Proposal to build a nuclear power plant Research Paper

Proposal to build a nuclear power plant - Research Paper Example Energy Information Administration (EIA), 2014). Nuclear power confers several benefits over electricity that is generated from fossil fuels. In spite of these benefits, no new nuclear power plants have been built in the U.S. since 1996. This paper proposes the development of a nuclear power plant by the Eaton Corporation. While there are a number of environmental and safety concerns over nuclear power plants, their benefits far outweigh the costs. Nuclear power has several clear advantages over fossil fuel that currently accounts for the bulk of the nation’s energy. Nuclear energy produces an insignificant amount of carbon dioxide and no sulfur dioxide and nitrogen oxides (Comby, 2001). These gases are produced in large quantities when fossil fuels are burned to generate electricity or other forms of energy. Carbon dioxide plays a part in global warming while nitrogen oxides form acid rain that is responsible for corroding man-made structures such as buildings. Besides the gases, compared to fossil fuels, nuclear reactors produce very small quantities of waste. For instance, about a ton of coal is required to generate the same amount of energy as a gram of uranium. Correspondingly, nuclear waste is a millionth of the waste generated from fossil fuel. In addition, if the nuclear reactor is well-designed, the nuclear waste is confined throughout the power generation process. Nuclear power has been produced commercially for half a century now. It has proven to be safe (Comby, 2001). To date, there have occurred only three major nuclear plant accidents: Three Mile Island in Pennsylvania, USA in 1979, Chernobyl in 1986 in present-day Ukraine and Fukushima Daiichi in Japan in 2011. Of the three, the TMI was the worst: the entire core of the reactor melted completely. Fortunately, almost all the radioactivity that was released was confined within the reinforced concrete structure that contained the reactor. The amount that escaped into the surrounding was

History of the Library Essay Example | Topics and Well Written Essays - 1000 words

History of the Library - Essay Example Though the papyrus scrolls and clay tablets of Alexandria have been replaced by optical disks and flash cards, the library has remained at the center of academic endeavors. The modern school library media center remains critical to our need to have a central repository for knowledge that is available to everyone. When John Harvard gave his collection of books to the fledgling university, it was called a school library. Over the coming centuries the library would experience an evolution of the ways that information is stored and retrieved. During the 1920s, the National Education Association (NEA) enacted school library standards which paved the way for the storage of non-print media and libraries became known as instructional media centers (Wiegand, 2007, p.58) Today artifacts, digital media, and printed material of all types are networked together with the aid of massive databases. Digital electronics has made the storage and retrieval process faster, more compact, and less costly than ever before. Today the school library is more aptly known as the school library media center. Much of the evolution and restructuring of the school library media center has come as a result made by the demands to store and retrieve information in an environment of rapid technological change. After World War II film strips began to be added as they came to be viewed as items worthy of legitimate academic study. The invention of microfiche (a system of greatly reducing photo copies of documents) in 1961 started a major revolution in the media centers' long-term storage strategy (Raider, 2006). The 1969 Standards for School Media Programs published by the NEA united librarians and audio-visual specialists under the terminology of "library media program and library media specialist" (School libraries, 2008). The 1969 standards made recommendations regarding the new media of "8mm films, 16mm films, tapes and discs, slides, graphic materials, globes, maps, microforms, and transparencies (Mariea, 1998, p.182). The standards additionally defined storage space and environmental requi rements. The age of the Internet has added additional information available as digital media sources are catalogued in massive databases. The ability to digitize magazines, newspapers, books, and journals has made the information available at any school library media center almost unlimited. This has required another tier of media management as databases are responsible for cataloguing and maintaining archival issues of periodicals. Companies such as EBSCO, Thomson-Gale, and JSTOR store past issues of periodicals that are available as a subscription service. These databases, that can be accessed via the Internet, have made almost all recent periodicals, and many books, available to library patrons in digital format. Today's post-modern school library media center is a virtual library that makes vast amounts of information available almost anywhere in the world. The ability to store information in a compressed form has been accomplished by using a wide variety of media formats. Information can be stored on paper, film, plastic, and solid state electronics. This has presented the challenge of creating an environment

The Impact Of Structural Adjustment Programmes In Africa Finance Essay

The Impact Of Structural Adjustment Programmes In Africa Finance Essay Illustrating your answer with specific examples, evaluate the impact of structural adjustment programmes on agriculture in southern Africa. Introduction The impact of Structural adjustment programs (SAPs) on the performance of Sub Saharan Africa (SSA) has been deeply investigated and, despite what the International Monetary Fund (IMF) and the World Bank claimed, adjustment policies have often had a negative impact on the poorest and most vulnerable sections of the regions population. In particular, The SAPs in Africa have certainly contributed to some changes in the agricultural sector: in a continent where more than 70 percent of the population is involved in agriculture, the last two decades have seen a relatively poor sectors performance, opposed to the post-independence condition of self-sufficiency of most of the regions countries (Mkandawire and Bourenane, 1987). This essay will look more deeply into some of the impacts of SAPs on agriculture, focusing on the experience of Zambia as an example of IMF adjustment programs which failed to fully address the nature of the countrys economic crisis, caused by both external causes and domestic policy shortcomings. After a brief introduction on the economic situation of the country and the factors that led to the adoption of SAPs, the essay will proceed by evaluating some of the main ways in which agriculture has been affected by structural adjustment programs, looking in particular at the consequences on production patterns as well as on the people involved in agriculture. The last section draws conclusions. I. During the last century, the role of agriculture in the Zambian economy and the policies associated to it have greatly varied. The country went from a flourishing self-sufficient agriculture of the pre-colonial period, to a neglected rural sector and a copper-dependent economy during the colonial period, to a return to agriculture as a way out of the economic crisis. During the colonial period (1890-1964), agricultural activity was divided among two classes of farmers: European settler farmers, supported by the state through advantageous policies, and African subsistence peasant farmers, used mainly as a labour reservoir, and to which access to good land was restricted (Mwanza, 1992). At this time, the role of agriculture was especially supportive to the provision of low priced food and cheap supplies of labour to the expanding industrial economy (ILO, 1987). Maize was the principal commodity constituting 90 percent of all marketed cereals, accompanied by secondary export commodities such as coffee, cotton, tobacco and groundnuts. At independence, the United National Independent Party (UNIP) attempted to diversify the economy by developing agriculture to secure food self-sufficiency and reduce the dependence on the copper industry. A single-channel marketing system, fixed agricultural producer prices, and subsidies in the maize area are examples of the policies put in place to offset the damage caused by an already declining mining industry (Mkandawire and Bourenane, 1987). However, such policy experiments did not reach their objectives, and Zambia went through economic deterioration in the 1970s due to both external shocks (oil crises and falling prices of copper), and inefficient domestic economic policies (e.g. a static and inflexible economic structure) (Seshamani, 1990). The government started to borrow in order to maintain the same levels of import, increasing the countrys indebtedness that reached unacceptable levels, for a total of almost $4.5 billion a t the end of 1982 (Jansen and Rukovo, 1992). With no significant recovery of the economy, the increasing budget deficit obliged the government to start getting conditional loans within the framework of the IMF/WB SAPs. II. A first series of SAPs was adopted in Zambia between 1983 and 1987, with the aim of restoring the countrys financial stability through trade liberalization, currency devaluation, and reduction of government spending, including the removal of food and input subsidies (Saasa, 1996). Preliminary liberalization took place in the years 1983-1985, when a foreign exchange auction system was introduced. The IMF/WB program collapsed in 1987, mainly due to the unsustainable depreciation of the domestic currency (the Kwacha) that fell from a pre-auction rate of K 2.20 per US$ to K 21 per US$ of the last auction (Wulf, 1988). After a brief attempt by the Kaunda government to put up its own New Economic Recovery Programme between 1987- 1989, Zambia went back to the IMF/WB SAP starting from 1989, and the reform periods went on with the following government. In agriculture, the SAP aimed at promoting agricultural exports, improving food production and limiting government intervention in the market (Simatele, 2006). Before the introduction of SAPs, the government put in place highly subsidized measures to assist agricultural production growth such as crop-marketing depots that reached the entire country, the introduction of fixed crop prices, and provision of tractor ploughing services, credit and fertilizer (Jansen and Rukovo, 1992). Such measures were replaced by agricultural adjustment policies that included the removal of subsidies, food prices decontrol, abolition of equity pricing, and liberalization of agricultural marketing (Mwanza, 1992). During the short period of the New Economic Recovery Programme, the Kaunda government failed to support agricultural development, and not surprisingly, given the fact that the same measures which undermined agricultural production and which led to foreign borrowings were re-adopted: revaluation of the kwacha, food subsidies, and price controls. But lets look at the consequences of reforms in more detail. The introduction of SAPs in Zambia affected agriculture in a number of ways. This essay will focus on the consequences on food production (in particular on changes in the cropping patterns), and on the people that practice agriculture, especially smallholders. The reforms had an impact on food production and cropping patterns due to two main factors: first, an increase in agricultural production costs, and second, a decrease in access to credit. Production costs rose in Zambia following a decrease in (i) the exchange rate, and (ii) agricultural subsidies. The countrys food production is dependent on the exchange rate especially in terms of input prices. The newly adopted foreign exchange auction system (1985) made it difficult for the government to plan a consistent pricing policy, and agriculture, as a priority sector for the economic restructuring, was uncompetitive in the foreign exchange auctions. As a consequence of the auctioning, the local currency (Kwacha) depreciated, increasing the prices of imported goods and inflation. Whereas a 50kg bag of fertilizer cost K26.75 during the 1984/5 season, it rose to K48 during the 1985/6 season (Sano, 1988). This had a strong impact on the very import sensitive Zambian farming. First, the production of the main crop, maize, is heavily dependent on imports of fertilizers and other items such as empty grain bags. Even though Zambia needs less fertilizer than other countries, as Mal awi, due to the abundance of good arable land, such input is by far the most important and most costly used, especially by small farmers. Second, petrol and trucks for the transport of agricultural produce must also be imported. These inputs are highly necessary in a country with a low level of population density and a skewed pattern of urbanization. As a consequence of exchange rate auctioning, production costs rose, and farm gate maize prices became less favourable, especially for small-scale maize producers in peripheral areas of the country (Jansen and Rukovo, 1992). With increasing input prices, the government, in order to maintain production, was obliged to augment producer prices correspondingly: maize reached K55 per bag in the1985/6 season (Sano, 1988). This, together with good weather conditions, contributed to the rise of agricultural output at a level of 9 percent of GDP in 1985 (Wulf, 1988). However, due to a higher rate of population growth, GDP was still declining. Th e rise of producer prices has been certainly beneficial, but the absence of infrastructural improvements and other consequences of liberalizations such as high inflation undermined output improvements. Before the reform period, the government both delivered inputs to, and collected outputs from farmers, even in the more remote areas. However, with the introduction of the SAPs in the 1980s, subsidies connected to agricultural production were severely reduced. Removal of food subsidies, previously put in place mainly to provide cheap food for urban residents, did not affect poor farmers (Sahn, 2004). However, the removal of other subsidies such as those on transport and on inputs did have an impact on agriculture, and especially on smallholders. The reduction of transport subsidies undermined farmers access to markets and increased the cost of production. Both small and large farmers were adversely affected by transport subsidy removals, but while large scale farmers suffered less from the price increase due to their closeness to markets and roads, the remoteness of many smallholders further increased their costs of production. Village processing was replaced by large-scale mills, ad ding extra transportation costs that, together with the absence of subsidies, made the food system highly inefficient, negatively affecting rural residents and their produce. Agricultural production was also affected. Being maize the major and most commercialized food crop in the country, its dependence on factors such as distance to markets and credit is higher than for other crops. As a study by the African Economic Research Consortium shows, maize has a negative response to distance from the market (Simatele, 2006). On the contrary, other crops such as cassava have mainly local basic markets, and their production is not as much affected by the removal of transport subsidies. The de-subsidization of agricultural inputs, as for example input credit or less costly fertilizer, also had an impact on agriculture. Their removal entailed a credit squeeze and caused an increase in production costs, negatively affecting especially small-scale food production. A second factor that had an impact on food production was the decline of access to credit. Before the introduction of SAPs, agricultural credit was provided by government-owned companies such as the Agricultural Finance company (AFC), and by commercial banks. Although commercial farmers have mainly financed their operations through private banks, smallholders have relied mostly on government loans, because of the low repayment rates connected to it. With the liberalization of the financial markets, credit and its pricing was no longer controlled, and farmers had to compete with other potential borrowers to get it. Credit provision was left mainly to the private sector, that failed in filling the gap. For smallholders it has been very difficult to obtain loans from financial institutions, both because of their exposition to high risks (i.e. physical conditions of the environment, health problems), and because of their isolation (poor transportation and communications). Because the pri vate sector often refused to serve the rural areas, the opportunity was left to local moneylenders, if present, to exploit their monopolistic positions and charge the small farmers high interest rates. In any case, interest rates escalated, causing a problem for loan repayment: from 43 percent in 1990, to 46 percent in 1991 (Geisler, 1992). In Solwezi District in the North Western Province, the progression of interest rates charged by Lima Bank during the 1993/94 cropping season reached 120% in September,1993 (Kajoba, et al,1995, p.9). Attempts to solve the problem of credit access, included those leaving smallholder credit provision to the private sector, most of the times resulted inefficient and failed. An example of such attempts is the launch of the Agricultural Credit Management Programme (ACMP) in 1994, which was meant to support the private sector in credit provision by giving fertilizers and seeds on credit through credit managers who would in turn provide these inputs to f armers through local credit coordinators (Pletcher, 2000). The ones that mostly benefited from this system have been the stockists and traders at the expense of smallholders. The problem of credit provision with liberalization continues to exist, and will probably persist as long as the private sector and the government do not reach an agreement on the development of efficient input supply networks. It is clear that SAPs in Zambia had a negative impact primarily on the smallholder subsector, that between 1980 and 1994 contributed about 40 percent of the agricultural output (Chiwele et al., 1998). The increase of production costs and the decrease in access to credit have introduced new difficulties for smallholders disposing of less means to overcome adverse conditions than commercial farmers. Moreover, while commercial farming systems are concentrated along the rail line, remote farmers, once relying on support of the state, have been cut off as the private sector was not able to fill the gap caused by liberalization. The new private sector-led marketing system initiated in 1992, in fact, has not so far been successful in carrying out its functions to the same extent as the cooperatives previously did. Most traders own very little transport and storage facilities and tend to depend on hired material. The bigger constraint, however, has been traders lack of access to capital. As a consequence of the marginalization of remote farmers, volatility and desperate selling right after the rains have increased, leading to a decrease of selling prices and a affecting of the market (Chiwele et al., 1998). Concerning cropping patterns, the adoption of SAPs and the cost increase have contributed to the rise in production of other crops as millet, sorghum, and cassava. In fact, even though today maize is still grown in large quantities in Zambia, from 1980 to 2005 Cassava production went from 360000 to 1056000 tons, while millet production from 20000 to 29583 tons (FAOSTAT, 2010). The area planted to maize declined 43 percent between 1989 and 1999. During the same period, the area planted to cotton increased by 65 percent, and the area for groundnuts grew by more than 100 percent (Mukherjee, 2002, p.27-28). Smallholders withdrawal from maize cultivation might be considered as a threat, in the sense that it would negatively affect the policy of self sufficiency in maize, leading to the need of importing the crop from the neighbouring countries (Sano, 1988). In mid-1987, only about 6.5 million bags of maize were expected from current harvest, necessitating large and costly imports of the s taple once again (Good, 1988, p.45). However, the introduction of maize as the main commercial crop was a post-independence policy that encouraged inefficiency and lack of differentiation by giving incentives to the farmers to move away from the production of other crops into maize. But the ecology of the country makes it more suited for certain crops than others, according to the area of cultivation. Maize is ecologically suited to less than half of the country, and requires new skills and large labour and capital inputs in comparison to other starch staples (Mkandawire and Bourenane, 1987, p. 292). The dominance on one crop partially explains why less than 20 percent of the countrys arable land was under cultivation (Saasa, 1996). In the period pre-SAPs, the government introduced rural development programs that promoted the cultivation of maize as a cash and food crop. Rising subsidies have coincided with the rapid advance of maize production, even in areas where it previously had a minor role (i.e. parts of the Northern Province). Such policy made small-scale farmers dependent on the government, on both subsidies provision (as those on fertilizers, transport, marketing and credit), and on a single cereal (Kajoba, 2009). Adjustment reforms have shifted the attention to competing grains and tubers i.e. millet, sorghum, and cassava for a number of reasons. First, these crops are generally cultivated with little or no chemical dressings, requiring much less inputs (Kydd, 1988). Second, they have mainly local basic markets, and their production is not so much dependent on transport services, and therefore subsidies. This also affects the issue of access to markets, which has been decreasing for smallholders with the liberalization reforms. Third, these crops are drought resistant and more traditional in some parts of the country than maize, and their production might contribute to an increased efficiency on the food system, as harvest fluctuations might be red uced and marketed food supply might be more regular. Also, alternative crops sometimes have non-monetary credit available, allowing easier forms of repayment by farmers. For these reasons, a gradual move away from maize might even be beneficial to agriculture to some extent, as it could contribute to an increased efficiency of the food system. Moreover, in the long term, an increase in the production of cheap un-subsidized food could provide a more sustainable solution. CONCLUSION This essay has looked at some of the main consequences on agriculture of policy reform measures undertaken through structural adjustment programmes in Zambia. Both production patterns and smallholder farmers were affected by the reforms. Production costs rose following a decrease in the exchange rate and in agricultural subsidies, and access to credit decreased following liberalization. These patterns negatively affected especially small-scale farmers, unable to cope with increasingly adverse production conditions, while left the bigger, commercial farmers closer to the market better off. Improvements in the small-scale sector have further been undermined by problems in the provision of agricultural support services by private actors. Alternative crops are increasingly grown as a consequence of rising production costs related to maize, and this pattern might provide a solution for a more sustainable and more efficient food system. Certainly, the countrys situation pre-SAPs and the in efficiency of its agricultural policies required some kind of reforms: a food system focused on maize, a structure of production and consumption along the line of rail and in the copperbelt, a transport system sustained by subsidies and an export agriculture affected by an overvaluation of the exchange rate (Sano, 1988). However, the enforcement of a standard package of policy measures has proven unsuccessful in addressing the nature of Zambias economic crisis. SAPs focused excessively on price policy reforms, that have been not able to induce agricultural growth alone. Price stabilisation programmes need to be carefully designed so as not to turn into a fiscal drain and an obstacle to production diversification. Reforms in agriculture are still taking place and policies are therefore still changing. Credit access, input markets design and the way through which institutions can enhance smallholder agriculture are areas that require a particular attention when formulating policies th at will enhance the countrys agricultural potential.

A Pattern of Visionary Imagery in W. S. Merwin :: Poem Poet Essays

A Pattern of Visionary Imagery in W. S. Merwin After quoting Blake's own words to establish his work as essentially "'Visionary,'" and then defining that term as the "view of the world . . . as it really is when it is seen by human consciousness at its greatest height and intensity" (143), Northrop Frye suggests an important but largely ignored point for criticism in his essay "Blake After Two Centuries" when he observes that works like Aldous Huxley's The Doors of Perception "seem to show that the formal principles of this heightened vision are constantly latent in the mind," and that it is this constant availability of vision, near at hand but suppressed, which "perhaps explains the communicability of such visions" (143). Frye is right, of course, but there is another reason for his observation's importance to criticism, which is that the imagery and perceptions of visionary experiences, whatever their cause, occur in readily identifiable clusters, the affective nature of which is determined largely by the emotional reaction of the person experiencing them. Because of this, and because there are poets and authors other than Blake whose work is also visionary--that is, concerned to a large extent with the imagery and perceptions of what we now call altered states of consciousness--one can construct from various works and research on these states a visionary schema that will indicate not only when such a writer's subject is the unconscious, but whether his or her emotional reaction to it is positive, negative, or some ambivalent combination of the two. By means of such a schema, for example, it is possible to trace through W. S. Merwin's deep image poetry a pattern of reconciliation with the unconscious: to argue that, in the works published from 1962 through 1977, he moves from a generally negative sense of it to a far more positive one. Though individual poems in the collections ranging from The Moving Target to The Compass Flower reflect varying senses of the unconscious--there are quietly happy poems in his darkest collection The Lice, for instance--the general pattern in these books and those published between is one of a coming-to-terms with the unconscious, a movement visible largely as a coming-to-terms with death. Before arguing that this acceptance of death is no less than a willing (rather than a fearful) acceptance of the self-surrender necessary to any visionary experience or altered state, even one as specialized as the successful writing of deep image poetry, it is first necessary both to provide the general outlines of that schema mentioned above, and to establish that Merwin's work, like Blake's, is in fact visionary.

John Boehner

I. Personal Background A. Family 1. Birth place 2. Born November 17, 1949 to Mary Anne and Earl Henry Boehner 3. Married to Debbie Boehner; B. Education 1. Boehner attended Cincinnati's Moeller High School and was a Linebacker on the school's football team 2. Graduating from Moeller in 1968 3. Boehner enlisted in the United States Navy but was administratively separated after eight weeks because of a bad back. 4. He earned his B. A. In Business Administration from Xavier University in 1977 . Shortly after his graduation in 1977, Boehner accepted a position with Nucite Sales, a small sales business in the packaging and plastics industry. II. Political Influences & Development A. Political Influences 1. Newt Gingrich a. Republican lawmaker & Engineer 2. Dick Gephardt B. Political Development 1. From 1995 to 1999, Boehner served as House Republican Conference Chairman which is the party caucus for Republicans in the United States House of Representatives 2.During his time as Conference Chairman, Boehner championed the Freedom To Fact Act that, among other provisions, revises and simplifies direct payment programs for crops and eliminates milk price supports through direct government purchases. 3. In 1998, Boehner was ousted as the chairman of the House Republican Conference, after his party lost five congressional seats. III. Contributions & Writings A. Media Attention 1. During his freshman year, Boehner was a member of the Gand Of Seven which was involved in bringing media attention to the House banking scandal. B.Boehner & Senator Ted Kennedy authored the passage of â€Å"No Child Left Behind Act of 2001† 1. Was signed by President Goerge W. Bush. In 2002. 2. Boehner said that it was his â€Å"proudest achievement† in two decades of public service. 3. Boehner was friends with Kennedy, also a Roman Catholic, and every year they chaired fundraisers for cash-strapped Catholic schools. IV. Political Achievements A. In an upset, Boehner was elected by his colleagues to serve as House Majority Leader on February 2, 2006. 1. The election followed Tom DeLay's resignation from the post after being indicted on criminal charges.B. Boehner campaigned as a reform candidate who wanted to reform the so-called â€Å"earmark† process and rein in government spending 1. He defeated Majority Whip Roy Blunt from Missouri Representative John Shadegg of Arizona. C. After the Republicans lost control of the House in the 2006 elections, the House Republican Conference chose Boehner as Minority Leader. 1. As such, he was the Republican nominee for Speaker in 2006 and 2008. V. Personal Conclusion 1. Speaker Boehner 1. Speaker of the House. 2. Congressmen John Boehner 1. John Boehner, part of Congress.

Big Mountain High School Case Study Analysis Education Essay

In this instance survey analysis, I will give a brief sum-up of the instance and the jobs I found along with particulars. I will besides supply recommendations for the territory and school leading that will turn to the awaited barriers to alter. I will establish my recommendations on the needed readings for this class every bit good as other theoreticians and their research applicable to the instance survey. Big Mountain High School serves over 1450 pupils in grades 10-12. Large Mountain is the lone high school in the county, and besides the largest high school in the province. Its geographical location is known for its wilderness and beauty. Because of its location it is mostly a rural territory where many of the attending pupils commute more than 30 stat mis every twenty-four hours to have day-to-day direction. The population of the school ranges from diverse socio-economic backgrounds. As evidenced in the instance, 40 % of the pupils will travel on to go toing 4-year colleges, while 20 % of the pupils attend 2-year colleges. For pupils that are non college edge, as an excess educational option, the territory provides them with a vocational plan ( Smith & A ; Louis, Winter 1999 ) . The Superintendent of the territory is Mr. Bob Carpenter a indigen of the territory. He has been the overseer for four old ages and he is described as being magnetic, a individual who makes determinations and gets things done. He is extremely respected amongst the instructors and staff because he meets straight with the instructors and listens to what they have to state. Mr. Carpenter is besides described as utilizing a bottom-up leading manner doctrine. The chief Mr. Vogel has held the place for 15 old ages. He is known as being a dedicated manager, candid and carnival to his staff. Mr. Vogel besides adopted a bottom-up leading manner doctrine. Some nevertheless, see him to be â€Å" crusty and impersonal † and even unapproachable. He makes hiring determinations, nominates the section chairs, normally communicates with instructors in short staff meetings, and maintains that disposal has full authorization over the processs and policies in the school. The sections at Big Mountain high school were given entire authorization and liberty as how they distribute the instruction assignments, how course of study and direction is designed and they besides make the determinations on budget allotments. Meetings between the principal and section caputs are non regular events, they normally meet one time every three hebdomads and the meetings are normally really short. Finally, there are the instructors. The territory ranks the highest paid among other territories in the province, supplying the territory with a big pool of extremely qualified appliers. Teachers at Big Mountain command how they teach, have small or no treatments over learning methods, the type of direction, and have small or no input in the determination doing procedure that takes topographic point in the school. Faculty is divided and with really small interdisciplinary engagement. There are several leading issues present in the instance. The major issues revolve around the ability of the leading to expeditiously take the school during a much needed alteration. In the instance of the mandated course of study alteration as required by the province, the treatments of the new course of study raised personal and pedagogical differences amongst the module. If the end of the leading is to further growing and alter the way in which the school is traveling, it would be wise for the leading to take a human resource frame attack as discussed in Bolman & A ; Deal, where under the human resource frame, leaders provide and foster equal engagement in the determination devising ( Bolman & A ; Deal, 2008 ) . At Big Mountain, the caputs of section have a significant sum of influence and authorization, and are perceived by the module as decision makers and determination shapers. These differences in power have led to a deficiency of interdisciplinary engagement between section caputs and module members where Hargreaves & A ; Fink refer to as, traditional power blocks ( Hargreaves & A ; Fink, April 2004 ) . This deficiency of interdisciplinary engagement and the misinterpretation of a collaborative leading, as become a top-down hierarchy leading, instead than a sensed bottom-up leading as expressed by the chief Mr. Vogel. It is obvious that the principal in this school will non be developing meaningful relationships with the staff. His neglect for the sentiments of the instructors during his short module meetings, along with his important leading manner resemble what Fullan ( 2001 ) describes as coercive and bossy leading. As the freshly appointed caput for the Language Arts Department, Mr. Chester non merely appointed to the commission merely those who agree with him, he besides restricted the engagement from the instructors that will be implementing the course of study. By making so, he derailed Bolman & A ; Deal ‘s model attack, and the construct of the structural frame where the attempts of groups and persons are coordinated, and besides the human resource frame, where affecting others gives them a sense of belonging and ownership ( Bolman & A ; Deal, 2008 ) . Even though ab initio the principal shared the determination devising with the commission, he rapidly reversed that determination and decided to do the determinations himself. However, subsequently he decided to name Chester to take the new alterations commission to implement the new course of study. One once more his rushed determination was made without the engagement and the input from the instructors, go forthing it small room to win and showing the deficiency of communicating and alliance edifice, necessary when turn toing alteration ( Kanter, Summer 1999 ) . As the overseer, Bob Carpenter was non of much aid to the principal in set uping and developing a successful civilization of committed members within the organisation. Although important and magnetic, his strong interaction accomplishments, the ability to construct relationships while run intoing with instructors and listening to their concerns when the principal was non supportive, have earned him the regard of the instructors, minimising the authorization of the principal. As the overseer, Bob failed as a function theoretical account, and a wise man to the principal. He came across as holding his ain political docket, showing the deficiency of his leading qualities. Qualities required when constructing a successful organisation. Recommendations for ImprovementInspiring leaders have the ability to turn schools about. On the other manus mediocre leaders can alter the civilization of a school and hinder the patterned advance of successful enterprises that may be ongoing within an organisation driven by its members. â€Å" A civilization of alteration consists of great celerity and nonlinearity, on one manus and every bit great potency for originative discoveries on the other. The paradox is that transmutation would non be possible without attach toing muss † ( Fullan, 2001, p. 31 ) . It is obvious that muss is in the hereafter of Big Mountain. Changes are inevitable, and a complete restructuring of the school is recommended. From the overseer, to principal, to section leaders, and to instructors, all fail to develop a collaborative and cohesive work environment. In the instance, the prostration was initiated from the top-down where is lacked sustainable leading. Hargreaves ( 2009 ) describes five obstructions that impede effectual leading and should be addressed in the restructuring procedure of Big Mountain. The obstructions impede the successful execution of the restructuring when sequence is ill planned, sequence passages are severely managed, sequence is frequently on the incorrect frequence, sequence planning fails to see the emotional facets, and in conclusion sequence is non treated as a systemic job. Sequence in leading is an of import facet when reconstituting an organisation and it is frequently overlooked, weakening the long term alterations for a successful turn-around. Large Mountain could profit of an increased stableness in leading. It was evident that neither the overseer nor the principal were wholly dedicated to the school and its vision. The overseer and the principal could hold been more proactive in edifice and set uping a common vision for the school. Constructing a systemic leading is another of import facet that should be taken into consideration. The overseer should work on developing unfastened lines of communicating with other successful schools in the territory, and develop partnerships with the other schools where information is shared, and thoughts are exchanged leting schools to assist each other and ultimately addition accomplishment. Another recommendation involves the development of a distributed leading and the creative activity of managers for the new leading. Bolman & A ; Deal ( 2008 ) depict the human resource frame, where the overseer and the principal would put more accent on constructing personal relationships, and the s chool would profit from the constitution of an unfastened and true bottom-up leading manner doctrine. Because more and more disposal is comprised of first-time leaders, giving support to new leaders will relieve the emotional emphasis associated with the place. Supplying good back uping managers will assist the new leaders with the troubles that come with the new administrative function. A concluding option is to maintain the position quo of the school. However, without alterations in leading, the instability that exists amongst the staff will stay and will go on to decline. Leadership stableness can be improved by leading sequence, and this may be accomplished by administering successful leaders across schools in the territory and developing a support web that will help overseers, principals and instructors throughout the territory. â€Å" Successful sequence is about turning and linking leading throughout a system, non merely happening the right tantrum for single leaders. † And â€Å" Permanent betterment seldom exists without leading stableness or successful sequence. Effective sequence is a strategic challenge but non an unsurmountable 1 † ( Hargreaves & A ; Fink, April 2004 ) . MentionsBolman, L. G. , & A ; Deal, T. E. ( 2008 ) .Reframing organisations. San Francisco: Jossey-Bass. Fullan, M. ( 2001 ) .Leading in a civilization of alteration. San Francisco: Jossey-Bass. Hargreaves, A. ( 2009 ) . Leadership Succession and Sustainable Improvement.School Administrator, 66 ( 11 ) , 10-15. Retrieved from ERIC database. Hargreaves, A. , & A ; Fink, D. ( April 2004 ) . The Seven Principles of Sustainable Leadership.Educational Leadership, 61 ( 7 ) , 8-13. Kanter, M. ( Summer 1999 ) . The Enduring Skill of Change Leaders.Leader to Leader Journal( 13 ) , 15-22. Smith, B. , & A ; Louis, L. ( Winter 1999 ) . Case 2: Changes at Big Mountain High School [ Abstract ] .Journal of Cases in Educational LeadershiP, 2 ( 1 ) , 1-2.

How to write the perfect interview thank you note

How to write the perfect interview thank you note Someone wise once said, â€Å"Saying thanks costs nothing but gives everything.† If you’re a jobseeker who’s currently going through the interview process, it can also help you to gain everything, especially that coveted position. Sending a job interview thank you note within 24 hours of a meeting isn’t just good manners; it can be the act that ultimately secures you the role. Not only do follow-up notes serve to remind hiring managers of your exchange, but they also show prospective employers that you really want the job and that you’re the sort of polite, committed individual they want in their workforce. In other words, follow-up notes are a must-do, and with National Thank You Note Day coming up soon on December 26th, now is a particularly good time to start thinking about how best to express gratitude in a letter or email. Because to really have an impact, you need to go beyond simply saying, â€Å"Thanks for your time†. Let’s loo k at how to craft post-interview correspondence that sets you apart from the competition.1. Lay the groundwork.You should ideally write a personalized job interview thank you note to every individual who set aside time to meet with you – if there were five people on the interview panel, best practice would dictate that you craft five separate letters. To make this easier for yourself, try to get each person’s business card at the end of the interview, or if this isn’t possible, ask your main contact for the other interviewers’ full names and email addresses before you leave.2. Make your â€Å"thank you† sincere and specific.It’s important that your issue of thanks feels genuine and not like something you’re just checking off a list. To make it sound sincere, don’t stop at â€Å"Thanks for meeting with me today.† Rather, pick out and mention one or two specific things you truly appreciated about the exchange. Maybe the in terviewer went out of their way to make you feel relaxed. Maybe they patiently answered all of your questions at the close of the interview. By calling out these particulars, you show that you noticed, and place value on, the effort they invested in the conversation.3. Reference a unique, memory-jogging detail.Hiring managers typically interview a bunch of candidates for a single vacancy, and they’ll likely receive a heap of thank you notes, too. So, when your letter appears in their inbox, they might not immediately recall who you are. Remind them by making reference to a part of the discussion that was (most likely) unique to you. For example, perhaps you discovered that you share a favorite author or attended the same university. Or maybe you found yourselves chatting about an exciting new industry development for a solid 10 minutes. Allude to this in your job interview thank you note to make sure that your face pops into the recipient’s mind when they’re rea ding it.4. Show that you were really listening.Employers want to hire someone who can hit the ground running – someone who really understands what the company needs and what would be required of them as an employee. In most interviews, hiring managers will cover these sorts of details. Show that you were paying attention, and that you genuinely care about the position, by speaking to a few of the key points that the interviewer shared with you. Illustrate that you’re familiar with the goals and challenges that the organization is currently facing, and then go one step further by highlighting how your skills and experience position you well to help them achieve their objectives.5. Reiterate your interest in the position.In the same way that you might leave a meet-up wondering what the interviewers think of you, they might walk away wondering how you feel about the role, now that you’ve learned more details. Use your job interview thank you note to reassure prospe ctive employers that you’re still enthusiastic about the position. Express your genuine interest by pulling out specifics about the role and company that really appeal to you, but be careful not to overdo it.6. Invite a response.Close your note by encouraging the recipient to contact you if they have additional questions or need extra documentation from you in order to make a decision. You could also politely request interview feedback. This way, interviewers will be pressed to follow up, and you’ll (ideally) keep the lines of communication open and your name top of mind.7. Pay attention to formatting and tone.In today’s digital age, it’s absolutely fine to send your job interview thank you note in email form (unless the company you’re applying to is old-school, in which case a handwritten letter would be better). Either way, make sure the tone and language you use is professional, and format the note like you would a formal business letter, with a ppropriate opening and closing salutations. Remember to proofread for spelling and grammatical errors, and finally, keep the note as a whole succinct – while hiring managers will appreciate a â€Å"thank you,† they probably won’t take kindly to having to wade through an epic story.LiveCareer  offers assistance to jobseekers at every step of the journey. Access free  resume templates  and  resume examples, plus a free  resume builder  and advice on how to answer  interview questions  of all stripes.

How to Manage a Social Media Crisis Without Losing Your Mind

How to Manage a Social Media Crisis Without Losing Your Mind A social media crisis is something most brands will encounter at some point in time. Some will be more serious than others, but a solid social media crisis plan can help you better manage the situation and mitigate damages. Maybe an intern accidentally posted on the company account (instead of a personal profile). Or, a major mistake (understandable or not) might spark online outrage amongst your audience. Whatever the case, marketers and social media managers need to be prepared, which is why every company should have a social media crisis management plan in place. Equipped with your crisis survival guide, you’ll be prepared for even the worst situations. How to Manage a Social Media Crisis Without Losing Your Mind via @Document Your Social Media Crisis Plan Before we dig into the nuts and bolts of crisis planning, snag your free template to put together a complete crisis communication strategy. Use this post as a guide to complete it. Then, keep it somewhere easily accessible for your team, and youll be ready for the worst. Awesome news! Youre invited to a 1on1 marketing demo of ! In 30 mins or less, you can see howtoGet your free social media crisis management plan template from @What Qualifies As a Social Media Crisis? First, we need to be clear about what is (and isn’t) a crisis. Linking to the wrong blog post on a social message – a minor mistake, but definitely not of crisis proportions. Using a national disaster to promote your products and receiving backlash for it – definitely something that falls into the crisis category. The first scenario happens from time to time. Humans make mistakes. We're all busy and sometimes minor things slip through the cracks. The second situation, however, is obviously urgent. A strategic choice has led to some major issues and could do the brand major damage. So, you get the idea. But, how do you actually separate day-to-day hiccups from genuine catastrophes? When it comes to social media problems, how do you actually separate day-to-day hiccups from...Create a Social Media Crisis Scale Convince and Convert  devised a great solution to this problem. They built a customer response flowchart that matches the severity of an issue, to the right course of action. Here’s what theirs looks like: You can create something similar by establishing five levels of issue severity: Customer service question: Routine inquiries that your customer support team can answer. Here's an example from Delta: This customer reached out on Twitter with a question regarding frequent flyer upgrades. An angry customer: More than just a question, this person is actively upset. Allow customer service or PR to respond, with a manager’s guidance. Here's an example from United: Several angry customers: If you have several (let’s say ten or more) customers complaining about the same issue in the space of an hour, get a customer service manager or PR specialist directly on the appropriate social channel. Here's an example from Instagram when the platform experienced an outage. Something terrible just happened: In the event of a major news catastrophe, shut down all scheduled social media posts. If there’s a serious defect with a product, your service is down, or something similar, consider creating content answering common questions. Get senior-level managers, PR, or marketing and the C-Suite involved. Issue statements, apologies, etc. Here's an example of how Samsung handled a terrible incident when its Galaxy Note 7 mobile phones were recalled due to safety issues. Your brand is serious jeopardy: There's been a misstep in communication and something was handled poorly resulting in lawsuits, public backlash, and boycotting.   Consider getting a statement from your CEO, or reissuing an apology and admitting your mistakes. Involve your senior-level managers, customer service, PR, and marketing staff and monitor the situation closely. Here's an example from an incident where United handled the removal of a passenger poorly resulting in broken bones and unnecessary force. Following the incident, an internal statement from the CEO went public after reaffirming his support for employees while describing the passenger as "disruptive and belligerent." After, the public was outraged and resulted in the CEO issuing an apology, new regulations and nearly $1 billion axed from its market value on the stock market. Here are some examples of situations that would fit each level: Crisis Level 1: Isolated customer complaints and questions. Crisis Level 2: Angry customers, broken links, posts directing to the wrong page, factual inaccuracies, major misspellings on social posts. Crisis Level 3: High volume of angry customers, service outages, lack of product availability. Crisis Level 4: Product recalls, defective services or products, widespread negative press coverage, layoffs. Crisis Level 5: Lawsuits, serious accidents resulting in injury, illegal employee conduct. This isn’t a scientific scale, but it should give you some idea of how to prioritize. Unless it’s above Level 2, it’s really not a crisis at all. If it’s less than a Level 3, it most likely does not need to be escalated past your customer service team, or routine PR messaging. Here's how to identify a social media crisis using a five-point scaleIdentifying a Crisis Using Social Listening Now you know what a crisis looks like. Next, let’s walk through how to spot them as they happen. One of the worst things you can say in a crisis is nothing. So, make sure you’re monitoring what’s being said about your brand is essential for responding promptly. The best way to do this is with social listening. The good news is, you can do this with . You no longer have to have your social message scheduling separate from your social media conversations. Here's how it works: Why should brands use 's new social listening feature to spot a crisis before it spreads?How Can I Tell My Brand Has a Problem? Follow these two steps: Keep an eye on your brand mentions. Check in periodically and use email alerts to stay on top of discussions as they happen. Use your crisis scale to assess problems. Then, respond accordingly. To determine how many negative messages constitutes a crisis, Hootsuite recommends setting crisis thresholds. Here’s an example they outline for a hypothetical sports clothing company: Less than five negative mentions per hour: Continue monitoring closely. Compile a report for senior management to review at the end of the day. More than five negative mentions per hour: Begin assigning messages to the public relations manager in Hootsuite. More than 10 negative mentions per hour, for more than three consecutive hours: Contact the CMO on her cell phone, and begin officially rolling out the social media crisis management plan. You can establish your own thresholds similarly, based on what you might think is reasonable. Recommended Reading: How to Create a Social Media Strategy With 3 Steps and a Template Develop a Plan Before a Crisis Happens Prevention is the best medicine. Short of that, having a plan in place before things go haywire is the next best option. Here are four things to prepare and keep on hand in case of emergency. Establish a Crisis Chain of Command Using your crisis scale, establish who is responsible for managing the response at each level. It might look something like this: Develop an Internal Response Protocol Your employees likely have their own social media accounts. When disaster strikes, they may not know what they can (and can’t) say about the issue publically. So, it’s important to make sure they don’t go rogue or leak information you don’t want to be released. This could make a bad situation worse. Get in front of this with a documented response plan. If a crisis reaches a level 4 or higher, do the following: Send an internal email alerting everyone about the situation. When a problem reaches this stage, people need to know. They should hear about it from their own company before family, friends, or strangers start asking. Provide messaging they can share. They might get asked questions. Either create copy-and-paste messaging they can share or a link to a page they can direct people toward. This will help keep your message consistent and take the pressure off team members to respond (who might not know what to say otherwise). Keep your company up to date. Continue to keep the flow of information open. Let everyone internally know when the issue is resolved. Recommended Reading: How to Complete a Social Media Audit in 9 Steps (Free Template) Secure Social Media Login Credentials This is important for two reasons: If your crisis is the result of a hack, you’ll want to change your passwords. You may want to consider changing login email addresses and usernames, too. If you need to remove something or stop automated posts, it’s important that all authorized staff know where to find the login info. The last thing you need is to have your PR and social teams scrambling to find the Twitter password because the manager is on vacation. The best way to do this is with a shared and secure password repository. Some options include: 1Password Dashlane LastPass KeePass Roboform 8 You can learn more about each of these services via Lifehacker. They all achieve more or less the same goal (and can be used for securing a lot more than just social media credentials). Plus, they make it possible for each member of your team (or at least those who need social account access) to store and secure passwords in one place. Social media crisis management tip: Keep passwords secured and stored somewhere team members can...Craft Emergency Response Messaging Templates When a mistake happens, you may not have time to issue a detailed response right away. However, you’ll need to say something to acknowledge you’re aware of the issue before things get out of hand. Plus, for routine inquiries, it can save time to have messaging ready to help you respond promptly. You don’t need to be beholden to your templates, either. Keep them flexible enough that they can be edited to fit the given situation (and make sure they actually make sense before posting). Here are some copy-and-paste examples you can use. Example 1: Hi [USERNAME], We’re sorry to hear you’ve been experiencing [INSERT PROBLEM]. Our customers expect and deserve better from us. Could you send us a DM with more details? Example 2: This sounds frustrating! Please accept our apologies, we should have resolved [INSERT PROBLEM] before it disrupted your day. Please call us at [INSERT NUMBER] and we’ll take care of this right away. Example 3: We’re extremely sorry to learn [INSERT PROBLEM] has been happening. Fortunately, we do have a solution that should help. Check out [INSERT URL] to find the next steps you should take. If there’s anything else we can do, let us know! Templates like this can help resolve routine inquiries fast. However, be cautious of overusing the same messaging too frequently. It can come across impersonal (though, really, most people will be okay with that as long as their problem gets fixed). If your problem is more than just a customer complaint, though, you’ll need to go into full-on crisis mode.

A goal oriented appraisal system

A goal oriented appraisal system Purpose – To implement a goal oriented appraisal system Observations from yesterday meeting They don’t have a proper performance appraisal system Technical skills are assessing from their Netherland counterpart but as my knowledge it is not documented Currently they are using 360 feedback systems but the content of the appraisal is very poor They are focusing on implementing a goal oriented appraisal system They are planning to conduct appraisal quarterly Their main purpose is to improve employee’s soft skills while assessing their technical skills Through this hey need to identify the skill gaps and training need of their workforce Performance management is about working together with employees to identify strengths and weaknesses in their performance and how to help them be a more productive and effective worker. Therefore, it is important to have a proper performance management system to help everyone in the organization. In order to have a proper performance appraisal system we can use following actions. Actions to be taken We need to evaluate the current performance appraisal system We need to analyze the areas covering thorough the current appraisal system and how frequently they are providing their feedback to others. Also we need to identify if there is anything that need to be changed or add to the evaluation criteria. As per the current system they are assessing only soft skills, but it is very important to assess their technical and operational and service skills to improve their career. Identify organizational goals Performance management system should be focused on project goals. PM has the idea of project deadlines, necessities needed to achieve the deadlines; measures effectiveness or efficiency towards the deadline and drivers to achieve the deadline etc. This chain of measurement is examined to ensure alignment with overall results of the organization. Goals should be addressed within a SMART framework. Specific: Well-defined to inform employees exactly what is expected, when, and how much. Measurable: Provide milestones to track progress and motivate employees toward achievement. Achievable: Success needs to be attainable with effort by an average employee, with a bit of a stretch. Relevant: The goals should focus on the greatest impact to the overall corporate strategy. Timely: A goal should be grounded within a time frame to create a sense of urgency for completion Therefore it is important to clarify what your goals are for the next quarter. Identify processes or procedures that could be simplified or done more effectively. Declare the goals for the next quarter or new products/ projects employee may involve. Implement better communication between departments and team members. Set performance expectations. Clearly explain the expectations for the employees Examine that they are currently doing their job well. Share some weaknesses that observed in their work habits, and how overcoming those would help their performance in the company. Identify specific things to accomplish over the next quarter. Prioritize these works, so the employee knows which is most important and make sure to give them a deadline for each task. Monitor and develop the performance cycle throughout the quarter One on one (1:1) feedback is a great way to do this. As employees begin to work on their expectations, we need to assess regularly how they are doing. We can do this weekly and can give feedbacks about their performance. If they appear to be struggling to meet performance expectations, discuss with them and check if they required any support or coaching. Evaluate their performance At each performance review, we should let employee know how they are doing. It is often helpful to assign a numeric value on a scale, rating the employee from â€Å"not meeting expectations† to â€Å"meets expectations† to â€Å"exceed expectations†. As a company we need provide feedback on their performance. We need to be more specific as possible, noting key examples of when they demonstrated a certain quality. Explain about the consequences or rewards of their performance. It is a key strategy to retain the top talent and driving organizational performance that exceeds all expectations. These things can be used to develop the under performers to become greater assets to your organization. Discuss any problems they may be having. Listen to their concerns. Align feedback with feedback given throughout the quarter in their one on ones Set new performance expectations for the next quarter Some items may be the same. However, since these are also based on organizational goals, you will need to re-examine the goals for the upcoming quarter. Conclusion Effective performance management plan is the key to creating an engaged and aligned workforce the hallmark of all successful businesses. Without one, the organization could lose more than just time and money you could lose knowledge, employees and, in the end, your competitive edge.

Molesworth Manor Communication Campaign Coursework

Molesworth Manor Communication Campaign - Coursework Example As a result, it is vital that Molesworth Manor devise a way to avoid this occurrence since the profitability may be ultimately affected. It is for this reason that empty nesters have been targeted as the next market for Molesworth Manor. This is a group of lonely people since they have no school-going children unlike the ones that Molesworth Manor has been targeting. The current situation is that this group is not among the people targeted by Molesworth Manor. Yet, these people need not wait for their children to come on holiday to book for rooms at Molesworth Manor. Therefore, it is highly recommendable that this group be targeted this year. For this sole reason was this reported created to ensure that Molesworth Manor remains profitable irrespective of the period. Molesworth Manor (MM) has been actively engaged in the hospitality industry for several decades now where its brand has been tremendously celebrated. The geographic location of Molesworth manor favours it in various ways including having some of the wealthiest counties around. The towns of Hampshire, Buckinghamshire and Surrey are some of the towns named as the wealthiest with every household having at least one car. Further, this hotel’s location prides itself for having a great number of empty nesters. Additionally, the infrastructure is not a problem in the area meaning clients can access the hotel without any inconveniences at all. In light of the above, the objectives Molesworth Manor wishes to achieve in this campaign include finding a solution to the months when there is low occupancy. Normally, Molesworth Manor is mostly booked during the school holidays when the families spend several days there. However, the months of February, March and October are adversely affected since not many families book the hotel during this time.

Management Accounting Essay Example | Topics and Well Written Essays - 2000 words - 6

Management Accounting - Essay Example This platform helps the organizations to take their long term business decisions. It has been observed that there is a long term debate between the global fraternities related with the functionality of accounting. Many experts have described accounting as the communicating tool for the organizations to showcase their business reality. On the other hand many people have stated that accounting itself constructs reality. This debate is a burning issue for the organizations across the world. Accounting is nothing but an information science used for the purpose of classifying financial data. Here in this essay the title statement will be critically analyzed on the basis of various favorable and unfavorable arguments. The essay will also include the framework of Burchell et al into this essay. The essay will follow a step by step approach which will analyze the topic in detailed fashion. The essay will follow a suitable structure. With the help of this essay an attempt will be made to end the debate related with the title topic. Accounting is a process through which organizational reality can be communicated. Organization does accounting for the purpose of communicating realities towards the all stakeholders related with the organizations. Every organization has internal and external stakeholders. It is important for internal and external stakeholders to know the organization reality in detailed fashion. To get the detailed information there is no substitute of accounting. It indicates that accounting does communicate reality to the stakeholders. Financial communication is the most important factor on the basis of which investment related decisions are being made. Investors invest their moneys on the basis of proper information. That information is being communicated with the help of accounting. According to the framework of Burchell, if uncertainties of

Factors Influencing Consumer Behaviour from the Indian Firms Essay

Factors Influencing Consumer Behaviour from the Indian Firms Perspective - Essay Example It is evidently clear from the discussion that consumer behavior processes start  in the mind of the consumer when he/she tries to look for alternatives that suit  his/her needs, in addition to, to the consideration of other relative advantages of a product or service such as cost savings and superior quality. The process goes to the next stage that involves internal and external research concerning a product or service to be purchased. That notwithstanding, there is the post-purchase stage, which is critical since it is the one that determines whether or not the consumers were satisfied, and thus, largely influences their future behavior to consume or not to consume a product or service. Businesses tend to focus more on the post-purchase stage as it determines whether their products have been successful or not. Essentially, it is at this phase that the performance of a good or service is ascertained. In some instances, the people who make purchases are not the actual consumers o f the products; thus, advertisers need to understand the roles of users in order to efficiently place their advertisements in a formidable manner to attract consumers. India is a demographically vast country with a rich cultural diversity. The Hindu culture is, however, segmented based on the geographical dispersion of the nation. For instance, the cultural practices in Northern India are not similar to those in Southern or Western India. Culture is a complex term, which encompasses tradition, cultural beliefs, morals, as well as general knowledge of a particular society. It is the culture that identifies or distinguishes people from different backgrounds since they will have various thoughts and beliefs concerning contemporary issues.

Teacher Profile Assignment Example | Topics and Well Written Essays - 500 words

Teacher Profile - Assignment Example Teacher: That question brings us to the value of arts in school, which is my field of professionalism apart from an educationist. College Board Advocacy and Policy Centre believe that, by supporting poetry and drama in our schools, we ultimately promote a creative economy and add quality of life to every student. Art representation and students’ well-being are two sides of the same coin. Without arts, the students will be overly incapable of a realist thinking of the way events of their lives unfold. Interviewer: Thank you for the explicit interpretation of the value and importance of art in schools. What are some of the art representation in the college you find more useful and intriguing to the students? Teacher: ArtsEdge is a well-structured website for the practical art-based points of representation. This is because one of the major arts of which we believe in upholding is the values of cultural drama and poetry to the students. The College Board Advocacy and Policy Centre was established as an artwork entity to transform education in America. This was because of cultural diversity where various cultures meet and share their values. For example, you are Chinese meeting different cultures hence respect for every cultural and art values should be paramount for a peaceful co- existence. Teacher: Various art representations are beneficial to the students. Firstly, Arts have vehemently expanded the student’s potential by encouraging innovation, critical thinking and creativity. A comprehensive and all round arts education is an effective tool for the development of the whole teens, keeping them in school and improving on their worldview of being achievable in life. Lastly, arts have played a major role in the alignment of major educational trends. Teacher: I see arts being at the epitome of every subject in the American curriculum in the near future. This is because art is a practical subject and ensures the

The Social Impact of Gansta Rap Essay Example | Topics and Well Written Essays - 1250 words

The Social Impact of Gansta Rap - Essay Example Compounding these negative opinions of rap music were the highly publicized incidents between gangsta rappers and law enforcement. Many gangsta rappers have been caught up in the imagery and the bravado of their lyrics as the distinction between art and life are often blurred. One rapper turned actor, whose career and life exemplified this tension was Tupac Shakur". (Article Exertp) Additionally, "The blend of black influences, and wild response by the younger set made rock and roll appalling and threatening to the older generation. Attempts to control the influence of rock often turned comical; after several previous television appearances became controversial, Elvis Presley was famously shown from the waist up (to avoid offending viewers with his suggestive hip swivels) on the Ed Sullivan Show in 1956. Hollywood was quick to capitalize on the trend, turning out a series of rock-and-roll themed exploitation films designed to thrill teenagers and horrify adults". (Rock and Rebellion) References Article

Factors Influencing Consumer Behaviour from the Indian Firms Essay

Factors Influencing Consumer Behaviour from the Indian Firms Perspective - Essay Example It is evidently clear from the discussion that consumer behavior processes start  in the mind of the consumer when he/she tries to look for alternatives that suit  his/her needs, in addition to, to the consideration of other relative advantages of a product or service such as cost savings and superior quality. The process goes to the next stage that involves internal and external research concerning a product or service to be purchased. That notwithstanding, there is the post-purchase stage, which is critical since it is the one that determines whether or not the consumers were satisfied, and thus, largely influences their future behavior to consume or not to consume a product or service. Businesses tend to focus more on the post-purchase stage as it determines whether their products have been successful or not. Essentially, it is at this phase that the performance of a good or service is ascertained. In some instances, the people who make purchases are not the actual consumers o f the products; thus, advertisers need to understand the roles of users in order to efficiently place their advertisements in a formidable manner to attract consumers. India is a demographically vast country with a rich cultural diversity. The Hindu culture is, however, segmented based on the geographical dispersion of the nation. For instance, the cultural practices in Northern India are not similar to those in Southern or Western India. Culture is a complex term, which encompasses tradition, cultural beliefs, morals, as well as general knowledge of a particular society. It is the culture that identifies or distinguishes people from different backgrounds since they will have various thoughts and beliefs concerning contemporary issues.

The Social Impact of Gansta Rap Essay Example | Topics and Well Written Essays - 1250 words

The Social Impact of Gansta Rap - Essay Example Compounding these negative opinions of rap music were the highly publicized incidents between gangsta rappers and law enforcement. Many gangsta rappers have been caught up in the imagery and the bravado of their lyrics as the distinction between art and life are often blurred. One rapper turned actor, whose career and life exemplified this tension was Tupac Shakur". (Article Exertp) Additionally, "The blend of black influences, and wild response by the younger set made rock and roll appalling and threatening to the older generation. Attempts to control the influence of rock often turned comical; after several previous television appearances became controversial, Elvis Presley was famously shown from the waist up (to avoid offending viewers with his suggestive hip swivels) on the Ed Sullivan Show in 1956. Hollywood was quick to capitalize on the trend, turning out a series of rock-and-roll themed exploitation films designed to thrill teenagers and horrify adults". (Rock and Rebellion) References Article

Marketing Strategies of Newspapers Essay Example for Free

Marketing Strategies of Newspapers Essay The newspaper market, like other markets have become competitive to the extent that survival requires a lot of creativity and innovation in the way the business is conducted. This is the situation in which the three major newspapers on the Zambian market, i.e the Post, the Times of Zambia, and the Zambia Daily Mail newspapers find themselves. Currently, the Post newspaper is the market leader with a market share of eighty percent (80%), the Times of Zambia newspaper and the Zambia Daily Mail, together with the rest of the other newspapers share the remaining twenty percent (20%). For this study, the focus is on three newspapers, The Post which is a privately owned newspaper and the Times of Zambia and the Zambia Daily Mail which are stated owned newspapers. The difference in performance amongst these three newspapers has also been reflected in the differences in the readership of the three (3) newspapers which is indicated below. Source: Synovate Research Center 2005 For any of these papers to gain competitive advantage and long term profitability, there is need to come up with a proper business approach. One such approach is a proper understanding and management of the common business parameters like the quality of the product, the pricing of the product, the distribution of the product, and the promotion of the product. A newspaper firm can then formulate appropriate differentiation strategies based on the above parameters which are commonly known as the four ‘Ps’ of the marketing mix (Kotler, 2003:15). The discrepancies in the market share prompted the researcher to look at the business management aspect of the three newspapers, i.e.how they were applying and using the four ‘Ps’ of the marketing mix. The aim was to determine how the three newspapers were utilizing the elements of the marketing mix in order to gain competitive advantage on the Zambian market. Essentially, this is a comparative study which looks into how the three newspapers were utilizing the marketing mix to increase their market shares. The study was expected to reveal the differences in the usage of the marketing mix and show whether this had a significant impact on the market shares of the three papers. This is not withstanding the fact that the performance of an entity is dependent on the various functional areas of business management. However, in this particular case, what was being put to test was the functional area of marketing, and in this case the application of the elements of the marketing mix. The liberalization of the Zambian economy in 1991 saw the emergence of various entities on the Zambian market. This included the print media. The Post newspaper is one such paper that emerged as a private owned newspaper. Prior to 1991, there were mainly two dominant papers, i.e. the Times of Zambia, and the Zambia Daily Mail newspapers. For this study, the focus was on one private newspaper, i.e the Post newspaper, and the state owned newspapers, i.e. The Times of Zambia and the Zambia Daily Mail newspapers. Currently, on the Zambian market, the Post newspaper is the market leader with a market share of eighty (80%) percent by far surpassing the Times of Zambia and the Zambia Daily Mail which fall into the remaining twenty (20%) percent. This poses the question of why should a newly born newspaper, i.e the Post Newspaper, out match the old newspapers like the Times of Zambia and the Zambia Daily Mail newspapers. Obviously, the market share has to do with the acceptability of the paper. And from a business management point of view, this acceptability is dependent on the paper’s marketing strategies which are based on the marketing mix. Hence the reason for the research in this area. The history of each of the above stated newspapers is as follows: †¢The Times of Zambia newspaper The Times of Zambia is a national daily newspaper published in Zambia. During the colonial period this newspaper was known as The Northern News. It was founded in 1944 as a twice-weekly newspaper aimed at a European readership, owned first by Roy Welensky and then by the South African newspaper chain Argus. Argus then sold the paper to Lonhro, under which it was renamed the Times of Zambia on 1 July 1965. Lonhro had just bought out Heinrich Brewery which had briefly operated a daily, The Zambia Times and weekly Zambia News. Criticism of the government under the editorship of Dunston Kamana in the early 1970s and the change of the government to a one party state led to the purchase of Times of Zambia by the United National Independence Party (UNIP) government who then appointed its own editor, Vernon Mwaanga, in 1972. When the Movement for Multiparty Democracy (MMD) came to power in November 1991, it went to court claiming UNIP had illegally taken over the newspapers. The courts found in favour of the MMD, and ruled that the papers ownership be transferred to the Zambian Government. The Times of Zambia is now owned by the Zambian Government. After the independence of Zambia in 1964, the print media was run by the private sector with Times of Zambia then been published by Lonrho and the name Daily then Central African Mail was run by Scott and Astor. In 1969 it was purchased by the ruling United National Party (UNIP) (Banda, 2004). In 1983, the newspaper industries along with most other industries were nationalized as part of government’s humanism. The two newspapers were then turned into government companies and heavily subsidized by the government. In 1990, there was the introduction of multiparty government and an open, market –driven economy. Privately owned newspapers were reintroduced and according to the National Archives (2003) 137 publications, both newspapers and magazines, were registered between 1991 and 2002. Most of the registered newspapers were either aborted or died soon after the first few issues. The cover price of the newspapers has remained the same in Zambia at K3000.00 with new newspapers coming in and offering a lower price and then failing to survive all together. The other sources of income for newspapers are through the advertising which has grown with newspapers getting more and more expensive. This case research is intended at studying the various marketing strategies used by newspaper companies in Zambia and how they can increase competiveness. My aim is to find out the current marketing strategies of the major newspapers in Zambia, namely The Post, Daily Mail, Times of Zambia, The Guardian and The Mirror. The purpose of the study is to understand the current marketing strategies and come up with recommendations to increase competitiveness in this sector. 1.2 Background to the study After the introduction of the multi-party system and the subsequent liberalization of the economy, in Zambia, in 1991, the country saw the emergence of various types of privately owned newspapers in addition to the two regular newspapers, i.e The Times of Zambia and the Zambia Daily Mail. In all, the mid 1990s, there were several privately owned newspapers in addition to the two regular state owned newspapers stated above. What transpired is that some private newspapers came and went, whilst the two state owned newspapers have failed to be competitive and increase their market shares, but they have survived through Government subsidies. However, one privately owned newspaper, the Post Newspaper, has continued to grow its market share and today it is the market leader in its relevant market. The question of interest to the researcher is to determine the type and effectiveness of the marketing strategies that the Newspapers are using to increase their market share in the relevant markets. 1.3 Research Problem  Since the Liberalization of Zambia’s economy in 1991, several private newspapers have emerged to join the already existing state owned ones. However, most of the privately owned newspapers have collapsed, and the two state owned ones are failing to increase their market, but are surviving on Government subsidies. But one private newspaper, the Post, has continued to thrive to become the market leader. There is still very little competition in this industry with only a few as newspapers surviving and one major newspaper The Post is getting 80% of the market share (Banda 2004). Given this background, the researcher wants to determine the type of marketing strategies newspapers use, and the extent to which these marketing strategies are effective. Consequently, this will help the managements of the newspapers to improve their marketing strategies so as to provide quality services to their customers, and thereby increase their market share and competitivene ss.

Stakeholder And Issues Management Approaches Management Essay

Stakeholder And Issues Management Approaches Management Essay The stakeholder management approach is a response to the growth and complexity of contemporary organizations and the need to understand how they operate with their stakeholders and stockholders. Underlying the stakeholder management approach is the ethical imperative that mandates businesses in their fiduciary relationships to their stockholders and shareholders to: 1) act in the best interests of and for the benefit of their customers, employees, suppliers, and stockholders; and 2) respect and fulfill these stakeholders rights. The ethical dimension of this approach is based on the view that profit maximization is constrained by justice, that regard for individual rights should be extended to all constituencies of business that have a stake in the affairs of business, and that organizations do act in socially responsible ways not only because it is the right thing to do, but also to ensure their legitimacy. A. The Outsourcing Debate 1. Competing stakeholder claims become heated when executives must choose between profit and the welfare of some or all stakeholders. 2. Conflicting studies report that, on one hand, every dollar of corporate spending shifted offshore generates $1.13 in new wealth for Americas economy and, on the other hand, U.S. workers may lose $120 billion in wages to outsourcing by 2015. Arguments against outsourcing of jobs and work include: Jobs are not presently being created in the private sector, which has not happened before in U.S. history. The U.S. trade deficit continues to escalate, with no trade surplus in the United States for more than 20 years. At least three million jobs have been lost over the last three years, with no end in sight. The job loss is not only at lower levels, but also at middle and administrative levels. Local communities and states depend on individual and corporate taxes to survive. Massive outsourcing threatens the American middle class as well as local communities. 3. In a pluralistic society, corporate leaders need a method that helps them understand and keep score on each of their stakeholders strategies, ethics, and power relationships. 2.2 Stakeholder Management Approach Defined The stakeholder approach argues that ethical principles can result in significant competitive advantage, and provides a framework that enables users to map and, ideally, manage corporation relationships (present and potential) with groups to reach win-win collaborative outcomes. A stakeholder approach does not have to result from a crisis or controversial situation nor is it limited in its use to large enterprises. It can also be used as a planning method to anticipate and facilitate business decisions, events, and policy outcomes. A. Stakeholders 1. A stakeholder is any individual or group who can affect or is affected by the actions, decisions, policies, practices, or goals of the organization. The focal stakeholder is the company or group that is the center or focus of an analysis. Primary stakeholders include owners, customers, employees, suppliers, stockholders and the board of directors. Secondary stakeholders include all other interested groups, such as the media, consumers, lobbyists, courts, governments, competitors, the public, and society. B. Stakes 1. A stake is any interest, share, or claim that a group or individual has in the outcome of a corporations policies, procedures, or actions toward others. 2.3 How to Execute a Stakeholder Analysis The stakeholder analysis is a pragmatic way of identifying and understanding multiple (often competing) claims of many constituencies. A. Taking a Third-Party Objective Observer Perspective 1. Taking a third-party objective observer perspective while doing the stakeholder analysis in the following section helps students see all sides of an issue and then objectively evaluate the claims, actions, and outcomes of all parties. B. Role of the CEO in Stakeholder Analysis 1. The stakeholder analysis is a series of seven steps aimed at the following tasks (Frederick et al, 1988): Step 1: Map Stakeholder Relationships Figure 2.2 shows a general picture of an initial stakeholder map. The following five questions, in particular, offer a quick jump start on the analysis: Who are our stakeholders currently? Who are our potential stakeholders? How does each stakeholder affect us? How do we affect each stakeholder? For each division and business, who are the stakeholders? Step 2: Map Stakeholder Coalitions. Determine and map any coalitions that have formed. Coalitions among and between stakeholders form around issues and stakes that they have or seek to have in common. Step 3: Assess the Nature of Each Stakeholders Interest Along with Step 4, this step helps in assessing the nature of each stakeholders power by identifying the interests of various stakeholders as supportive, nonsupportive, mixed blessing, or marginal. Step 4: Assess the Nature of Each Stakeholders Power. This part of the analysis asks, Whats in it for each stakeholder? and Who stands to win, lose, or draw over certain stakes? Three types of especially useful stakeholders are those with voting power, political power, and economic power (Freeman, 1984). Step 5: Identify Stakeholder Ethics and Moral Responsibilities Determine the ethics, responsibilities, and moral obligations your company has to each stakeholder. Figure 2.3 shows a matrix of stakeholder responsibilities. This part of the analysis should continue until you have completed matching the economic, legal, ethical, and voluntary responsibilities for each stakeholder, so that you can develop strategies toward each stakeholder you have identified. Step 6: Develop Specific Strategies and Tactics. First, consider whether to approach each stakeholder directly or indirectly. Second, decide whether to do nothing, monitor, or take an offensive or defensive position with certain stakeholders. Third, determine whether to accommodate, negotiate, manipulate, resist, avoid, or wait and see with specific stakeholders. Finally, decide what combination of strategies you want to employ. Figure 2.4 provides a useful typology for both identifying and deciding strategies to employ in a complex situation, based on potential for threat and potential for cooperation. Figure 2.5 presents an illustration of the typology in Figure 2.7, using the Microsoft case as an example. While developing specific strategies, it is important to keep the following points in mind if you are the focal stakeholder: Your goal is to create a win-win set of outcomes, if possible. Keep your mission and responsibilities in mind as you move forward. Consider what the probably consequences of your actions will be. Keep in mind that the means you use are important as the ends you seek. Step 7: Monitor Shifting Coalitions Because time and events can change the stakes and stakeholders, it is important to monitor the evolution of the issues and actions of the stakeholders, using Figure 2.4. C. Summary of Stakeholder Analysis 1. The stakeholder approach should involve other decision makers inside and outside the focal organization. 2. The stakeholder analysis provides a rational systematic basis for understanding issues involved in complex relationships between an organization and its constituencies. 3. The extent to which the resultant strategies and outcomes are moral and are effective for a firm and its stakeholders depends on many factors, including the values of the firms leaders, the stakeholders power, the legitimacy of the actions, the use of available resources, and the exigencies of the changing environment. 2.4 Negotiation Methods: Resolving Stakeholder Disputes Disputes are part of stakeholder relationships. They occur between different stakeholder levels: e.g. between professionals within an organization; consumers and companies; business to business (B2B); governments and businesses; and among coalitions and businesses. A. Stakeholder Dispute Resolution Methods 1. Dispute resolution is an expertise known as alternative dispute resolution (ADR). Its techniques cover a variety of methods intended to help litigants resolve conflicts (see Figure 2.6). 2. Integrative approaches are characterized as follows: Problems are seen as having more potential solutions than are immediately obvious. Resources are seen as expandable; the goal is to expand the pie before dividing it. Parties attempting to create more potential solutions and processes are thus said to be value creating. Parties attempting to accommodate as many interests of each of the parties as possible. The so-called win-win or all gain approach. 3. Distributive approaches have the following characteristics: Problems are seen as zero sum. Resources are imagined as fixed: divide the pie. Value claiming. Haggling or splitting the difference. 4. Relational approaches consider power, interests, rights, and ethics, and are based on: Relationship building. Narrative, deliberative, and other dialogical (i.e. dialogue-based) approaches to negotiation and mediation. Restorative justice and reconciliation (i.e., approaches that respect the dignity of every person, build understanding, and provide opportunities for victims to obtain restoration and for offenders to take responsibility for their actions). Other transformative approaches to peacebuilding. 5. Four principles of negotiation used in almost any type of dispute include: Separate the people from the problem. Focus on the interests rather than positions. Generate a variety of options before settling on an agreement. Insist that the agreement be based on objective criteria. 2.5 Stakeholder Approach and Ethical Reasoning The stakeholder analysis requires the focal or principal stakeholders to define and fulfill their ethical obligations to the affected constituencies. Chapter 3 explains major ethical principles that can be used to examine individual motivation for resolving an ethical dilemma, including rights, justice, utilitarianism, relativism, and universalism. 2.6 Moral Responsibilities of Cross-Functional Area Professionals One goal of a stakeholder analysis is to encourage and prepare organizational managers to articulate their own moral responsibility, as well as the responsibilities of their company and their profession, toward their different constituencies. With the Internet, the transparency of all organizational actors and internal stakeholders increases the risk and stakes of unethical practices. Figure 2.7 illustrates a managers stakeholders. A. Marketing and Sales Professionals and Managers as Stakeholders 1. Sales professionals and managers are continuously engaged-electronically and/or face-to-face-with customers, suppliers, and vendors. 2. Moral dilemmas can arise for marketing managers who may be asked to promote unsafe products or implement advertising campaigns that are untrue or not in the consumers best interests. 3. The stakeholder analysis helps marketing managers in morally questionable situations in terms of identifying stakeholders and understanding the effects and consequences of profits and services on them. B. RD Engineering Professionals and Managers as Stakeholders 1. RD managers and engineers are responsible for the safety and reliability of product design. RD managers must work and communicate effectively and conscientiously with professionals in manufacturing, marketing, and information systems; senior managers; contractors; and government representatives, to name a few stakeholders. 2. Moral dilemmas can arise for RD engineers whose technical judgment and risk assessments conflict with administrative managers seeking profit and time- to-market deadlines. C. Public Relations Managers as Stakeholders 1. Public relations (PR) managers must constantly interact with outside groups and corporate executives, especially in an age when communications media, external relations, and public scrutiny play such vital roles. 2. PR managers are responsible for transmitting, receiving, and interpreting information on employees, products, services, and the company. 3. Moral dilemmas can arise when PR managers must defend or protect company actions that have possible or known harmful effects on the public or stakeholders. D. Human Resource Managers as Stakeholders 1. Human resource managers (HRMs) are on the front line of helping other managers recruit, hire, fire, promote, evaluate, reward, discipline, transfer, and counsel employees. HRM professionals stakeholders include but are not limited to employees, other managers and bosses, unions, community groups, government employees, lobbyists, and competitors. 2. Human resource managers face constant ethical pressures and uncertainties over issues about invasion of privacy and violations of employees rights. 3. Moral dilemmas can arise when affirmative action policies are threatened in favor of corporate decisions to hide biases or protect profits. HRM professionals also straddle the often-fine line between the individual rights of employees and corporate self-interests. E. Summary of Managerial Moral Responsibilities 1. Expert and functional area managers are confronted with balancing operational profit goals with corporate moral obligations toward stakeholders. Using a stakeholder analysis helps clarify the issues involved in resolving ethical dilemmas. 2.7 Issues Management, Stakeholder Approach, and Ethics: Integrating Frameworks Issues management methods complement the stakeholder management approach. Issues management is also a formal process used to anticipate and take appropriate action to respond to emerging trends, concerns, or issues that can affect an organization and its stakeholders. A. What is a Public Issue? Many national and international business-related controversies develop around the exposure of a single issue that evolves into more serious and costly issues. Stakeholder and issues management frameworks can be used to understand the evolution of these issues in order to responsibly manage or change their effects. B. Other Public Issues There are other types of public issues from the external environment that involve different companies and industries. For example the issue of obesity has become prominent. Another issue that affects numerous stakeholders is drivers who drink. C. Stakeholder and Issues Management: Connecting the Dots 1. Issues and stakeholder management are used interchangeably by scholars and corporate practitioners. The process begins by analyzing and then framing which issues are the most urgent and have (or may have) the greatest impact on the organization. 2. Stakeholder analysis questions help connect the dots in understanding and closing the gaps of issues management. D. Moral Dimensions of Stakeholder and Issues Management 1. Ethical reasoning and behavior are an important part of managing stakeholders and issues because ethics is the energy that motivates people to respond to issues. When ethical motives are absent from leaders and professionals thinking and feeling, activities occur that cost all stakeholders. E. Introduction to Three Issue Management Frameworks 1. This section presents three general issues frameworks for mapping and managing issues before and after they become crises, all of which can be used with the stakeholder management approach. F. First Approach: 6-Step Issue Management Process 1. The process involves the following steps, illustrated in Figure 2.8: Environmental scanning and issues identification. Issues analysis. Issues ranking and prioritizing. Issues resolution strategizing. Issues response and implementation. Issues evaluation and monitoring. 2. These steps are part of a firms corporate planning process. This framework is a basic approach for proactively mapping, strategizing, and responding to issues that affect an organization. G. Second Approach: 7-Phase Issue Development Process (Figure 2.9) 1. Issues are believed to follow a developmental life cycle. Views differ on the stages and time involved in the life cycle. A felt need arises. Media coverage is developed. Interest group development gains momentum and grows. Policies are adopted by leading political jurisdictions. The federal government gives attention to the issue. Issues and policies evolve into legislation and regulation. Issues and policies enter litigation. H. 4-Stage Issue Life Cycle 1. Thomas Marx observed that issues evolve from social expectations to social control through the following steps: Social expectations. Political issues. Legislation. Social control. 2.8 Managing Crises Crisis management methods evolved from the study of how corporations and leaders responded (and should have responded) to crises. Crises, from a corporations point of view, can deteriorate if the situation escalates in intensity, comes under close governmental scrutiny, interferes with normal operations, jeopardizes the positive image of the company or its officers, and damages a firms bottom line. A. First Approach: Precrisis through Resolution (figure 2.11) 1. According to this model, a crisis consists of four stages: Prodromal (precrisis) warning symptoms. Acute damage done, point of no return. Chronic recover, self-analysis, self-doubt, healing. Resolution return to normalcy, the goal of crisis management. B. How Executives Have Responded to Crises 1. Matthews, Goodpaster, and Nash have suggested five phases of corporate social response to crises related to product crisis management, based on their study of how corporations have responded to serious crises. The phases, illustrated in Figure 2.12, are: Reaction lack of complete information, lack of time to analyze the event thoroughly. Defense overwhelmed by public attention, recoiling under media pressure. Insight stakes are substantial, executives realize and confirm whether company is at fault. Accommodation address public pressure and anxiety. Agency understand causes of safety issue and develop education program for the public. C. Crisis Management Recommendations 1. Corporations can respond more effectively to crises by: Facing the problem and telling the truth. Taking their lumps in one big news story. Recognizing there is no such thing as a secret or private crisis. Staging war games. Using their motto, philosophy, or mission statement to respond to a crisis. Using their closeness to customers and end users for early feedback. 2. The following tactical recommendations are helpful crisis prevention and management techniques: Understand your entire business and dependencies. Carry out a business impact assessment. Complete a 360-degree risk assessment. Develop a feasible, relevant, and attractive response. Plan exercising, maintenance, and auditing. 3. Issues and crisis management methods and preventive techniques are effective in corporations only if: Top management is supportive and participates. Involvement is cross departmental. The issues management unit fits with the firms culture. Output, instead of process, is the focus. Ethical Insight 2.1: Consultants Split On Bridgestones Crisis Management This case study examines how certain crisis management experts viewed the handling of the Bridgestone/Firestone scenario. The experts express their ideas and opinions on the case. questions What, if anything should Mattels CEO have done differently in this scenario/case to have prevented and/or avoided the resulting crisis? Explain. Answer: Students opinions will vary. There were a number of factors at play, many of which were internal to Mattel, but others that were not. The answer should involve a discussion of the stakeholder framework. The stakeholder analysis provides a rational, systematic basis for understanding issues involved in complex relationships between an organization and its constituents. It helps decision makers structure strategic planning sessions and decide how to meet the moral obligations of all stakeholders. The extent to which the resultant strategies and outcomes are moral and are effective for a firm and its stakeholders depends on many factors, including the values of the firms leaders, the stakeholders power, the legitimacy of the actions, the use of available resources, and the exigencies of the changing environment. Briefly describe a situation in which you were a major stakeholder. How was the situation resolved (or not resolved)? What methods were used to resolve the situation? Looking back now, what methods could or should have been used to resolve that situation? For example, what would you now recommend happen to effectively resolve it fairly? Answer: Students responses will vary according to their own experiences. Which of the types of power (described in this chapter) that stakeholders can use have you effectively used in a conflict or disagreement over a complex issue? Briefly explain the outcome and evaluate your use(s) of power. Answer: The students answer will vary. The answer should involve a description of power from the chapter. Three types of power stakeholders can use are (1) voting power, (2) political power, and (3) economic power. For example, owners and stockholders can vote their choices to affect the firms decisions. Federal, state, and local governments can exercise their political power by increasing regulations. Consumers can exercise their economic power by boycotting a firms products. Which roles and responsibilities in this chapter have you assumed in an organization? What pressures did you experience in that role that presented ethical dilemmas or issues for you? Explain. Answer: Students responses will vary according to their own experiences. What are the reasons for encouraging managers to use the stakeholder approach? Would these reasons apply to teams? Answer: Why should individual expert and functional area managers use the stakeholder analysis? First, by thinking in terms of stakeholders, managers can acknowledge and being to change their perceptual biases, blind spots, and harmful activities that affect the firms and their units operations. The analysis allows them to see and perform their roles and moral responsibilities toward external and internal groups. Second, by seeing how managers in a firm handle their complex stakeholder relationships, individual managers can begin to create value and realize corporate moral and legal obligations toward stakeholders. Third, the basis for increasing the quality of cross-functional communication and integration can be developed. The process and results of the stakeholder analysis can provide a platform for opening corporate communication channels to discuss stressful, unrealistic, or immoral expectations, problems, and pressures that often lead to illegal and unethical activities, such a s creating faulty products, price-fixing, cheating, and lying. Finally, by identifying specific stakeholders responsibilities, expert area managers can begin to see common patterns of pressures, resources, and ethical issues across the firm. An enterprises moral identity and mission can be identified or reinforced. Moreover, managers can begin to think ahead and operate with moral responsibility as they perform their work. These underlying concepts can apply to any group, team, or area managers for doing stakeholder analysis. Give a recent example of a corporation that had to publicly manage a crisis. Did the company spokesperson respond effectively to stakeholders regarding the crisis? What should the company have done differently in its handling of the crisis? Answer: Students responses will vary according to their own awareness of recent corporate public confidence issues. Some suggested examples include: Texaco ¾racial discrimination Mitsubishi ¾sexual harassment Archer-Daniels-Midland Company ¾price fixing Reynolds Tobacco ¾controversy regarding health problems of smoking Enron, WorldCom ¾accounting fraud Arthur Anderson ¾ineffective auditing procedures Political Parties ¾campaign financing/fundraising Describe how you would feel and what actions you would take if you worked in a company and saw a potential crisis emerging at the prodromal or precrisis stage. What would you say, to whom, and why? Answer: Students responses will vary according to their own experiences. Using Figure 2.4, identify a complex issue-related controversy or situation in which you, as a stakeholder, were persuaded to move from one position (cell) to another and why e.g., from nonsupportive to supportive, or from mixed blessing to marginal. Explain why you moved and what the outcome was. Answer: Students responses will vary according to their own experiences. Argue both the pros and cons of stakeholder theory, using some of the arguments in the chapter, as well as your own. What is your evaluation of the usefulness of stakeholder theory and methods in understanding and analyzing complex issues? Answer: Students responses will vary according to their own experiences. They should include in their answer pros and cons from the chapter. Cons: (1) negates and weakens fiduciary duties managers owe to stockholders; (2) weakens the influence and power of stakeholder groups; (3) weakens the firm; and (4) changes the long-term character of the capitalist system. Pros: (1) The approach provides an analytical method for determining how various constituencies affect and are affected by business activities. (2) It also provides a means for assessing the power, legitimacy, and moral responsibility of managers strategies in terms of how they meet the needs and obligations of stakeholders. exercises (Responses to the following exercises will vary with students experiences and views. However, sample responses are provided as suggestions where possible.) Describe a situation in which you were a stakeholder. What was the issue? What were your stakes? Who were the other stakeholders? What was the outcome? Did you have a win-win resolution? If not, who won, who lost, and why? Answer: A local department store had a policy that merchandise must be returned within 30 days of purchase for a cash refund. As a customer of this department store, I had purchased an item as a gift for a friends wedding. The wedding was canceled, and I went to the store to return the item I had purchased. I had my receipt and the item had not been opened. The date on the receipt showed I had purchased the item 34 days earlier. The clerk at the returns desk refused to accept the return due to the fact that the purchase was made more than 30 days ago. Given the reason for the purchase and return, I felt that this was unreasonable and requested to speak to the manager. After careful consideration and much argument, the manager agreed to accept the return, but only as an in-store exchange credit. Due to the hassles involved, both parties came away as losers. As a customer, I was not totally satisfied and will most likely take my business to another store with a more liberal and persona lized refund policy. The manager lost due to having to argue with me and this resulted in the loss of my business. Recall your personal work history. Who were your managers most important stakeholders? What, in general, were your managers major stakes in his or her particular position? Answer: In almost every business circumstance, the managers most important stakeholder has been the customer. The line most often heard was The customer is always right. It makes sense for the customer to be the most important stakeholder, because without the customer no other stakeholders would exist. If the customers are not satisfied, then they conduct their business elsewhere and the company ceases to exist. In your company or one in which you have worked, what is the industry? The major external environments? Your product or service? Describe the major influences of each environment on your company (for example, on its competitiveness and ability to survive). Evaluate how well your company is managing its environments strategically, operationally, and technologically, as well as in relation to new products and public reputation. Answer: ABC Consulting and Accounting, Inc. The industry of business consulting and accounting. The environments that most often accompany the consulting and accounting firms are economic, legal, and government/regulatory. The service provided by ABC consists of all accounting functions ¾bookkeeping, financial statement preparation, tax preparation, auditing, etc. The consulting services provided consist of reorganization, cost analysis, tax planning, capital investment planning, budgeting, etc. Potential stakeholders are government regulatory agencies-FASB, GAAP-as well as the stockholders of the business customers, their customers, their employees, etc. Each stakeholder affects ABC by either limiting what can be done in regards to reorganizing or analyzing the strengths and weaknesses of the firms that are our customers, or by the way that the accounting records are kept and reported. We affect our stakeholders by providing the service that they requested to the best of our ability. Choose one type of functional area manager described in the chapter. Describe a dilemma involving this manager, taken from a recent media report. Discuss how a stakeholder analysis could have helped or would help that manager work effectively with stakeholders. Answer: Regarding th