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. It is vitalRead MoreCoca Col An Overview1694 Words   |  7 Pagesteenagers from all over the world on top of a hill singing I d Like To Buy The World A Coke. Then in 1978, China allowed only the Coca Cola Company to sell packaged cold drinks in the People s Republic of China. In the 80s, Robert C. Goizueta (w ho fled Castro s Cuba) became the CEO of the Company and organized the US bottling operations into a public company, Coca Cola Enterprises, Inc. Then, he released diet Coke which came in second to Coca Cola. Later, he reformulated a new taste for Coca ColaRead MoreCoke And Pepsi : The World War Two Era And The Present Day1679 Words   |  7 PagesSomewhere in between the post world war two era and the present day, Coke and Pepsi have elaborated and revamped what is and was advertising. Styles of ads have changed dramatically from what was deemed morally acceptable to what is seen as uncontroversial. 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