantress at the time, likened at the initial phase of her prosecution to several legendary femmes fatales (Craciun 2003, 78): †¦ like Messaline, Brunchant, Fredigonde, and Medicis, who were formerly qualified with the titles of the Queen of France, whose names have ever been odious, and will never be effaced from the pages of history—Marie Antoinette, widow of Louis Capet, has, since here abode in France, been the scourge and the blood sucker of the French†¦ having squandered the finances of France†¦ in a dreadful manner, to satisfy inordinate pleasures, and to pay the agents of her criminal intrigues. The above statement was supported by Pierre Saint-Amand, who stated that â€Å"the execution of Marie Antoinette was by no means an affair of state† (Kilgore-Mueller 2008, 74).

The Connection Between A Coke And Relationships Essay

Besides the connection between a coke and relationships, I saw this technique very ironic because in culture individuals create a symbolic meaning and message to certain objects. On the other hand, Coca-Cola used this technique to their own advantage to implicate a new type of culture that exists between their products and the humans with ethnicities, giving off an essence of wholeheartedness. The company is effectual in branding out more than others because it is effective in protecting social connections and creating a better community. For instance, they moved one step further than just having individual’s name on a coke by putting labels of happiness and family to evoke positive emotions to their consumers. Overall, I saw Coca-Cola’s unique advertising technique of appealing to emotions as being culturally-related since their label portrays individuality, an intrinsic atmosphere and symbolism. In other cases, it may use words or phrases to convince their viewers tha t they have experienced what their viewers experienced and manipulate the viewers to believe that they are professionals in those specific situations. This technique allows advertisements to sell cosmetic products and infomercial products because they give a solution to a problem that the marketing producers created in the first place. In fact, advertisements create standards of human perfection and social norms that are impossible to reach by objectifying famous models or other endorsements of influentialShow MoreRelatedCoke Products Are Consumed Everyday1404 Words   |  6 PagesCoke products are consumed everyday. Over 8000 glasses equaling a total of 1.7 billion servings of Coca-Cola are consumed every second on this planet. John Stith Pemberton, an American Pharmacists, invented Coca-Cola in 1886, so this brand has existed for 130 years (Coca-Cola History). The iconic American brand, known around the globe, has created many commercials over the years to appeal to consumers thr oughout the world in a way that intrigues them to think its necessary to have Coca-Cola in theirRead MoreCoca Col The World s # 1987 Words   |  4 Pagesand change up their image. Coca-Cola uses many campaign advertisements that continue to connect with its customers. I will be focusing on the newest campaign called ‘Share a Coke’. I will explain how it was created, connects people around the globe, and how it generated profit and success to the company. Firstly, Share a Coke was created by Marketing Director, Lucie Austin and Creative Excellence Leader, Jeremy Rudge in 2014. They presented the idea by stacking Coca-Cola cans horizontally, swappingRead MoreThe Death Of A Free Coke Essay1205 Words   |  5 Pages †¢ Hugging the machine in Singapore to get a free Coke †¢ Dancing to get a free Coke in Korea †¢ Cycling on the beach to burn 140 calories (the same amount of calories in a bottle of Coke) for a free coke †¢ Singing a Christmas Carol to get a free Coke in Sweden †¢ Recycling old Coca-Cola bottles in Dhaka, Bangladesh and India to play free games on the machines However, the initial happiness machine started as an attempt to win the heart of the social-media savvy teens by creating a viral digitalRead MoreCoca Colas Brands Personality1732 Words   |  7 Pagespopulation can relate to and love. Brand Personality. The Coca-Cola brand is seen as having a bubbly and friendly persona. The heart of the brand focuses on the intimate relationship the company wants to create with its consumers. As a result, Coca-Cola would want to design its brand’s personality to best optimize the intimate relationship and attract all of its consumers’ interests. The company also promotes the importance of world cooperation and cultural integration through motivational promotions,Read MoreCola Wars: Coca Cola vs Pepsi867 Words   |  4 PagesBottling Companies. * High barriers to Entry. * Profits shared between CP and Bottling Companies/    * Rivalry: * Concentrated revenues, Coke and Pepsi accumulating 73% with small companies taking up the remainder (widely considered an oligopoly or duopoly)    * Substitutes: * Soft drink industry evolved from just Colas to other beverages like tea and bottled water. * As a result Coke and Pepsi expanded there offering with Minute-Maid and Nestea, cleaningRead MoreCoke And Nike : Selling More Than A Physical Product1406 Words   |  6 Pagesthe two colossal brands Coke and Nike, produce completely different products. Coke makes soft drinks, and Nike manufactures athletic attire. However, both Coke and Nike in their respective ads are not only selling their product, they are also selling the intangibles friendship and trust. It is these to intangibles that unquestionably suck the consumer in, and motivates them to purchase the product. In 2014, Coca Cola Published an ad to further promote their â€Å"Share a Coke† Campaign, in which consumersRead MoreThe Effects Of Social Media On Coca Cola1387 Words   |  6 PagesCola Company. Why do people drink Coke? Why is Coke so popular? Questions such as these will be answered throughout this strategy recommendation project. This paper will discuss the current effects of social media and how Coca-Cola should use social media to their advantage. Social media is an amazing entity for companies to use for public relations. Social networking sites such as Twitter, Facebook, Instagram, and YouTube are used to form relationships between companies and the consumer. 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Coke and Pepsi have been battling it out for some time in order to win the war of who can sell the best can of poison. People think of the tasty, sweet, and desirable drink as nothing more than a healthy dose of the daily sugar intake. Even backRead MoreStrategic Integration Of Marketing Communication1166 Words   |  5 Pagestechniques and the rise of digital media open more marketing opportunities and instruments to be incorporated into the communication mix. Interactive marketing is one of these new elements, which features two-way real-time dialogue and interaction between a buyer and a seller via the use of interactive media (Mulhern, 2011). The diversification of interactive media results in a wide variety of interactive communication methods which can be applied to every aspect of marketing initiatives. The frequent

South Park as Parody of Society Free Essays

South Park began airing in 1997. The commercials that preceded it gave the impression of it beinganother stupid cartoon; however, when I began watching, I realized important issues were being covered through the repeated behaviors and actions of its characters, through the influences these actions could have on the viewers, through the reinforcement and rejections of certain stereotypes, through the long-term effects that could result from watching the program, and through its reflection of social reality. Some of the repeated behaviors and actions of the characters include one of the children (Kenny) dying during each episode (followed by Stan yelling, â€Å"Oh, my God! They’ve killed Kenny† (South Park); the children ragging the overweight kid; the African-American chef obsessing about sex; and the geneticist performing insane experiments in his spooky laboratory. We will write a custom essay sample on South Park as Parody of Society or any similar topic only for you Order Now Kenny has been shot, run over by a train, impaled on a flag pole, beheaded, crushed by Mir, and taken by Death himself–to name a few. Cartman, the overweight kid, has been called â€Å"fat ass,† â€Å"lard ass,† and â€Å"the fat kid† (South Park). There are numerous references to his weight throughout each episode; he eats continuously, thanks to his Mother’s cooking and offering cookies, chocolate-chicken pot pies, and Cheesy Poofs. Each time Chef (voice of Isaac Hayes) offers to explain important issues to the kids, he breaks into a song about making â€Å"sweet love† to a woman. This leaves the children wondering just what the heck he is trying to say. There are references to his having sex with every available (and even unavailable) female in the town. There is a take-off of The Island of Dr. Moreau with a geneticist–mimicking Marlon Brando–conducting bizarre experiments: creating monkeys with four asses; creating mutant, militant turkeys; and bringing flesh-eating zombies to life. There are both negative and positive influences these repeated behaviors and actions could have on an audience. One negative effect could be the numbing of the viewer to children’s deaths: it is such a common occurrence on the show until it is expected. Another effect could be the instilling of negative feelings toward the overweight; the audience could be learning that it is acceptable to verbally attack a person with a weight problem. Also, in a time of AIDS, promotion of sexual promiscuity is a dangerous thing: never have the writers mentioned the use of condoms by Chef during his encounters. Finally, because of the recent advances in genetic research and its awakening of new fears in the public, South Park’s parody of the geneticist could further play on people’s fears. Despite the potentially negative influences of these behaviors and actions, there could be a positive influence existing in the form of catharsis. American society has suffered from the rules of political correctness, the fear of AIDS, and the fear of knowledge (the fear of going too far into God’s domain–thanks to our Puritanical background). Maybe South Park gives us release from repression by allowing us to laugh at the things we fear the most: death, ridicule of our differences by our peers, the contracting of deadly diseases, and advancements in science. (I am sure that most of us need release from the built-up tensions of daily life; South Park has given us this release. Despite South Park’s cathartic influence, it reinforces several negative stereotypes: the promiscuous African-American male, the self-serving public official, and the gun-happy redneck. As I wrote above, Chef has little control over his libido; this is an extremely negative stereotype of the African-American male. If Chef were Caucasian (let us say an Irish-English-German-Swedish-Scottish-etc-American), the stereotype could be avoided entirely. The mayor’s decisions are based solely on her looking good in the public eye. For example, when a volcano erupts, she uses fake concern for the children on the mountain to look like a caring person on Entertainment Tonight; she calls for continuous re-takes even though ET is broadcasting live. Uncle JimBo and Ned are the gun-toting Bubba types; when they take the kids on a camping trip, they get drunk and shoot at will. JimBo’s philosophies are, â€Å"hunting without drinking is like fishing,† and â€Å"thanks to those damned Democrats, we can only shoot certain animals that impose a threat; therefore, when you see an animal, you have to yell, ‘it’s comin’ right for us’; then you shoot† (South Park). At least one episode attempted to reject a negative stereotype: homosexuality is a bad thing. Stan’s dog, Sparky, turns out to be gay. Throughout the episode we hear the evils of homosexuality preached by the town’s people; Sparky runs away. Stan realizes that his love for his dog is more important than society’s negative views. Stan is counted on to win the big football game. He does not show up because he is searching for his dog (YES! What a message: football does not fit highly in the great scheme of things. He finds Sparky at Big Gay Al’s â€Å"Big Gay Animal Sanctuary† and brings him home. Stan shares his newfound understanding with the citizens, and they accept his view. All the gay pets return from Al’s to be with their owners. The owners apologize for being so narrow minded. This episode’s message is quite profound. The gay episode is one episode which may be obvious in its message and is quite easy to grasp; however, the long -term effects from watching this program could go in two directions. First, there is the possibility that children (and adults) watching this show would imitate the bad language and sometimes antisocial behaviors of the characters without realizing the important subtexts of the episodes. For example, Kyle is labeled a â€Å"fecal-phile† in the Christmas episode. He has a friend he calls Mr. Hankey. Mr. Hankey comes out of the toilet to bring Christmas cheer to all the little Jewish boys. Unfortunately, Mr. Hankey is a piece of feces, and as he dances around, he leaves marks on the walls, floor, and sink; he, also, writes â€Å"NOEL† on the bathroom mirror. Of course, Kyle’s parents blame Kyle–they do not believe in Mr. Hankey. Kyle is institutionalized for â€Å"fecal-philia. † Here, the problem could be kids thinking that it is cool to be in love with your own feces and cool to share it with others. They could miss the message found in the subtext: the fact that political correctness has gotten out of hand. This episode allows the inhabitants of South Park to express their dislikes over every aspect of Christmas–mainly, that each person’s rights are being infringed upon by someone else’s beliefs. The political correctness is what drives Kyle to his belief in Mr. Hankey, not the fun of playing in his own filth. Second, the audience could grasp the subtexts in these episodes and come to terms with their own morals and belief systems. There is a line spoken by Lex Luthor in Superman that makes good sense: â€Å"A man can read War and Peace and come away believing it is a simple adventure story; another man can read the ingredients on a chewing gum wrapper and unlock the secrets of the universe† (Superman). The fact is that South Park is out there; it is ultimately our responsibility to make of it what we will. It may be our responsibility to do with South Park what we will; however, this program reflects what already exists: â€Å"a society full of prejudices and fears which are embedded within its communities and how these human short-comings are passed on to children†( Hatley). Fortunately, in most of the episodes these negative actions and beliefs are dealt with in a manner that seeks to alleviate them. Unfortunately, this manner of lleviation is found in the subtext, and most people are not willing to look that far; it requires too much effort. Frighteningly, the show is a parody of society itself. In film, parody is usually the death-knell of a particular genre. Years ago, I read that Ren and Stimpy (another cartoon) was proof of the decline of our civilization because of its attacks on societal norms. â€Å"Could South Park be further proof of this decline, or is it just a funny cartoon that allows us to laugh at ourselves while dealing with our fears? †( Pineda) How to cite South Park as Parody of Society, Papers

Is it arguable that lady Macbeth is the fourth Essays -

Is it arguable that lady Macbeth is the fourth witch?' Discuss the character of lady Macbeth in response to the above statement. Shakespeare wrote the play 'Macbeth' explicitly for James I. The King was such a supporter of theatre that Shakespeare's company even became known as 'The King's Men'. King James's claimed that his lineage could be traced back to Banquo. Witchcraft was taken extremely seriously in Shakespeare's time, and if anyone was found to be practising witchcraft, they were sentenced to death. It was taken even more seriously than normal as James I was so afraid of witches that he even wrote 'Daemonologie' in 1597. This justified why witches should be persecuted under English law. The law against witchcraft in England was passed by parliament in 1563 at the wish of James I and was not appealed until 1951. In the play 'Macbeth', Lady Macbeth provides the ambition, the justification and the actions which drive the events of the play forward. She is made to act as a catalyst in Macbeth's evil doings. It is arguable that Shakespeare presented Lady Macbeth as a witch in the play in order to appeal and flatter James I. In the play Macbeth treats her as his equal and in his letter to her in act 1 scene 5, Macbeth calls her his 'dearest partner'. Lady Macbeth, on the other hand, seems tougher and more pragmatic. She says she wants to 'pour (her) spirits' into his ear and quickly Shakespeare shows how determined and ambitious she is. For instance, in his letter to her, when Macbeth calls her his 'dearest partner' her response is to ask where Duncan will go after his visit. This suggests that she is efficient, orderly and wants to get things done. Lady Macbeth has a very strong influence on Macbeth and is one of the main reasons as to why he acted as he did. Lady Macbeth is not certain whether Macbeth is too kind and is deprived of the evil that he is in need of in order to match his ambition. She says I fear () is too full'o the milk of human kindness to catch the nearest way. For this reason, she pressures him greatly into the prospect of committing regicide. Much the same as the witches, Lady Macbeth drives her husband to regicide with her taunts and questioning of his manhood. She persistently pressures him on by questioning his courage, and from the beginning, she calls upon the, Spirits that tend on mortal thoughts, to help her in her quest. The thought of becoming queen dominates her causing her to act out of line. Lady Macbeth plays a great role in the conspiracy against the king, pulling on the strings of her puppet, Macbeth. Lady Macbeth's growing ambition to be queen helps her to achieve great power. She has a growing obsession with becoming queen and this causes her to act with all the qualities of a witch, including the fact that she has no regard for morality, she is deceitful, and she is malicious. Macbeth is doubtful of his wife's plan to kill the king, however Lady Macbeth skilfully pressures him with statements questioning his masculinity, courage and by saying that his love is worthless to her if he refuses to go through with her plan. She says to him, screw your courage to the sticking-place in order to encourage him to be more villainous and optimistic about his actions. She uses compelling expressions to castigate Macbeth's of lack of commitment, even going as far as saying that she would dare to kill her own child for it, and dashed the brains out if I so sworn as you have done this if such a situation were to emerge. Lady Macbeth's confident reassurances and flatteries ensure Macbeth that there is no chance of them failing. She frequently uses powerful rhetorical questions su ch as, we fail? to enhance the effect of flattery and taunting. Lady Macbeth calls upon thick night and pall thee in the dunnest smoke of hell so that her keen knife will be unable to see the wound it makes. Although her senses are so alive and acute, Lady Macbeth's speech is

Organizational Analysis

Organizational Analysis Introduction Business organizations have persistently survived through different means of business operations (Rhodes and Westwood 9). Modern organizations rely on their corporate culture, management practices, and organizational structure to maneuver in the increasingly competitive business markets (Moore 656).Advertising We will write a custom research paper sample on Organizational Analysis-Google Company specifically for you for only $16.05 $11/page Learn More Organizational culture and organizational structure are two important facets of running modern companies, where certain corporate values and norms remained inculcated and nurtured by individuals in an organization within the corporate structure (Moore 658). Structure is the organizational administration set up, where individuals follow certain hierarchical or leadership trends in practicing their organizational duties. As business practices keep evolving, companies continue to differ in their struc ture and culture. Organizational ethnography is a scientific method of analyzing companies using direct observation and assessment via multiple research methods, including interviews and representations of artifacts (Walby 160). Eberle and Maeder state that, â€Å"organizational ethnography is the description of the culture and the everyday lives of people in organizations share† (68). Therefore, this study provides a virtual organizational ethnography of Google Company. Brief Overview of Google Company Google Company is one of the most famous companies that almost each internet user literally knows (â€Å"Google: Company† par. 3). The history of its development began when two innovators, Larry Page and Sergey Brin, coincidentally met and become friends at Stanford University in the year 1995 (â€Å"Google: Company† par. 1) . The two undergraduate students combined their innovative minds to construct a search engine that they named Backrub, which used the Intern et links to investigate the significance of personal webpage on the Internet (â€Å"Google: Company† par. 1). The name changed to Google as the official name of the company in 1998, when Page and Sergey decided to receive sponsorship from Sun co-founder Andy Bechtolsheim, who provided a check of $100,000 to boost the public expansion of Google.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More By 1998, the company managed to introduce the Google doodle initiative that enabled web visitors to interact with the Google homepage freely, resulting in massive growth of doodles on the Google homepages worldwide. Google Company introduced the AdWords self-service program that intended to create online ad campaigns to act as advertising solutions for businesses (â€Å"Google: Company† par. 4). The AdWords program has transformed and expanded to accommodate display web space, mobile and video ads and the commonly utilized text ads that assist thousands of entrepreneurs to advertise their businesses (â€Å"Google: Company† par. 4). By 2004, Google Company introduced Gmail, which is currently the most preferred internet email-service tool that supports speedy search, holds huge online data storage, and sends threaded messages (â€Å"Google: Company† par. 5). With the growing demand for social networks that connect people regardless of their geographical distance, Google introduced Google+ that is currently trending among the global preferred social media networks. Google is currently the leading internet search engine that operates in almost every modern technological device (â€Å"Google: Company† par. 5). Being a multinational company with an established corporate system, Google Company has a corporate culture and structure. The following are the artifacts that define leadership, structure, and culture of Google. Main Artifact s of Google Company To understand organizational culture, a foremost aspect that one must understand is that corporate culture depends on a communication of artifacts. According to Eberle and Maeder, â€Å"doing ethnography means using multiple methods of data gathering, like observation, interviews, collection of documents, pictures, audio-visual materials, as well as representations of organizational artifact† (54). Organizational artifacts may refer to the physical corporate layout, cultural assumptions, espoused values, shared norms and beliefs of a company that are normally inherent in an established corporate culture (Argyris 5). Artifacts are generally the visible structures that are apparent in an organizational culture.Advertising We will write a custom research paper sample on Organizational Analysis-Google Company specifically for you for only $16.05 $11/page Learn More Understanding the organizational culture often require a thorough appr aisal of major artifacts associated with a certain organization (Nussbaumer 3). Fundamental to such assumptions, this analysis considers evaluating the main artifacts associated with Google Company for the benefit of understanding the formal and informal dimensions of leadership, structure, and culture of Google, which Tran and Tian consider appropriate for the ethnographic assessment (231). Mission and Mission Statement of Google One of the most significant elements of corporate culture that defines the intentions of an established organization is the corporate mission, which is among the main artifacts of any operating company (Eberle and Maeder 57). A mission and mission statement of an organization normally reflect the intended practices and defines the line of operation of an organization. Mission normally defines the practice of a company or area of specialization (Schein 128). Google has an established corporate culture with distinct service charter that contains an articulat ed mission. The website indicates that, â€Å"Google’s mission is to organize the world’s information and make it universally accessible and useful† (â€Å"Google: Company† par. 2). The company seeks to maintain a liberal culture, which promotes sharing of ideas and opinions for the growth of robust innovations. Espoused Beliefs of Google In the organizational culture, espoused beliefs are shared norms, perceptions, philosophies, principles, ideologies and rationalizations that members of a certain organization mutually understand and uphold (Nussbaumer 2). An espoused belief sets organization on a platform where members remain connected to the ambitions of the company and makes members become committed towards achieving the overall goal of the organizations they serve (Olusoji, Oluwakemi, and Uchechi 38).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Espoused beliefs have the ability to influence individual actions at work and make organizations stronger in terms of the social association of workers, as shared convictions guide the attitudes and behaviors (Scott et al. 924). Google has a set of espoused values that act as the major artifacts and a medium of communication among members of Google Company. According to â€Å"Google: Company† (par. 3), Google Inc has vested its foundation on the notion that organizations need to espouse ten important things that Google and its management believe are the foundation for exemplary organizational performance. Google Company believes in customer satisfaction and attention to customer demands, and ensures that its innovation team and employees focus on what deems imperative and significant for the consumers (â€Å"Google: Company† par. 2). Google believes on working tirelessly towards solving problems, cracking complex issues, and providing continuous improvement of its oper ations (â€Å"Google: Company† par. 3). Another significant belief of Google is being fast and reacting towards change is their basic assumption towards success. Google believes that democracy extends beyond dealing with employees, and providing an opportunity to its workforce to contribute to innovation is important (â€Å"Google: Company† par. 5). The company believes that technology and innovation are significant to organizational success in information sharing and communication. Google also serves on the notion that a lucrative business can strive without exercising evil and legitimacy is requisite for any organization (â€Å"Google: Company† par. 7). Google assumes that information and knowledge are diverse and that they are borderless, so innovation and iteration are vital tools of maneuvering in the modern world of business. Underlying Values and Assumptions Google is a company that believes in modernizing its operational techniques. The company has a cul ture with assumptions that are crucial to human resource and the power of organizational cohesion (Annika and Alange 247). A major assumption shared by managers and employees of Google is that organizations become what they are, through the influence of human socialization. The company hires, employs, and retains its workers based on their professional abilities, but not based on their deemed professional experience in their areas of specialization. â€Å"We hire people who are smart and determined, and we favor ability over experience† (â€Å"Google: Company† par. 1). Google Company assumes that innovation and creativity do not associate with people of certain creed, race, religion, or nationality, and believes that cultural diversity makes an organization extra competitive. Google employees have shared values of embracing innovation, promoting racial inclusivity, improving technological communication, putting extra effort in achieving individual and communal objectiv es (â€Å"Google: Company† par. 1). Google also believes that cohesion in an organization is vital for mutual success. The Organizational DNA in Analyzing Google Organizational DNA is another analytical tool that helps analysts to undertake an assessment of an organization. Organizational DNA involves four sets of important building blocks that combine distinct identities and facets necessary for organizational survival (Soulsby and Clark 1430). The DNA organizational building bands include the organizational structure, decision-making actors, motivators to the workforce, and information or knowledge sharing (Tran and Tian 231). Apparently, the four DNA bands are practicable in Google Company. Google has both informal and formal structures, leadership, and culture, with the two dimensions well integrated and mutually supporting its operations without any odds. In the organizational DNA, the structure band comes into play with the formal dimension where Google seems to have a definite hierarchical structure. Another DNA band is right to decision-making, where it associates with formal dimension in Google appears mostly in top down decision-making, since managers and top executives have the highest authority in decision making. Motivators as a DNA band come into play with its informal leadership where Google seems to empower its employees. From a theoretical perspective, there are formal and informal components of the organization that are inherent in organization, but they are very subtle to identify and understand at times (Soulsby and Clark 1430). The formal structures of an operating organization are the permanent feasible laws, principles, practices, and the intra-organizational structures and procedures that facilitate accomplishment of desired goals and objectives (Bertocci 10). Formal organization structure support maintenance of the logical authority of a surviving organization and permits the concept of job specialty and labor division in an org anization. Formal organizational structure has a set of established rules and regulations, the hierarchical order of governance, stipulated principles, a scalar chain of communication, and strict observance. The informal structure of an organization is the cross-functional and interpersonal interaction or association that exists between members of an organization without barriers of hierarchical arrangement of an organization (Scott et al. 924). The informal structure of the organization or the informal dimension represents the autonomy, mobility, and sovereignty of members of an organization and the impact they have on the general decision-making process in the organization. A closer look at Google and its corporate culture, Google is both a formal and an informal organization that is relying on a combination of two leadership techniques in its management practices. What depicts the formalness of Google is the form of leadership that is hierarchical and dictatorial. Authoritatively , Google has several laws and regulations that govern the actions and behaviors of workers in their professional practices (Annika and Alange 247). Hierarchically broken down from executive officers, senior leadership and a list of board of directors, the power of leadership in governing people and resources in Google is eminent. Nonetheless, democracy is also practicable in Google as the organization has embraced informal leadership, structural, and cultural dimensions, which have some employee motivation, empowerment, and recognition, as clearly demonstrated in its leadership (Pescosolido 80). The top management contains democratically elected leaders, with a significant cultural mix. Annika and Alange postulate that such leadership techniques have placed Google among the fortune 500 companies (250). The Formal Dimension of Google Formal dimensions of an organization involve the mechanistic structure that is hierarchical, which consists of top, middle, and lower levels of leadersh ip (Dwyer 1234). Clear ties of chain of command are one of the aspects that demonstrate the formalness of an organization. Hierarchically, Google has a management team that is responsible for ensuring that the company continues to perform and survive in the highly competitive technology industry where the company has invested most (â€Å"Google: Company† par. 1). The founder, Larry Page, is the Chief Executive of the company and is responsible for overseeing the entire operations of Google throughout its continued existence. Larry is responsible for incorporating sensible changes in the organization, product development, and designing technology strategies that are imperative for growth and survival of Google (â€Å"Google: Company† par. 3). The organization has been able to maintain a stable management order with a strong foundation of shared values and order of power that almost each board member of Google understands, with decisions made in a top down manner. From i ts website information, Google is a formal organization with an established chain of command and corporate principles that guide the actions of all stakeholders inclusive of its workforce (â€Å"Google: Company† par. 5). Apart from the general CEO in charge of overseeing the overall operations of the organization, Google has some structural elements that depict the mechanistic structure of administration. To enhance corporate ethics and to control the behaviors of its employees, Google has a code of conduct that all employees must strictly adhere to the stipulated norms of practice (â€Å"Google: Company† par. 3). Directors, officers, and all employees of Google Company must follow the Google code of conduct that contains set principles of practice, which guide professional duties. Google code of conduct states that, â€Å"we expect all of our employees and board members to know and follow the code, failure to do so can result in disciplinary action† (â€Å"Goo gle: Company† par. 4). According to Brose (15), formal organizations consider companies as rational entities, where corporate design is an operational science, while people are economic facets. The first building block of organizational DNA is right towards decision-making processes in organizations (Dwyer 2). The process of decision-making is authoritative, with main decision process depending on agreed issues among the top executives of the organization, which comprise of board of directors and governors. The board of directors is responsible for developing corporate principles, punishing law offenders in the organization, and ensuring that the workers adhere to the philosophies established by the organization (â€Å"Google: Company† par. 6). Google has a set of rules and regulations that demonstrate the formalness of Google Inc. The company expects that all employees and directors respect and adhere to the rules and regulations governing Google organization (â€Å"G oogle: Company† par. 3). The board members are hierarchically responsible for development of laws and corporate governance guidelines that form an important framework for effective management in Google Company (â€Å"Google: Company† par. 4). Such ideologies indicate that Google is an organization with formal leadership, structure, and culture, since employees follow guiding principles, hierarchy, and rules in their operations. The Informal Dimension of Google Informal organization structure involves interlocking social structures that influence the relationship of workers and managers in an organization (Lunenburg 2). From the information found on the webpage of Google, the company has a mixture of mechanic and organic structures, which means that both formal and informal dimensions are practicable in its administrative techniques. Despite having a formal arrangement in its organizational structure with clear ties in the order of command, Google has an informal arrange ment, which are components of organic structure (â€Å"Google: Company† par. 5). Organizations that have an organic structure dwell on the notion that people are emotional creatures, and organizations are cooperative social systems or units that need informal structure with rules, shared norms, and official practices or procedures that govern firm operations (Lunenburg 4). Among the major four organizational DNA bands, motivators at workplace are important aspects of organizations that spur change and development. â€Å"Google: Company† respects the fact that humans are rational beings with feelings and emotions that need maximum recognition and protection (par. 3). Intrinsic motivation comes from the notion that members of an organization are capable of making autonomous decisions and contributing to the organization through applying their creativity in designing innovations (Cameron and Quinn 25). Empowerment is a key component in an informal organization and Google has maintained a close relationship with its employees while also considering the importance of empowering workers (Cameron and Quinn 25). According to â€Å"Google: Company†, the management team believes that investing on empowering employees is important as it motivates the workforce towards achieving individual and corporate goals (par. 8). The aspect of power decentralization is evident in Google Company as the company partially encourages employees to participate in managerial innovation decisions. The company believes that employees come from diverse backgrounds, and therefore, they have different abilities that are capable of fostering creativity and innovation (â€Å"Google: Company† par. 11). Google managers have fostered a culture of empowering employees to participate proactively in ensuring trust and loyalty by having the authority to report misconduct without the fear of prejudice or intimidation. An informal organization that perpetuates cultural, social, and relationship values in the organization normally remain unbiased, unrestricted, and fair, irrespective of the individual’s power (Pescosolido 82). The informal dimension of leadership, structure, and culture is evident in Google through its corporate collaborations and interactions that do not alienate the subordinate staff (Dubois par. 3). Although the responsibilities of decision making at Google remain bestowed mostly to the top executives and board members, who are responsible for policy formulation, a sense of collective decision-making is inherent. Informal organizations promote open communication. Google has fostered open communication between subordinates and top officials, as laws and regulations in Google are supreme (Dubois par. 5). The corporate policies allow employees of Google to report misconduct and violations among officials, without any fear of intimidation (Dubois par. 9). Directors are independent, but regularly advised to observe ethical leadership while managing the workforce and resources of Google Company. Personal Analysis of the Findings From the assessment done, Google seems to be a competent organization that requires professional expertise in handling its workforce that seems well informed. The assessment reveals that Google Company is an organization that utilizes informal and formal administrative techniques in its operations, where both mechanistic and organic forms of arrangement are inherent. Effective managerial skills are significant in an organization with this form of structure (Barley and Kunda 82). To be a competent manager in Google Company to fit within the hierarchy, one would have to possess professional management skills that include exemplary leadership skills, interpersonal communication skills, and innovative skills (Barley and Kunda 82). As a manager working within the formal structure of Google, where decision-making is one of the responsibilities the management team holds, having great innovative skills and decision-making skills would make someone proficient. Such skills would enable a manager to communicate effectively with others within the line of command, enable the manager to actively engage in decision-making processes and manage their area of specialization confidently. Since Google also contains the informal organizational structure, where aspects of organic arrangement are inherent in the organization, having effective skills to deal with aspects of intrinsic motivation among employees is significant (Mackenzie 50). Managers working in companies with an informal organizational structure normally have the responsibility of empowering their subordinates to participate in organizational management (Bertocci 13). In essence, working with Google would involve dealing with the informal component that examines the motivation of employees being the foremost aspect. Effective leadership skills, interpersonal communication skills, team building, coaching skills, sociability, monitoring skills, and conflict resolution skills would be important skills needed to motivate workers. Currently, I personally can fit into Google as an employee because its set of principles, ethical leadership, and operational practices are adaptable and thus they promote individual and corporate growth. The company has a reasonable authoritative form of leadership and democratic leadership. As a recommendation, although most appropriate, Google’s leaderships seem heavily hierarchical and struggle for power among managers may lead to detrimental repercussions. As Prosser (40) recommends, forming autonomous worker-groups within the structures would effectively support innovation, ease decision-making process, and enhance trust among the workforce. Conclusion Organizational leadership, culture, and structure are three significant aspects that depict the operational nature of an organization. Established organizations have different forms of leadership, culture, and structur e. Google is an established company with a hierarchical leadership system, organization culture with shared values, espoused beliefs, and common ideologies. Through a virtual ethnology of Google Company, the study concludes that Google Inc is an organization that operates on formal and informal structures with both formal and informal components of the organization inherent in its leadership, culture, and structure. The formalness of Google is evident from its hierarchical arrangement in the decision-making process, order of corporate governance, its regulations, ethical principles, and the Google code of conduct. From the informal perspective, Google believes that employees are rational beings with emotions and empowering the workforce, makes workers highly efficient. As a recommendation, forming autonomous worker-groups within the structures would effectively support proper innovation, ease decision-making process, and enhance trust among the workforce. Annika Steiber, and Sverke r Alange. A corporate system for continuous innovation: the case of Google Inc. European Journal of Innovation Management 16.2 (2013): 243 -264. Print. Argyris, Chris. Organizational Traps: Leadership, Culture, Organizational Design. New York: Oxford University Press, 2008. Print. Barley, Stephen, and Gideon Kunda. â€Å"Bringing work back in.† Organization Science 12.1 (2001): 76-95. Print. Bertocci, David. Leadership in Organizations: There is a Difference between Leaders and Managers. New York: University Press of America, 2009. Print. Brose, George. â€Å"Introduction: Towards a culture of non-simultaneity?† Time Society, 13.1 (2004): 5-26. Print. Cameron, Kim and Robert Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. London: John Wiley Sons, 2011. Print. Dubois, David. Google, the Network Company: From Theory to Practice. 2013. Web. Dwyer, Rocky. â€Å"Formal organizations in contemporary society: The relevance of historical perspectives. Management Decision 43.9 (2005): 1232-1248. Print. Eberle, Thomas, and Christoph Maeder. Organizational ethnography. London: Sage Publishers Limited, 2011. Print. Google: Company 2014. Web. Lunenburg, Fred. â€Å"Formal Communication Channels: Upward, Downward, Horizontal, and External.† Focus on colleges, universities, and schools 4.1(2010): 1-7. Print. Mackenzie, Donal. Material markets. How economic agents are constructed. Oxford University Press, 2009. Print. Moore, Fiona. â€Å"Holistic ethnography: Studying the impact of multiple national identities on post-acquisition organizations† Journal of International Business Studies 42.1 (2011): 654-67. Print. Nussbaumer, Alison. Organizational Culture and Internationalization: A Brief Literature Review. 2013. Web. Olusoji, George, Owoyemi Oluwakemi, and Onakala Uchechi. â€Å"Theorizing the Concept of Organizational Artifacts: How It Enhances the Development of Corporate Identity.† Inter national Journal of Business Administration 3.4 (2012): 37-43. Print. Pescosolido, Anthony. â€Å"Informal Leaders and the Development of Group Efficacy.† Small Group Research 32.1 (2004): 74-93. Print. Prosser, Stephen. Effective People: Leadership and Organization Development in Healthcare. New York: Radcliffe Publishing, 2010. Print. Rhodes, Carl, and Robert Westwood. Critical representations of work and organization in popular culture. London: Routledge Publishers, 2009. Print. Schein, Edgar. Organizational Culture and Leadership. London: John Wiley Sons, 2010. Print. Scott, Tim, Russell Mannion, Huw Davies, and Martin Marshal. â€Å"The Quantitative Measurement of Organizational Culture in Health Care: A Review of the Available Instruments.† Health Services Research 38.3 (2003):923-945. Print. Soulsby, Anna, and Emily Clark. â€Å"Organization theory and the post-socialist transformation: Contributions to organizational knowledge.† Human Relations 60.10 (2 007):1419–1442. Print. Tran, Quangyen, and Yezhuang Tian. â€Å"Organizational Structure: Influencing Factors and Impact on a Firm.† American Journal of Industrial and Business Management 3.2(2013): 229-236. Print. Walby, Kevin. â€Å"Institutional Ethnography and Surveillance Studies: An Outline for Inquiry.† Surveillance Society 3.3 (2005): 158-172. Print.

Ile Ife (Nigeria) History and Archaeology

Ile Ife (Nigeria) History and Archaeology Ile-Ife (pronounced EE-lay EE-fay), and known as Ife or Ife-Lodun is an ancient urban center, a Yoruba city in Osun state in southwestern Nigeria, about 135 northeast of Lagos. First occupied at least as early as the 1st millennium CE, it was most populous and important to the Ife culture during the 14th and 15th centuries CE, and it is considered the traditional birthplace of the Yoruba civilization, of the latter part of the African Iron Age. Today it is a thriving metropolis, with a population of about 350,000 people. Key Takeaways: Ile-Ife Ile-Ife is a Medieval period site in Nigeria, occupied between the 11th and 15th centuries CE.  It is considered the ancestral home of the Yoruba people.  Residents made naturalistic Benin bronzes, terracotta and copper allow sculptures.  Evidence at the site shows local manufacture of  glass beads, adobe brick houses, and potsherd pavements.   Prehistoric Chronology Pre-Classical (also known as Pre-Pavement), ?–11th centuriesClassical (Pavement), 12th–15th centuriesPost-Classic (Post-Pavement), 15th–17th centuries During its heyday of the 12th–15th centuries CE, Ile-Ife experienced a fluorescence in bronze and iron arts. Beautiful naturalistic terracotta and copper alloy sculptures made during the early periods have been found at Ife; later sculptures are of the lost-wax brass technique known as Benin bronzes. The bronzes are thought to represent rulers, priests, and other notable people during the citys florescence as a regional power. It was also during Classic period Ile Ife that construction of decorative pavements, open-air courtyards paved with pottery sherds. The sherds were set on edge, sometimes in decorative patterns, such as herringbone with embedded ritual pots. The pavements are unique to the Yoruba and believed to have been first commissioned by Ile-Ifes only female king. The Ife period buildings at Ile-Ife were constructed primarily of sun-dried adobe brick and so only a few remnants have survived. During the medieval period, two earthen rampart walls were erected around the city center, making Ile-Ife what archaeologists call a fortified settlement. The royal center had a circumference of about 2.5 miles, and its inner-most wall encircles an area of some three square miles. A second medieval period wall encircles an area of some five sq mi; both medieval walls are ~15 feet tall and 6.5 ft thick. Glass Works In 2010, excavations were undertaken in the northeastern part of the site by Abidemi Babatunde Babalola and colleagues who identified evidence that Ile Ife was making glass beads for its own consumption and for trade. The city had long been associated with glass processing and glass beads, but the excavations recovered almost 13,000 glass beads and several pounds of glassworking debris. The beads here have a unique chemical makeup, of contrasting levels of soda and potassium and high levels of alumina. The beads were made by drawing a long tube of glass and cutting it into lengths, mostly under two-tenths of an inch. Most of the finished beads were cylinders or oblates, the rest are tubes. Bead colors are primarily blue or blue-green, with a smaller percentage of colorless, green, yellow, or multicolored. A few are opaque, in yellow, dark red or dark gray. Bead-making manufacturing is indicated by pounds of glass waste and cullet, 14,000 potsherds. and fragments of several pottery crucibles. The vitrified ceramic crucibles are between 6 and 13 inches tall, with a mouth diameter of between 3–4 inches, which would have held between 5-40 pounds of molten glass.   The production site was used between the 11th and 15th centuries and represents rare evidence of early West African crafts. Archaeology at Ile-Ife Excavations at Ile Ife have been conducted by F. Willett, E. Ekpo and P.S. Garlake. Historical records also exist and have been used to study migration patterns of the Yoruba civilization. Sources and Further Information Babalola, Abidemi Babatunde, et al. Chemical Analysis of Glass Beads from Igbo Olokun, Ile-Ife (Sw Nigeria): New Light on Raw Materials, Production, and Interregional Interactions. Journal of Archaeological Science 90 (2018): 92–105. Print.Babalola, Abidemi Babatunde, et al. Ile-Ife and Igbo Olokun in the History of Glass in West Africa. Antiquity 91.357 (2017): 732–50. Print.Ige, O.A., B.A. Ogunfolakana, and E.O.B.  Ajayi. Chemical Characterization of Some Potsherd Pavements from Parts of Yorubaland in Southwestern Nigeria. Journal of Archaeological Science 36.1 (2009): 90–99. Print.Ige, O.A., and Samuel E.  Swanson. Provenance Studies of Esie Sculptural Soapstone from Southwestern Nigeria. Journal of Archaeological Science 35.6 (2008): 1553–65. Print.Obayemi, Ade M. Between Nok, Ile-Ife and Benin: Progress Report and Prospects. Journal of the Historical Society of Nigeria 10.3 (1980): 79–94. Print.Ogundiran, Akinwumi. Four Millennia of Cultura l History in Nigeria (Ca. 2000 B.C.–A.D. 1900): Archaeological Perspectives. Journal of World Prehistory 19.2 (2005): 133–68. Print. Olupona, Jacob K. City of 201 Gods: Ilà ©-Ife in Time, Space, and the Imagination. Berkeley: University of California Press, 2011. 223-241.Usman, Aribidesi A. On the Frontier of Empire: Understanding the Enclosed Walls in Northern Yoruba, Nigeria. Journal of Anthropological Archaeology 23 (2004): 119–32. Print.

Your book identifies five factors that contribute to the growth of Essay

Your book identifies five factors that contribute to the growth of tourism. Discuss these trends and how they have become more relevant or less relevant in our current world situation - Essay Example Since the dual income family trend is increasing, the demand for tourism destinations is also increasing. The latter will increase the supply of tourism in the next few decades, which is good for the tourism industry. Unlike a few decades ago, travel has become more dynamic. Travel options for the disabled, the elderly and the able bodied has been increasingly receiving attention. As welfare associations pressure, air companies support disabled travelling amenities and they provide traveling options for the elderly. Improving travelling conditions is important to the tourism industry since the market range increases exponentially (Silva & Howard, 2006). Tourism industries nowadays accommodate all people interested in visiting different sites due to good travel amenities. It involves commissioning a company to cater for all the tour needs of related tourists. The company picks the site, caters for accommodation and organizes the activities. All the latter activities are done at a lower price, and they attract more tourists (Silva & Howard, 2006). Package tours help save money hence their relevance in the current world and economy is evident. Most people relate to the internet due to evolution of technology. It is easier to pick tourism sites and book the means of travel out of the comfort of one’s home. Eliminating the stress associated with queuing and doing things manually in a digital world makes the internet a relevant aspect in the current world (Silva & Howard, 2006). It is an aspect that almost everybody can associate with and maneuver, hence it will be relevant for a long time to

Training and development for manager in multinational company how that Essay

Training and development for manager in multinational company how that will effact on financial dicion - Essay Example In this context, corporation invests on the training and development of workers and managers. However, when organizations undertake investments, it is with the idea that there will be a positive return of investments (Kahnemann & Riepe, 1998). As such, training is tied up with the financial and profit making-goals of the organization, thus, requiring a strong foundation for the decision to invest in the training and development programs of workers and managers. In this regard, training and development are evaluated in terms of costs and benefits that will accrue to the organization because of the investment. However, as training and development are investments of the organization necessary for its survival, the need to understand the relationship and interaction of the training programs vis-a-vis its financial repercussions for the company become essential not only for the development of training programs, but also on the financial decision-making necessary for the implementation of the training. 2. Literature Review As the need for more experienced managers in all the departments of the firm increases, significant monetary investments are incurred by the organization in terms of recruitment, selection and training (Mosier, 1986). This fact highlights two critical elements required in understanding the contemporary condition of workers and managers. First, in the real world, the truism that all systems are improvable (Drury, 2005). Second, it is the reality that things changes overtime. As such, there is a need to respond to the demands made by changes (Drury, 2005). In this view, training and development programs for managers become not only as a tool for the economic survival of the company but also a necessity in itself in order to handle the demands of the global market (Ramirez et al., 2007). 2.1 The Current Context Training and development of workers and managers contribute to the productivity and profitability of the organization (Mosier, 1986; Swanson & Sleezer, 1998). However, training programs entail costs. In this regard, there is a need to come up with a positive framework that will enable decision-makers in coming up with valid reasons for the implementation of the training programs (Heckmann, 2000). This scenario presents the fact that training programs are not arbitrarily taken by the organization, but are pursued due to the following reasons. First, managers that are more skilled are more economically efficient (Heckmann, 2000). Second, experienced managers are more motivated and engaged in creating a workplace environment that will promote learning and development for the employees (Nahrgang, Morgeson & Hofmann, 2011). This is important since through the leadership of the skilled managers; the workers align their goals and objectives with the goals and objectives of the company, thus, enabling growth for both the employees and the company (Wolfgang & Brewster, 2005). Third, training and development of managers are key fac ets of contemporary organizations (Swanson & Sleezer, 1998). Fourth, managers that are more skilled are more focused in performing their tasks and are not affected by irrelevant factors such as gender, physical appearance and age in the accomplishment of the function (Weiss & Shanteau, 2003). Finally, fifth, the productivity of more skilled workers and

History of Germany Essay -- essays research papers

Germany, a country rich in culture and heritage, yet plagued by the fallout of World War I and World War II, has progressed to become the centerpiece of the European Union and the world’s third richest economy. The first German Empire dates back to the Roman Empire starting in the 8th century AD. During the Middle Ages the German Empire fended off many attacks against their soil from the Hungarians and the Slavs. Fighting and power struggles continued until the 1400’s, when the modern world gradually came into existence with intellectual, economic and political changes. During the late 1490’s and early 1500’s, Maximilian I put into motion his plan to reform the German Empire by creating an Imperial Supreme Court (Reichskammergericht), levying imperial taxes and increasing the power of the Imperial Diet (Reichstag) (Wikipedia). By the mid 1500’s Germany was a reforming nation with revolts, uprisings and a general division of the empire based on religious beliefs and resentment. This division of factions led to the Thirty Year’s War which ravaged Germany from 1618 to 1648. The war ended in 1648 with the signing of the Peace of Westphalia. As a result, German territory was lost to France and Sweden. In the following years, imperial power declined as states gained more power. This power struggle led to a century of resistance against German rule and persecution. The French revolution sparked a new war between France and its Eastern neighbors. In 1803 Napoleon relaunched the war against the Roman Empire and abolished almost all the smaller secular states and most of the imperial free cities (Wikipedia). The Roman Empire was formally dissolved on August 6, 1806 when the last Holy Roman Emperor Francis II resigned. At that time the Confederation of the Rhine was established under Napoleon’s protection and in 1815 Napoleon was defeated at Waterloo. Following Napoleon’s defeat, the territory of the former Roman Empire was broken into a loose union of 39 states with 35 ruling princes and 4 free cities. Germany began to be industrialized in the 19th century. In 1825 the first steamship sailed on the Rhine and in 1833 the first telegraph was constructed. Railway lines were built in 1835 and in 1866 Siemens constructed the first dynamo (Wikipedia). The industrialization led to modern warfare techniques and ultimately the nationalism, imperialist competition and mi... ...est Berlin (Wikipedia). West German Chancellor Helmut Kohl outlined a plan for the unification of the two nations on November 28, 1989. A formal union of the two political systems occurred in October, 1990. In essence, East Germany was annexed by West Germany and took on its monetary and legal systems. Currently, Germany is quite possibly the centerpiece of the European Union and a strong support of the enlargement of NATO and the EU. Germany’s military participate in multinational relief efforts and has backed the United States in Afghanistan after the terrorist attacks on 9/11. With annual exports of $900 billion, Germany is the World’s leading exporter, well ahead of the United States. Even with its tarnished past and history of war and struggles, Germany is a country that has come a long way in the last two decades with respect to its government, industry and education. Detwiler, Donald S. Germany: a Short History. Carbondale: Southern Illinois University Press, 1999. â€Å"History of Germany.† Wickipedia. 4 Aug. 2005. 28 Jul 2005 â€Å"History of Germany since 1945.† Wickipedia. 24 Jul 2005. 28 Jul 2005 K., Joseph & G., Owen. A History O’Germany. 7 Feb 2001. 28 Jul 2005

Leader Styles Essay

Style Kimberly Burrow HCS 457 May 20, 2013 Dalynn Campbell Leadership Style This essay is on the different leadership style from a historical person of my choosing. The successful management styles of this person also the leadership styles. The score of my Leadership and Team Self-Management Assessment the class was asked to perform. The leadership styles and traits of my historical person. The traits that I can learn from my historical person and the traits and styles my historical person can learn from me. Historical person Leonard D. Schaeffer was a successful leader in Blue Cross of California. He was the president and CEO who helped orchestrate the transition into Wellpoint, which is the second largest publicly traded health care company in the United States. By 2004, Schaeffer built Wellpoint into a 19 billion dollar operation. Schaeffer oversaw the merger with Anthem Health Care. Schaeffer brought a wealth of public policy and experience and government knowledge to the board as senior adviser to Texas Pacific Group (TPG). He served as an Administrator of the United States Health Care Financing Administration, Centers for Medicare and Medicaid Services (Harvard Business School, n. d. ). Successful management style The management theory Schaeffer uses in 1986 when he was recruited for president and CEO at Blue Cross of California. Schaeffer was the visionary of making the company the 40 million dollars that he was informed the company should make that year he became president and CEO. He fired 3,000 employees, the CFO, and sold everything that was not nailed down. Schaeffer tarted HMOs in Blue Cross of California, his theory was, â€Å"if you look at Americans, they don’t know much about health policy, but they know a lot about the rights and privileges of consumers† (A conversation with Leonard Schaeffer p. 27). He went public with WellPoint, sold 20% to the public. That gave the company capital, acquisition capital, and stock. The company began to diversify risk, economic regions, differ ent regulators, and different opportunities. This style of management is in the influence of culture. Schaeffer stated † You need different management techniques at different times. If you look back on the history of our company, the first stage is the turnaround. You need top-down, autocratic, â€Å"Here’s what you are going to do. † â€Å"Why? † â€Å"Because I told you to do it. † Top-down, directed, tell people what to do. You don’t have to be right, you just have to keep moving (A conversation with Leonard Schaeffer p. 27). Successful leadership style The leadership theory Schaeffer used was the democratic leadership. With the motivation with internal drives and impulses. He made decisions, set goals, worked toward achievement, and informed task to be done. The autocratic leadership Schaeffer used had little trust in employees and systematically exclude them from decision making. His leadership behavior helped the organization achieve its objective. When individuals gets to the point he or she realizes they can not run a company alone that is participative management. They bring people in that add and create value. Autocratic style is occurs when leaders have meetings and members suggest things and the leader takes the best suggestions and uses it without members voting. Leaders should shifts from internal concerns to external concerns to ensure the company is running well and is providing consumers with the companies product. With external concerns the leaders should give up the day-to-day control. They may impact and control the company but they can not control the external environment (Schaeffer). The score of my Leadership and Team Self-Management Assessment My score for the leadership and team self-management assessment was 50. The score total explains that I have excellent team leadership skills. Leading a team, management needs to bring together diverse talent, define goals, arrange efforts, and manage the relationships between team members (McBride, 2012). The team leader with skills in authority to set directions, democratic leadership if the team is successful, and the ability to re-establish team relationships if there is an issue. A good leader can find the teams strengths and outline the purpose of the team. Each member is unique in his or her own way rather it is their age, race, their motivation, or his or her ethnicity that brings diversity to the team. A manager should listen to the members of a team and offer their thoughts to lead a positive discussion. Keeping up-to-date with training will help leaders or manager with teams on the projects of his or her organization. Leonard Schaeffer leadership styles and traits In Schaeffer’s early career his leadership style was â€Å"Autocratic Leadership. † He realized that autocracy is the most painful, least enjoyable, and has its place if in a turnaround situation (Schaeffer, 2002). After his autocratic leadership in turning around the company, he realized he had to change his leadership style. The company began to focus on creating innovative products and excellent customer service, along with any decision instead of no decision. His role to ensure the organizations long-term success when the company changed so he had to change. Schaeffer changed from autocratic leadership to participative leadership style. The participative leadership style at the company they set four or five clear goals for the team to meet and gave them free rein to meet those goal as long as they stayed on budget. He laid out specific strategies for each goal. Managers had to take responsibility for meeting these goals. Researcher Rinsis Likert from the University of Michigan explanation what â€Å"Participative Leadership Style† is, â€Å"requires that the CEO receive suf? cient information from employees to make important strategic decisions but that he or she leave the implementation of strategy up to the line managers† (as stated in the Leadership Journey). Schaeffer changed his style of leadership when the company could deliver on its promises to customers and investors. Schoeffer’s style changed to â€Å"The Reformer† that demonstrates what is possible. He has several meeting with people outside the company to discuss health care practices, policies, and government representatives. As reformer he is the point person for tough questions. During his leadership journey Schoeffer has created concrete goals, and has wore different leadership caps that alter the way he assess a business situation. Even though past leadership styles worked each new situation is different. He has learned to pay attention to the teams dedicated to fulfill the goals. The traits from Leonard Schaeffer I can learn Throughout the years Schaeffer has developed different traits on leadership and learned from the traits and advanced to better trait. The traits that I can learn from is the participative leadership style. The participative style is to set several goals and let the team work on the project as he or she wishes. The traits Leonard Schaeffer can learn from me I know that with each situation there is a different leadership style that can be used to completer the project. The traits that Schaeffer can learn from my leadership is empathy for those who work report to him. When leaders treat employees with empathy the team there tend to be a better influential in getting the team to take initiative. If there is bad behavior in the team a good leader knows how to guide the team. This essay is on the different leadership style that Leonard Schaeffer used throughout his career. He started with a company that was on the verge of bankrupt and turned the company around. Schaeffer management style was democratic in the beginning and at the end his style was autocratic of his career at Blue Cross of California. My score on the Leadership and Team Self-Management Assessment was a 50, which is an excellent team leadership skills. The skill of diversity in leading a team is good behavior skill. Schaeffers leadership style and traits started with autocratic leadership changed to participative leadership style and ended with Schaeffer’s style as the reformer. The trait I can learn from Schaeffer is participative style, and the style Schaeffer can learn from me is empathy. References Harvard Business School. (n. d. ). Great American Business Leaders Of The Twentieth Century. Retrieved from http://www. bs. edu/leadership/database/leaders/leonard_d_schaeffer. html McBride, S. (2012). Team Leadership Skills. Retrieved from http://www. themanagersguide. co. uk/team-leadership-skills. html Porter-O’Grady, T. ; Malloch, K. (2007). Managing for success in health care. St. Louis, Mo: Mosby, Elsevier. Shortell, D. S. (n. d. ). A Conversation with Leonard Schaeffer. Retrieved from http://s ph. berkeley. edu/pubs/magazine/mag_sp06/pdf/schaeffer. pdf Sullivan, E. J. ; Decker, P. J. (2009). Effective leadership and management in nursing. (7th ed. ). Upper Saddle River, NJ: Pearson Prentice Hall.

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