Describing My Childhood Home Essays

Describing My Childhood Home Essays Describing My Childhood Home Essay Describing My Childhood Home Essay Essay Topic: Fun Home Quincy, Mass is where my childhood home stands Homes are places that people can go to for warmth, memories and comfort. My childhood home resides or stands in Quincy, MA. The home is full of comfort for me and my family. My home is your typical Cape Code style. It’s gray in color with Maroon shutters. There is a 2 car attached garage. Flowers, bushes and other landscape surround the house. The front living room window is a large bay window that allows a lot of sunlight into the home when the curtains are open. The large bay window allows you to see a lot of our neighborhood and people passing by as they are out for their daily stroll. Like all homes, my home contains a kitchen. The kitchen represents fond memories of my mom cooking large family dinners on Sundays and togetherness. One fond memory would be coming home from a ride around the neighborhood on my dirt bike and smelling the aroma of baking ham in the oven with a faint hint of freshly baked bread. Our kitchen was small, with one light on the ceiling. My mom complained a lot over the years about that one light in our kitchen. I’m not sure why, but it was never replaced to add more lighting options. Still to this day, that one light attached to the ceiling exists. The floor was covered by ceramic tile in an off white color and the walls were painted in a chocolate milk type of color. Remember, this is the 1970’s/1980’s when home decor was terrible. A large fork and spoon hung on one of our chocolate milk colored walls, as it did in many homes back then. It took a lot of time and effort to beg and plead my mom to switch out that spoon and fork for some more modern type of decor. Eventually she added some pictures that fit very well into the kitchen. Our kitchen held most of the memories of togetherness, but my room was my sanctuary. My room was upstairs along with 2 other rooms. I had the upstairs to myself since the other rooms were used as storage or for an occasional visitor. The walls in my room were a yellow in color with one wall covered in mock wood paneling. I hated that wall, I was not allowed to attach anything to it nor paint it, and I looked at it as a thorn in my side. When I was young, I spent a lot of time in my room, drawing, painting, playing my guitar and sometimes just day dreaming. As I grew older, the yellow painted walls were lined with child star pictures from magazines such as River Phoenix and Rob Lowe. My bed was a queen size bed with lots of pillows. I had a blue, white and gray comforter with matching sheets. In my world, my bed was the greatest; it was one big security blanket. I spent many days and afternoons daydreaming on my bed, along with an occasional nap or two. I had 2 windows in my room. One window I kept open a lot. I could hear and see my neighborhood street and watch for passing stray cats or even a raccoon or two. Many times I would lie on my bed and listen to the rain hitting the roof outside my window and I could smell that rain, that’s a great smell. Other nights I would fall asleep in my bed as a cool breeze flowed through my bedroom leaving the air a little crisp, but oh so comfortable. On winter days, I usually had the window closed, obvious reasons. I would lie on my bed drawing cartoon characters, listening to music, preferably Jimmy Hendrix’s or The Doors. I should have been born in the 60’s or a hippie in another life. I often fell asleep, just from being so comfortable and at peace in my room. My childhood home didn’t have much of a backyard, it was small. We had a deck that included benches and enough room to grill out and have family and friends over. My mom had lots of flower pots lining the deck and in the summer the flowers were in full bloom and you could smell them throughout the yard and if the windows were open or the patio door, the scents of the flowers would fill our house. On summer nights my friends and I would play basketball on our driveway. Some nights we would just sit around the yard and chat and make fun of each other. Laughing and joking around in the lush grass of our side yard and hoping my mom would bring us a snack. Sometimes we would even fall asleep in the 2 hammocks my dad had hung in our side yard. Swinging in the hammocks in the summer breeze listening to the quiet†¦..

Laissez-faire Versus Government Intervention

Laissez-faire Versus Government Intervention Historically, the U.S. government policy toward business was summed up by the French term laissez-faire leave it alone. The concept came from the economic theories of Adam Smith, the 18th-century Scot whose writings greatly influenced the growth of American capitalism. Smith believed that private interests should have a free rein. As long as markets were free and competitive, he said, the actions of private individuals, motivated by self-interest, would work together for the greater good of society. Smith did favor some forms of government intervention, mainly to establish the ground rules for free enterprise. But it was his advocacy of laissez-faire practices that earned him favor in America, a country built on faith in the individual and distrust of authority. Laissez-faire practices have not prevented private interests from turning to the government for help on numerous occasions, however. Railroad companies accepted grants of land and public subsidies in the 19th century. Industries facing strong competition from abroad have long appealed for protections through trade policy. American agriculture, almost totally in private hands, has benefited from government assistance. Many other industries also have sought and received aid ranging from tax breaks to outright subsidies from the government. Government regulation of private industry can be divided into two categories economic regulation and social regulation. Economic regulation seeks, primarily, to control prices. Designed in theory to protect consumers and certain companies (usually small businesses) from more powerful companies, it often is justified on the grounds that fully competitive market conditions do not exist and therefore cannot provide such protections themselves. In many cases, however, economic regulations were developed to protect companies from what they described as destructive competition with each other. Social regulation, on the other hand, promotes objectives that are not economic such as safer workplaces or a cleaner environment. Social regulations seek to discourage or prohibit harmful corporate behavior or to encourage behavior deemed socially desirable. The government controls smokestack emissions from factories, for instance, and it provides tax breaks to companies that offer their employees health and retirement benefits that meet certain standards. American history has seen the pendulum swing repeatedly between laissez-faire principles and demands for government regulation of both types. For the last 25 years, liberals and conservatives alike have sought to reduce or eliminate some categories of economic regulation, agreeing that the regulations wrongly protected companies from competition at the expense of consumers. Political leaders have had much sharper differences over social regulation, however. Liberals have been much more likely to favor government intervention that promotes a variety of non-economic objectives, while conservatives have been more likely to see it as an intrusion that makes businesses less competitive and less efficient. - Next Article: Growth of Government Intervention in the Economy This article is adapted from the book Outline of the U.S. Economy by Conte and Carr and has been adapted with permission from the U.S. Department of State.

Ellis College Admission Essay Example | Topics and Well Written Essays - 500 words

Ellis College Admission - Essay Example Ellis College believes in delivering superior education to the students. I can take the first major step towards achieving my career goal at Ellis. I do not have an American diploma but what I know is Ellis values the experience gained by the individual over the years, which will help me as I have plenty of experience in the profession. I am planning to join another organization because right now I have a decent job, but with not much of growth potential. I firmly believe that to grow up, there must be opportunities for capable persons, which in turn provide motivation to perform still better. 5. As you advance in your career, what are your priorities related to advancement? For example, these priorities may include finding a stable position, reaching a certain salary level, fulfilling a personal interest, using specialized skills, being challenged intellectually, or providing benefits to others. You may have other priorities than the examples listed here, and you are encouraged to discuss them. My short-term goal is to gain credentials as a qualified learner, who’s ready to accept the challenges and learn from them. Therefore my first priority is to reach a stable position using specialized skills. Ellis College will help me in polishing my skills. I’ll do all my sincere efforts to consolidate my position thereafter. And after reaching a certain salary level I’ll consider having my own enterprise. Having received so much from the society, I consider it my solemn duty to pay my due share back to the society as well. I’ll, therefore, do my bit to help in reducing the agony of orphan kids by providing them with toys and books. Ellis College is certain to provide me the edge in interpreting the challenges arising out of globalization and competition. I am sure Ellis can help me in restructuring my knowledge and broadening the knowledge base.

Discussion and self reflection assignment Essay Example | Topics and Well Written Essays - 500 words - 1

Discussion and self reflection assignment - Essay Example Leaders constantly challenge the established process and improve on the areas in the process that needs it. The never cease in searching for challenging opportunities to change, grow, innovate, and improve. Hence, they are willing to experiment, take risks and learn from whatever mistakes they fall upon (Kouzes and Posner, 2007). They are not afraid of change and are willing to get out of their comfort zones to choose the best options. Leaders inspire a shared vision with their followers. They communicate their vision well enough for their followers to understand clearly, and together, they envision an uplifting and ennobling future (Kouzes and Posner, 2007) . Leaders enlist more people to share such a vision by appealing to their values, interests, hopes and dreams (Five Practices of the Exemplary Leader, n.d.) Leaders are also enablers. They are good at encouraging people to act on their own by providing them with the tools and methods to solve their problems. Leaders foster collaboration and among their members (Kouzes and Posner, 2007). When the followers are trusted to fulfill tasks delegated to them, they feel confident and capable to do more for the team. Leaders have to be good models, most especially when the going gets tough. They should exhibit an attitude and behavior of positivism that their followers can emulate. Leaders set examples consistent with their own values. They are not afraid to stand for their beliefs. To encourage their followers, they create opportunities for their followers to experience small wins with the hopes of eventually gaining bigger ones (Kouzes and Posner, 2007). Lastly, leaders should encourage their followers’ hearts by recognizing individual contributions and celebrating team accomplishments (Kouzes and Posner, 2007). Such positive response further motivates others to work even harder. I agree with Kouzes & Posner’s model

Event Management Essay Example for Free

Event Management Essay Introduction To fulfill their various roles within destination planning and place promotion, events must be managed as high-quality products with a strong tourism orientation. This is a major challenge, given that most festivals and special events are managed by non-profit organizations in which volunteers dominate. One-time events employ project management techniques to produce an event on a prescribed date, often with years of planning and development. They face special challenges, including protests or political interference, fast-tracking through regulatory channels, shifting priorities and uncertain resource commitments, staff turnover or burn-out, and the temptation to make quality compromises when time and money run low. Event programs are composed of a number of generic elements of style, and managers have unlimited scope in combining them to achieve uniqueness. Celebration is the essence of festivals. Spectacle, including entertainment, consists of those components which please the eye or are larger than life displays. Commerce is a feature of many events, including exhibits and merchandising. Hospitality refers to both the reception and service quality experienced by guests and the opportunity for sponsors to host their clients, staff and associates. Games is a broad element involving competitions, gambling, humor and surprise. Educational components are often important, and cultural authenticity must be considered. A marketing audit can be performed on events to determine their attractiveness and readiness to host tourists. Some of the key elements are sufficient in appeal and quality to attract and satisfy tourists, a theme and setting which conveys an attractive image, a targeted communications campaign with identified tourist segments, a program which provides generic benefits for all visitors and targeted benefits for special tourism interests, provision of special services need by tourists (for example, accessibility, reception of tour groups, additional information, languages, reserved seating), packaging for tourists, relationships with the tour and hospitality sectors, cooperative marketing involving destination marketing agencies and other events, sponsorship which extends the reach of the events appeal and communications, and site and community capacity to accommodate substantial numbers of visitors. Recent research has given an added attention to the theme of event management. event marketing The sponsorship or production of events as a marketing tool, specifically to connect with target audiences, build relationships, sell merchandise and achieve positive publicity, includes some of what is known as event marketing. In return for money, goods or services, events provide sponsors with specific benefits such as visibility, sales promotions, onsite exhibitions and hospitality venues. Explosive growth in event sponsorship occurred during and following the Los Angeles Summer Olympic Games of 1984. The events sector has since been revolutionized, giving rise to larger budgets, more attention to marketing, merchandising and media coverage, and the forging of corporate partnerships. Sponsors often augment the reach of event promotions and provide valued technical expertise. Tourism and event development organizations actively promote destinations through events, and this process is largely dependent on the creation of media-oriented events with international sponsors. One consequence of this trend has been a rise in ambush marketing, in which corporations seek to gain advantages through surrounding promotions without actually sponsoring the event. Confusion can also result when event sponsors differ from the sponsors of participants, such as athletes, and from media advertisers. Another trend had been for corporations to seek equity in events, or even to create their own events. This could threaten relationships with some events and result in less sponsorship money. Similarly, moves in some jurisdictions to ban advertising and sponsorship, especially from alcohol or tobacco companies, is also viewed as a threat to the events sector. To be sustainable in the long term, there must be a congruence of goals and styles among sponsors and event organizers, with clear benefits to each party, customers and other participants (Cooper Press, 1995). In some cases these partnerships are leading to environmental and educational programs at events, to heightened community involvement by corporations, and to a resurgence of the arts. Event marketing has had the effect of elevating event tourism into prominence, not just as a special-interest market but as a major tool in destination image-making. Feasibility Study/Overview Report The structure of the fashion market is illustrated in Figure 1. FifthElement produces collections termed either ready-to-wear or designer wear, or prà ªt-à  -porter. Garments are highly priced. Designs are produced in limited numbers and the quality must be of a high standard. There are two main collections a year (plus mid-seasons). The collections may be shown on the catwalks of London, Paris, Milan and New York. In the 1980s and early 1990s,FifthElement was producing two collections a year to show on the international catwalks. The event process for a collection is outlined in Figure 2. The stages are as follows: Figure 1 Structure of the Fashion Industry Figure 2 The event process for a collection at FifthElement Menswear †¢ The initial theme or story for the collection. Themes have to be innovative and somewhat original as what these designers create will trickle down to the high street. †¢ The International Wool Secretariat, ICI, the Silk Board, the Cotton Board all provide predictions for colors and fabrics they think will sell next season. The color palette should be decided upon before the fabric show is visited. How much per meter of cloth the designer can spend depends on that particular collection, cash flow, sponsorship and the designers preference (Sproles Burns, 1994). †¢ Mood boards/Story boards. Usually numerous A1 or A2 boards convey the collections themes, images, fabrics and color palette (Davis, 1992). It becomes a reference point while designing. It visually pulls all the research together. †¢ Designing. Sketches working drawings and/or illustrations are made. Because of the type and size of the company, FifthElement does not need to produce specification drawings. They collaborates with their pattern cutter to ensure designs are interpreted correctly. Clothes may be modeled on the stand (tailoring dummy) in which case a toile (a prototype of a half-garment used to construct a pattern) is used to create a pattern or a block (standard pattern) may be adapted. A calico garment is constructed from the pattern to assess its function, aesthetics and styling. †¢ The sample garment or final garment is made. This is the garment the model will wear down the catwalk and orders will be made from and further manufacturing will be based on (Chenoune, 1993). †¢ The fashion show will require more than just the garments as it is a marketing event. Within the industry it is usual for companies to have sponsorship from other companies. Enigma Fibres sponsored FifthElements 1994-5 Autumn/Winter collection. This allows FifthElement to reduce their costs and the sponsor to gain publicity. At the show, buyers will order designs they like. It is also where the designer either receives good or bad publicity, depending on the quality of work at the show. †¢ Manufacturing and retailing of collections. When a suitable price is negotiated with a manufacturing company, the range goes into production. Fabric is re-ordered in bulk. Orders are delivered or shipped out. FifthElement will not retail their collection in-store until orders are received and prices are standardized (Dunn, 1996). As a consequence, this will ensure that the supplying company does not undercut their customers. Table 1 Requirements for FifthElement Autumn/Winter 1999-2000 collection The Collection (54 garments shown) Budget Fabric 100 meters @  £10.00 per meter (average)  £1,000 4 models for the fashion show @  £650 per model  £2,600 4 models for fittings @  £100  £400.00 Sound, light and seating  £1,000 Styling  £750.00 Hair and make-up  £400.00 Accessories  £250.00 Hospitality based on 100 people  £1,000 Invitations  £500.00 Total  £7,900 The company has to have a significant amount of cash to participate in designer shows (see Table 1). To research and stage a collection costs over  £10,000. To show the collection together costs  £10,000, plus another  £10,000 to produce customer orders. There will be no return on investment on the initial collection for about a year. After six months, work begins on the next collection. Before any profit is made a cash flow sum of  £40,000- £50,000 is needed. Due to the large amount of money required and to increase the choice to customers in the retail outlet, small collections are put together in-store. Usually in-store ranges are planned four to six months in advance. The timescale of a collection can take up to a year (see Table 2). Table 2 A collection plan produced by Flash Box Studios Timescale Collection tasks Estimated costs Oct-Nov 2002 Research and Development for Autumn/ Winter 2003/9 Collection  £10,000 March 2003 Paris Catwalk A/W 2003/9 Show  £10,000 April 2003 RD for Summer 2004  £10,000 March-Sept 2003 Orders and Production  £10,000 By Sept 2003 Wholesale orders out and in-store retailing October 2003 Next designers show s/s 2004  £10,000 Oct-Nov 2003 Return on Investment Proposed Organizational Structure and Monitoring Systems Wholesale collections are similarly conducted. Cost is worked out by fabric per meter, the actual cloth consumption, patterns, buttons, trimmings and how long the garment takes to make or how much the factory charges. As a general rule, the mark-up is 100 per cent for wholesale and 250 per cent for retail. Buying Buying operates for Autumn/Winter and Spring/Summer like the ready-to-wear. Items must fit in with the seasons theme. New suppliers are researched from trade magazines, trade shows, suppliers phone calls and word of mouth (other designers). A performance management system, which cascades an organizations top level objectives down through successive layers of managers and front-line staff, may be one useful method of communicating goals, such as the need for effective event management (Turner, 1999). A budget is set for each supplier depending on the seasons requirements (Feldwick, 1991). Suppliers are kept depending on the sales performance of previous merchandise and whether the product is classed as trendy or classic as the former has a higher turnover but a shorter lifecycle. Suppliers who have remained constant over time include John Smedley, N-Peal, Burlington and Creed Harris. Technology The company attempted to integrate CAD/CAM into the bespoke side of the business to automate the process of tailoring. The idea was that a shift towards technology would enable the company to offer the service on a larger, less expensive scale. Two systems were introduced (Behling Wilch, 1988). The range of sizes is wider than off-the-peg suits, but not as precise as traditional manual methods. There are forty-one different jacket sizes available without vents or with one or two vents, and in twenty-eight different finishes available on the Scabal Iota system. The CAD/CAM system brings up the nearest pattern match from its database and adjusts the pattern on the Gerber system. Regardless of how vast the database is, it still is somewhat limited and inflexible in comparison to traditional tailoring practices. In contrast, fabric technology helped to increase the companys market position and status in the industry. Enigma Fibres sponsored FifthElement Menswear Winter 1994-5 collection by providing the fabric Tencel. The collection marked the re-launch of FifthElements ready-to-wear collections and their return to commercial fashion. The association between the two companies ensured an increase in press coverage, which was beneficial to both parties. The technological, environmental and functional aspects of Tencel produced in classic designs were popular but for a company which only produces limited designs the research and uses of technologically advanced fabrics are costly (Aaker, 1991). Identifying and evaluating the FifthElement brand The primary aim of organizational analysis is to illustrate how market research can be used to create a strong brand identity (UK Marketing Guides, 1995) for FifthElement and to establish that identity as an effective form of communication between the company and its respective audience. The audience for FifthElement Menswear is shown in Table 3. Table 3 The audience and aims of FifthElement Menswear Audience Aims Customers To instill loyalty General public Enhance awareness of the company and products The media Communicate new strategy and performance/increase awareness Financial Communicate new strategy The industry Differentiate products and services from that of competitors Local community Communicate commitment to growth Internal Set an agenda and common objectives team work Influential groups Show commitment to the environment Government Communicate commitment to growth and global markets The aims are communicated to by the various designed elements of the company. What these elements (or channels of communication) are is relative. In a market characterized by products with little generic differentiation, the fashion own brand has emerged as the cornerstone of marketing strategies (Moore, 1995). Wilson suggests (1982) brand image can be broken down further into: †¢ current image how audiences see the company; †¢ mirror image how the company sees itself; †¢ wish image the way the company would like to be seen. Figure 3 shows how a brand identity program is created. The FifthElement brand will be identified by: †¢ explaining motivation and design policy; †¢ identifying how the company would like to be seen (the wish image) established from the company mission and philosophy; †¢ investigating the design elements of the company and what they communicate (involves observing the mirror images); †¢ auditing design elements on an evaluation scale based on the wish image; †¢ describing the brand according to six levels of meaning; Figure 3 Creating a brand identity program †¢ comparing competitors brands (names, symbols and logos) and finding common elements and characteristics of the industry; †¢ the FifthElement sample logo; †¢ conclusion of findings and recommendations. Purchasing motivation and design policy Design communicates messages about the company to its audiences. Audiences must be able to decode these messages with minimum effort and this is achieved by a strong coherent and consistent brand identity. An effective design policy, which describes the context and constraints within which a company carried out design work can ensure this (Forsythe, 1991). It describes in design terms how customers needs and wants are being met. Design policy at FifthElement Menswear is not documented, nor is their design process. Because the company has a typical entrepreneurial structure, little is formalized. The managing director rarely has time to communicate the policy verbally, therefore they cannot communicate it to customers or ensure that work meets set standards (Goffee Scase, 1995). Design policy must be formalized and standards set to measure the effectiveness of design if the company is to move forward. Van Der Wagon Carlos (2005) identified that the role of the coordinator was often imprecisely defined, with real responsibility remaining with the recurring-event manager. The wish image The companys specific mission, or the purpose for the companys existence is: †¢ to design modern classics; †¢ to create aesthetic garments of unmistakable quality; †¢ to ensure the company conveys comfort (in its clothing and environment); †¢ to ensure the company conveys quality; †¢ to provide traditional skills and expertise; †¢ to support and exhibit art. After investigating the style and content of design communication, it can be audited against these objectives. Passing trade At just under six square miles, Islington is one of the smallest boroughs in London, with a population of 164,000. It is characterized by contrast, vitality and modern cultural diversity. Upper Street is home to the Business Design Centre (BDC) which separates two distinct shopping areas. On one side towards Angel, there is the high street multiple chains, which are easily recognizable. On the other, towards Highbury and Islington there are independent retail outlets very high in design content and product price. FifthElement is situated in the latter part at 186 Upper Street. Renowned for its innovative window displays, the company changes them every 1-2 weeks. The windows of the shop front are curved with a tiled path. The window display area has a polished wooden floor with a backdrop of mirrors. Often done in conjunction with a company called Urban Roots, examples of displays include a window full of daffodils in spring, with a merchandised mannequin in the centre. Sometimes the window display is a piece of artwork combined with merchandise, such as the yes/no heads and two wooden/mechanical heads, shaking and nodding. Not only does this promote local art but also provides local artists with a place to sell their work. Customer service The bespoke service is as it was fifty years ago the customer is made to feel important with personal attention and advice. FifthElement understands fully their craft, enabling him to provide an impeccable consultancy service to bespoke customers. The only problem is enabling customers to visualize a 3D-product prior to its construction (Huddleston, et. Al, 1993). Once the customer has the suit, it is more or less guaranteed for two years. FifthElement will even press the suit after its first dry-clean, out of courtesy. Repairs are part of the service. Merchandise can be exchanged if unsuitable, but there is no formal policy on returns and no set complaints procedures. Assessing general service is also fundamental, as this is an asset which can differentiate a company from their competitors. Below are some questions that the company may need to ask about their general standard of service: †¢ Is the telephone answered in 3-4 rings? †¢ Is there somewhere for clients to rest? †¢ Are the staff attentive? †¢ Are products guaranteed? †¢ Are customers served immediately? †¢ Are individual complaints handled effectively and efficiently? †¢ Are refreshments offered to bespoke customers? It would also be advantageous for the company to have a complaints book to log all complaints, so they could be prevented from recurring. This will help the company assess in the short term what customers expect. However, it must be remembered that for every customer who is dissatisfied and complains, there are many who are equally dissatisfied yet, for reasons best known to themselves, they say nothing (Leppard and Molyneux, 1994). Products as objects Fabrics and patterns are sent to manufacturers who make a sample garment before the line goes into full production. Generally, fifty garments at a time is regarded the maximum, possibly in five styles. FifthElement himself checks quality control. It is a general check of the cut-make-trim (CMT).Although visual defects are checked manually, garments or cloth are not checked for quality assurance. Performance characteristics are neither checked nor presented to the customer as a measure of quality. These include: †¢ shrinkage (BS 5807); †¢ colourfastness (BS 1006); †¢ dry cleaning/washing (BS 4961); †¢ durability and maintenance (BS 5807); †¢ other care characteristics; †¢ fire resistance. It is not suggested that the company attempts to comply with British or European Standards. BS 5750 (ISO 9001) is often difficult in its application for companies, particularly of this size, to comply with. However, there is nothing to prevent the company producing its own standard based on BS/ISO 9000. Conclusion Effective Event management needs to be focused upon processes and assets as means to an end. The growing reliance of organizations upon one another, and upon technology and infrastructure, has also been cited as supporting the view that Event management matters more today than at any other point in history. Soft and hard system elements must be considered together and that organizations themselves may incubate the potential for interruptions. Managerial intervention plays a vital role in causing crises or in mitigating their effects. Whilst no methodology can guarantee that interruptions will be avoided, it is argued that adopting a broad methodology will assist organizations to be better prepared. The Event management process should be regularly reviewed and updated to ensure that the resulting plans remain appropriate. It is appropriate to examine some general principles of planning which apply equally, in which the planning processes specifically concerned with recurring-event are considered in greater detail. One of the first issues facing an organization setting out to develop a recurring-event plan is that of who should be primarily responsible within the organization for the research, planning, analysis and drafting of preliminary plans. Although the planning process requires a dedicated project manager it also normally needs senior management support. Given that the planning process requires information which can only be gathered and ascertained from individuals across many parts of the organization, participation in the process is considered essential. Many successful organizations place recurring-event within a central department that has responsibility for strategic planning and analysis amongst other tasks (Barnard, 1996). A useful model includes a steering group to support the project manager. This steering group should include senior and influential staff from different units or departments. A further problem which arises from the outset of any planning process, whether this be strategic, functional or recurring-event oriented, is the legacy hindrance. Organizations are complex socio-technical systems which reflect antecedents such as decisions, systems, structures, values and beliefs. The influence on strategy of an organizations structure has long been recognized (Chandler, 1962) and, despite considerable debate in this respect, structure should remain a focus of attention since it offers one manner in which the organization can be viewed and, therefore, analyzed. The way in which one perceives an organization can often determine the decisions and actions that are taken. In a recurring-event context (and in practical terms) many organizations find themselves in a brownfield planning context. This means that managers involved must recognize that they cannot make sweeping changes to the organization and its social and technical systems. They must plan in their context. This does not necessarily mean that they should eschew possibilities for greenfield planning. Analysts have observed that organizations may design in redundant computer-processing capacity and facilities as a contingency for interruptions. Hence, the challenges facing planners in brownfield and greenfield situations are not dissimilar from those which emanate from process redesign (Baugh Davis, 1989). The perception of failure may also influence the discovery process that precedes the development of recurring-event plans. In some organizations, failure is considered to be a positive side-effect from which discovery and subsequent improvements can be effected. Managerial recommendation is clear: Awareness has to be developed first (Catherwood Richard, 1992). Equally, planners should be aware of the symbolism that failure can bring. The plan itself could be blamed, or specific individuals could be blamed. The failure itself is more nebulous, and unless it is thoroughly understood, there could be little, if any, improvement should similar circumstances arise in the future. Resources Aaker, A.D. (1991) Managing Brand Equity. Capitalizing on the Value of a Brand Name, New York: The Free Press. Barnard, D. (1996) Fashion as Communication, London: Routledge. Baugh, D.F. and Davis, L.L. (1989) The effect of store image on consumers perceptions of designer and private label clothing, Clothing and Textiles Research Journal, 7 (3), p. 15. Behling, D. and Wilch, J. (1988) Perceptions of branded clothing by male consumers, Clothing and Textiles Research Journal, 6 (2), p. 46. Chenoune, F. (1993) A History of Mens Fashion, Paris: Flammarion. Cooper, R. and Press, M. (1995) The Design Agenda, Chichester: John Wiley Sons. Catherwood, Dwight W., and Richard L. Van Kirk. The Complete Guide to Special Event Management. New York: John Wiley and Sons, 1992. Davis, F. (1992) Fashion, Culture and Identity, Chicago: University of Chicago Press. Dunn, B. (1996) Lauren to himself, GQ, April, p. 157. Feldwick, P. (1991) Defining a brand, in D. Cowley (ed.) Understanding Brands, London: Kogan Page, pp. 19-28. Forsythe, S.M. (1991) Effect of private, designer and national brand names on shoppers perception of apparel quality and price, Clothing Textiles Research Journal, 9 (2), 1-6. Goffee, R. and Scase, R. (1995) Corporate Realities, London: Routledge. Huddleston, P., Cassill, N. and Hamilton, L. (1993) Apparel selection criteria as predictors of brand orientation, Clothing Textiles Research Journal, 12 (1), 51-6. Model-Netics. ( 1980). Sacramento, CA: Main Event Management Corporation. Moore, C.M. (1995) From rags to riches creating and benefiting from the fashion own brand, International Journal of Retail Distribution Management, 23 (9), 23. MCCURLEY LYNCH, THE VOLUNTEER MANAGEMENT HANDBOOK, Heritage Arts Publishing, Illinois, 1996 Sorensen, C. (1995) The fashion market and the marketing environment, in M. Easy (ed.) Fashion Marketing, Oxford: Blackwell Science. Sproles, G. and Burns, L.D. (1994) Changing Appearances: Understanding Dress in Contemporary Society, New York: Fairchild, p. 7. Turner, JR (1999) Handbook of Project-Based Management, McGraw Hill Maidenhead UK Marketing Guides (1995) Postcode Targeter of Great Britain: A Guide to Postcode Sector Marketing, (vols 1 and 2), London: HarperCollins. Van Der Wagon, L. Carlos, B. (2005) Event Management for Tourism, Cultural, Business and Sporting Events, Pearson, Sydney. Wilson, (1982), Marketing Audit Checklists, Maidenhead, Berks: McGraw-Hill.

MBA Admissions Essays - International Business :: MBA College Admissions Essays

MBA Admissions Essays - International Business    Ever since I was young I have always been interested in businesses and how they operate, as well as being fascinated by other languages and cultural differences. My passion for the subject expanded when I chose business studies and french, as part of my A-level education. Although these subjects are somewhat demanding, I find them extremely interesting. I believe that a degree combining both these aspects is the correct choice for me. I am confident that a course in international business studies and modern languages satisfies both these interests. I will be looking forward to learning about the international business world and I am relishing the thought of learning to integrate with other European countries. The idea of learning to communicate with other people across the world is something that has always appealed greatly to me.    I am currently attending Sprowston High School which is a school located on the outskirts of Norwich. I am currently studying three A2 courses after completing four AS-level courses. The subjects that I am currently studying include physics, french and business studies, whilst information technology was taken at AS-level. I am confident with my grades at the end of the first year of studies. I am confident that with extra effort I could improve my grades and push them past my expected target minimum grades.    In my spare time I enjoy a wide range of sporting activities. These include: cricket, skiing, badminton, tennis, long distance running, football and table tennis to name but a few. I have many trophies in my room for cricket. I am hoping to carry on these activities whilst conducting my studies at university. I also have a part-time job working in the local supermarket. I believe that I have gained invaluable experience in dealing with customers and trying to deliver customer satisfaction, whilst learning to work effectively and efficiently in a well structured team. Hopefully I will be able to carry on within the organisation whilst at university as a transfer to a local store is possible. I have also completed two work experience programs. The first at Viking Computers Norwich, the second at the school involving administrative work. These were both valuable experiences and gave me an insight to how a business operates. I enjoy my spare time and try to use it to the best of my use.

Eco Tourism

Ecotourism in the Philippines The  Philippine  Department of Tourism's hat has been thrown into ecotourism game for awhile now. They've made it part of their plan for economic development. The  country's ecotourism program  strives to install processes and procedures that are economically beneficial, socially responsible, ecologically sustainable and advantageous to the local communities by creating jobs and improving living conditions overall. Palawan is the second biggest province in the country in terms of land area and has been recommended by the tourism department as the top eco-destination in the country.The Ethics of Ecotourism in the PhilippinesAround thirty percent of the people in the Philippines live in poverty, and there are 85 million people who live there. That's nearly 25. 5 million impoverished and suffering people. In 1991, the The World Trade Organization, the United Nations Development Program along with various organization in the Philippines worked to mak e the the nation a bastion of  ecotourism. It wasn't until 1999, however, that an executive order was passed that helped structure the development of ecotourism.The Executive Order: â€Å"The State shall develop and promote sustainable tourism while enjoining the participation of the Filipino people in enhancing the growth and competitiveness of the Philippine economy; and, The State shall ensure the sustainable use, development, management, protection and conservation of the country’s environment and natural resources and cultural heritage for the enjoyment of the present and future generations. † That executive order lead to the development of the  National Ecotourism Strategy.The outline of this strategy includes spreading the wealth to the very impoverished rural areas, the conservation of cultural sites, promotion of conservation awareness, educational programs and more. Eco-Friendly Adventures in the PhilippinesThere are a variety of eco-friendly activities a vailable for the  ecotourist  to enjoy: Swimming with whale sharks in the their natural environment or getting out the binoculars and watching for the rare Philippine Eagle or 600 other varieties of birds.A traveler can also go to a jungle environment survival training camp where he or she can be taught to drink from a water vine, cook in a bamboo steamer and dine off a bamboo plate. Eco-friendly ResortsThe Department of Tourism Recommends The El Nido, Lagen and Miniloc Island Resorts, Club Noah Isabelle and the Bohol Bee Farm. These hotels all carry out environmentally friendly practices: Coastal clean ups, prohibiting the gathering of shells and coral, eco-safe cleanser and many others. Ecotourism in the Philippines| | | | ———————————————— Top of Form Bottom of Form Philippine News and Updates| â€Å"The Philippines offers diverse tourism activities and destinations for tourists with various inclinations. The competitive advantages of the country are its ambiance and natural attractions that are excellent for rest and recreation. Its tropical climate is perfect for outdoor recreational activities. Being an archipelago, the coastline of the country is spiced up with thousands of natural coves and beaches that offer tourists great satisfaction and relaxation.The country’s various government agencies are conducting continuous product development activities to promote tourist destinations. † Arturo M. Alejandrino, narrates in his book, Ecotourism in the Philippines. On this website, one is provided with things to know with regards to Philippine Ecotourism and how it gives emphasis to natural surroundings, local livelihood, protection of the resources and culture within the archipelago.We will also show you essential information related to Philippines Ecotourism — from the latest news, local traditions, cultural heritage, travel ing to natural areas, and anything which conserves the environment and sustains the well-being of local people. Eco-tourism is sustaining the well-being of the natives and the government in the Philippines with responsible and appropriate travel to natural areas which protects the environment and the resources. It is a travel to destinations where biodiversity and cultural heritage of a local culture is given much emphasis and importance.Philippines eco-tourism: * promotes conservation measures as it educates the guests about the local issues with regards to the conservation of the environment; * encourages meaningful community involvement amongst locals in relation to tourism activity; and * is profitable and can sustain by itself as it improves the livelihood of poor people in the rural. Furthermore, Ecotourism works to reduce the adverse effects of what traditional tourism has done to the natural environment. It promotes recycling, energy efficiency and the efficient use and reus e of water. | |

The Role of Formal and Informal Groups

The Role of Formal and Informal Groups Within the University of Phoenix Online By: Stephen Ruiz MGT 340 – Organization Theory and Behavior December 2011/January 2012 – Online Mondays Professor Robert Schlagheck, MS January 20, 2012 Formal and informal groups play a significant role within The University of Phoenix Online (UOP). A formal group would be â€Å"one defined by the organizations structure, with designated work assignments establishing tasks† (Robbins, 2011, p. 276). A typical organizational chart would be an example of a formal group, where places and roles within a hierarchical organization are clearly defined. An informal group would be â€Å"neither formally structured nor organizationally determined† (Robbins, 2011, p. 276). Informal groups often â€Å"develop around social or project groups† (Schatz, 2012). An example of an informal group could be a few employees who chose to take a walk during their break time each morning. UOP has several formal groups. First, there is a leadership team that is comprised of a Vice President, Senior Directors, Associate Directors and Managers. Their roles are defined and collectively they are in charge of measuring and maximizing productivity and defining organizational objectives. Lately this group has been focusing on employee satisfaction after it was revealed, through employee surveys, that there was a growing dissatisfaction among employees. Things like inflexible work schedules and inconsistent communication from the leadership team were to blame. To improve this situation I would do many of the things this group is doing now but in a more aggressive manner. In addressing the inflexible work schedules, employees are now able to flex time more easily. I would implement alternative work schedules, more specifically, 4-10 work weeks. Regarding the inconsistent communication, we now have all division teleconferences to make the communication more uniform. Again, this strategy has been too infrequent and reactive instead of proactive. I would hold implement more frequent communication opportunities. Perhaps a weekly all finance or all enrollment communication. Next there are work teams. These are formal groups with a manager and ten employees. These team are formed based on the geographical regions that they service. The manager is responsible for motivating and providing support to the team members. The team members or advisors are responsible for assisting students. In my case, processing financial aid files, and providing customer service to students, while maintaining acceptable retention and accounts receivable levels. An improvement I would implement would be similar to the Fiedler model discussed in the text. In the past year, I have had 5 different managers. I would try to establish manager-team that have styles that compliment each other. There are a plethora of informal groups at UOP. These groups are encouraged at UOP. There are reading groups, walking groups, and even a ping pong group to name a few. Personally, I am a member of a small lunch group and a larger social group. The lunch group is made up of 3 others. We all are in the same position and have common interests such as movies and sports. I would refer to these employees as friends. The larger social group is less defined but is a network of past and present team members and we share information, â€Å"the grapevine†. I would refer to these members as acquaintances. In the end, formal and informal groups can be both positive and negative. The structure and defined roles and objectives are positive. Personal conflict and gossip would be examples of negative attributes of groups References Robbins, S. P. & Judge, T. A. (2011). Organizational Behavior. Upper Saddle River: Pearson Educational, Inc. Schatz, T. (2012). Basic Types of Organizational Structure: Formal and Informal. Retrieved from http://smallbusiness. chron. com/basic-types-organizational-structure-formal-informal-982. html

Prehistoric Saber-Toothed Cats

Prehistoric Saber-Toothed Cats Despite the way theyve been portrayed in movies, saber-toothed cats werent just big felines with enormous front teeth. The whole lifestyle of saber-toothed cats (and their close cousins, the scimitar-tooths, dirk-tooths and false saber tooths) revolved around using their canines to wound and kill prey, most often giant herbivorous mammals, but also early hominids and other big cats that are now extinct. Now we need to dispense with a couple of other misconceptions. First, the most famous prehistoric cat, Smilodon, is often referred to as the Saber-Toothed Tiger, but the word tiger actually refers to a specific, modern genus of big cat. More properly, Smilodon should be called a saber-toothed cat, just like its large-fanged contemporaries of the Tertiary and Quaternary periods. And second, as so often happens in nature, the saber-tooth head plan evolved more than onceand not just in cats, as well see below. Saber-Toothed Cats - True or False? The first carnivores that could reasonably be described as saber-toothed were the nimravids, primitive, vaguely cat-like mammals that lived about 35 million years ago, during the late Eocene epoch. As closely related to early hyenas as they were also early cats, nimravids werent technically felines, but genera like Nimravus and Hoplophoneus (Greek for armed murderer) still boasted some impressive canines. For technical reasons (mostly involving the shapes of their inner ears), paleontologists refer to nimravids as false saber tooths, a distinction that makes less sense when you take a gander at the skull of Eusmilus. The two front canines of this leopard-sized nimravid were almost as long as its entire skull, but their thin, dagger-like structure places this carnivore firmly in the dirk-toothed cat family (dirk being the ancient Scottish word for dagger). Confusingly, even some primitive felines are categorized as false saber-tooths. A good example is the aptly named Dinofelis (terrible cat), whose somewhat short, blunt canines, though bigger than those of any large cat alive today, dont merit its inclusion in the true saber-tooth camp. Even so, Dinofelis was a continuing menace to other mammals of its time, including the early hominid Australopithecus (which may have figured on this cats dinner menu). Exclusion from the true saber-toothed cats makes more sense in the case of Thylacosmilus. This was a marsupial that raised its young in pouches, kangaroo-style, rather than a placental mammal-like its true saber-toothed cousins. Ironically, Thylacosmilus went extinct about two million years ago when its South American habitat was colonized by true saber-tooths migrating down from the North American plains. (A similar-sounding predatory mammal from Australia, Thylacoleo, wasnt technically a cat at all, but it was every bit as dangerous.) Smilodon and Homotherium - Kings of the Saber-Toothed Smilodon (and no, its Greek name has nothing to do with the word smile) is the creature that people have in mind when they say saber-toothed tiger. This long-fanged carnivore was shorter, stockier and heavier than a typical modern-day lion, and it owes its fame to the fact that thousands of Smilodon skeletons have been fished out of the La Brea Tar Pits in Los Angeles (its no wonder that Hollywood has immortalized saber-toothed tigers in countless caveman flicks). Although Smilodon probably snacked on the occasional hominid, the bulk of its diet consisted of the large, slow herbivores crowding the plains of North and South America. Smilodon enjoyed a long time in the prehistoric sun, persisting from the Pliocene epoch to about 10,000 B.C., when early humans hunted the dwindling population to extinction (or, possibly, rendered Smilodon extinct by hunting its prey to extinction!). The only other prehistoric cat to match Smilodons success was Homotherium, which spread across wider swathes of territory (Eurasia and Africa, as well as North and South America) and was perhaps even more dangerous. Homotheriums canines were sleeker and sharper than those of Smilodon (which is why paleontologists call it a scimitar-toothed cat), and it had a hunched, hyena-like posture. (Homotherium may have resembled hyenas in another respect: theres evidence that it hunted in packs, a good strategy for bringing down multi-ton Woolly Mammoths.) The Lifestyles of Saber-Toothed Cats As mentioned above, the gigantic canines of saber-toothed cats (true, false, or marsupial) existed for more than strictly ornamental reasons. Whenever nature evolves a specific feature multiple times, you can be sure that it has a definite purposeso the convergent evolution of saber teeth in various types of carnivores points to a more functional explanation. Based on current research, it seems that the largest saber-toothed cats (such as Smilodon, Homotherium, and Thylocasmilus) pounced suddenly on their prey and dug in their canines - then withdrew to a safe distance as the unfortunate animal wandered in circles and bled to death. Some of the evidence for this behavior is strictly circumstantial (for example, paleontologists rarely find broken-off saber teeth, a hint that these canines were a crucial part of the cats armament). While some evidence is more direct - skeletons of various animals have been found bearing Smilodon or Homotherium-sized puncture wounds. Scientists have also found that Smilodon had unusually powerful arms - which it used to hold down wriggling prey, thus minimizing the possibility of breaking off those all-important saber teeth. Perhaps the most surprising fact about saber-toothed cats is that they werent exactly speed-demons. Whereas modern cheetahs can hit top speeds of 50 miles per hour or so (at least for short bursts), the relatively stubby, muscular legs and thick builds of the bigger saber-toothed cats indicates that they were opportunistic hunters, jumping on prey from the low branches of trees or executing short, daring leaps from the underbrush to dig in their deadly fangs.

Your 100 Fan Club

Your 100 Fan Club The older I get, the more simplified I seem to want my life. Thats why I toned FundsforWriters down over the years from four newsletters, to three, to two. . . and now one, just like I started years ago. More time to write. More time to enjoy myself while writing. I love losing myself in a story. But marketing, publishing, and so on tend to distract us and rob us of the joy. At  a recent conference speaker, I spoke to writers about corralling all the to-do things on their plates and learning how to focus on writing. I suggested they do what Im doing. . . write for their most avid 100 fans. You know who those are. They are the ones who review, who respond to your blog, who converse with you on Facebook, who like your Instagram posts. They dont just say they love your work, but they talk it, naming characters and plot points that resonated with them. Why just 100? Because those are your concentrated dose of energy. You have a better feel for what they like. Since theyve contacted you somehow, you feel a few degrees closer to them. You owe them more, and in turn, they deliver back with reviews, emails, and that oh-so-precious word-of-mouth to others about you and your stories. Simply your writing. Write the stories that you think your top 100 will love. Dont have 100? If you keep making an appearance in person, on social media, in writing guest posts on blogs, that 100 will materialize. If you keep writing and quit banking on one book. If you keep reminding the few you have in a newsletter who you are (avoiding saying BUY MY BOOK), that 100 will happen. Who doesnt feel warm and cozy having 100 fans? And that number grows faster the more you cater to that tribe. Theyll practically spread the word for you.

A Case Study of Property Developing Firm Using Soft System Methodology Dissertation

A Case Study of Property Developing Firm Using Soft System Methodology - Dissertation Example The author of the essay "A Case Study of a Property Developing Firm Using Soft Systems Methodology" assumes that SSM study fits the concept of action research arising first in the behavioral sciences. Researchers view of the limitations of studying complex real social events in a laboratory, the artificiality of splitting out single behavioral elements from an integrated system. The action-research method fits the Soft System Methodology in which it involve in a change progress, in the system itself, as a means to both practical action and an experience relevant to the research aim of developing systems concepts. Being concerned with intervention in purposeful systems, the action researcher, unlike natural scientists, can express his research aims as hopes but cannot with certainty design them into his ‘experiences’. He is prepared to react to whatever happens in the research situation. He has to follow wherever the situation leads him or stop the research. This study advocates that the continues use of SSM on the property development help firms on the organization learning, this allow users to learn from their action systematically, as well as generating creative problem solving strategies for their growth and continuity. The strength of SSM comes from familiarity of the systems and knowledge of users; however, users need patient and practice to be able to explore the usefulness of SSM. Lastly, SSM seems to be a useful tool for large co-operations, which consist of many people, departments and operation entities.