Ethical Problems In Statistics Essay Example | Topics and Well Written Essays - 500 words

Ethical Problems In Statistics - Essay Example As users of statistical data, we ought to be on the lookout for falsehoods in statistical reports. We should look for the conscious or unconscious influence that has a tendency to distort the numbers and information. Figures may be filtered for controlling factors and thereby leading to the production of curious results. We should be aware of and look for indicators of an influenced sample. These include small samples size and biased samples. Users should try to figure out if any information is missing. The absence of supporting information that directly relates to the source is enough to suspect unreliability. It comes in the form of a correlation that does not present measures of reliability like probable error and standard deviation. Also, it can be in the form of a mentioned percentage that is not backed by its numeric base materials. We should look for the possible trends present in the totals or conclusions. These trends will usually tend to give information of one case in comp arison another whereas the cases may be not similar. For all claims made based on unproven assumption, the user should always analyze whether they make sense. Though the current trends may be established using facts, the future trends can only predict successfully using a reasonable hypothesis. Another issue of ethics is, genuine data though full virtues can be manipulated, exaggerated, and oversimplified by experts and accepted by people. This compounded by the fact that people have a tendency to trust experts.

Personal And Professional Development | Social Work

Personal And Professional Development | Social Work The aim of this essay is to critically evaluate my readiness to start counselling employment. There will be a number of key issues integrated into this essay that will explore my learning needs in the context of my professional counselling. These will include personal reflexive and reflective practice where I will introduce Argyris Schons ( 1974) Increasing Professional Effectiveness Model, self awareness, issues of difference, placements and supervision. I will discuss the values and moral qualities of the BACP ethical framework in relation to experiences of my placement. I shall discuss and explore the importance of professional boundaries along with contracts within the counselling setting. I will introduce Kolbs experiential learning inventory and apply its elements to how it has influenced my learning since starting my counselling degree and how it has become a part of who I am. In relation to placement and supervision I hope to discuss some of my experiences with clients in therapy, the organisation in terms of policies and procedures, as well as how I found the experience of supervision to be. In relation to this I will also discuss beginnings and endings, my feelings around both and how I manage these. I will discuss the topic of stress and burn out and strategies for preventing the risk of this as I prepare myself for a career in the field of counselling. The end is near, my counselling journey I mean and although I am full of mixed emotions revolving around the end, I am at a stage of this journey where I feel comfortable in relation to who I am and where I am going in terms of a career in counselling. All endings bring mixed emotions, for some it is change, rebirth and goodbyes, for me it is the question of what is expected of me next and will I meet these expectations. Schon (2001) states that change is a fundamental feature of modern life. I never had many negative experiences around beginnings and I think one of the reasons for this is because of my top character strength which is social intelligence. I always seem to be aware of the motives and feelings of others and know what to do to put people at ease along with knowing what to do to fit in to various social situations. Although in saying this I found making the contracts with my clients a difficult task. It wasnt that my clients didnt want to make the contract, the difficult part was collaboratively working together on a contract that best fitted each client, bearing in mind two of them were under eight years of age. I successfully managed to make a contract with each of my clients and it was a great experience, for two of them were pieces of clay. According to Molteni and Garske (1983) contracts may increase compliance with the processes of the therapeutic process. Endings on the other hand are not as easy for me, I understand they are part of life and sometimes we need to end so we can grow and develop as individuals. This course and especially this module has helped me to bring these fears and emotions into awareness and reflect on them so I can understand what lies behind them. It is important for individuals to let go and move on as this is like the child leaving home for the very first time. The child needs to leave to gain independence and knowledge about the world. I seem to be experiencing quite a lot of endings this year in particular. I have just recently finished a placement where I was working as a trainee counsellor with children. I have been working with three clients close to a year and was quite worried at how these endings would go. Along with the ending work with my clients I was also ending with my supervisor who has been very supportive of me during my time there, I never once felt isolated or alone. I am quite pleased to say that these endings went extremely well as I have been working hard for a number of months with my clients on them. During these months I would make small endings at the end of each session as it was like a countdown for my clients so when we got to the final session it wasnt a big dramatic ending, they were well aware and ready for it. I feel extremely proud of the therapeutic work I have done with each of my clients. It was not easy at times but I persevered and learned a lot from my struggles. It is not easy to hear a child introduce erotic material but I coped well. On reflection of these endings in particular, I was surprised at how well I managed my own, I have come to the understanding that I managed mine so well because I knew my clients where ready to end and move on. This allowed me the incentive to then manage mine so well. I love the metaphor that Dallas and Stedman (2009) use to describe reflection. They describe it as a mirror reflecting our own image back to us (Dallas and Stedman 2009). Dallos and Stedman (2009) suggest that reflective practice is best seen as a process of analysing and reanalysing important episodes of activity. The term reflection in action is used to refer to the spontaneous act of reflecting in the moment (Dallas and Stedman 2009). I have had a lot of these spontaneous acts and found myself at times getting lost in them. When working with children, metaphor and symbols act for a lot of the communication. I have often found myself questioning something in my head while I am reflecting in action and at times had to snap myself out of it as I was aware my focus was coming away from the client. Reflecting on action which Dallas and Stedman (2009) call reflexivity is a great way to question what was going on for me at that time and what was it about that particular episode that I lost my focus. I find reflection is a great strategy for promoting self care. For me this means quiet time for myself to reflect and get lost in my own cognitions without being disturbed. I feel it is important to look after ones self as this can prevent the cause of stress and burnout. Also by having quiet time to yourself to mull over the day or week that has passed is an excellent way to manage ones stress. The feedback from supervision has been outstanding with reference to how quickly I built trusting relationships with my clients and the depth I was able to work at despite this being my first year of any placement. The experience around ending with my supervisor was another healthy ending. I think the biggest reason for this is after all of the positive feedback I received from her I knew I was then ready to end. This brings me to the conclusion that it isnt really the endings I have trouble with, it has more to do with how I end. What I mean is that I may not deal with a spontaneous ending as well as one I know is coming, which makes sense. Although saying this I know I would handle it better than I think I would. My counselling endings remind me of personal endings I have experienced in the past. The ending that comes to mind is when I left my family home in Ireland for the first time. I remember how lonesome I felt after moving away as myself and my family are very close. It was like the end of an era and even though I visit them quite often, every time I leave them to come back to London, its another ending in itself. In relation to ending with my clients, if I ended and seen that they werent ready to end, or that I knew I hadnt been doing all I could to apply emotional support to my them, then I am sure the endings would not have went so smooth for me. I have learned a valuable lesson from these ending experiences, although they went well, its ok that I feel sad, it shows that I care. The feelings I have are quite calm and peaceful , of course I wont forget my first clients and I will think about them from time to time but the important thing for me is that I dont have any emotional ties with them so It is ok for me to think about them and move on. I really dont think these endings would have gone as well if it hadnt been for all of the support I received from supervision. My supervisor and I jelled straight away and because of my honesty and openness in supervision it allowed us to examine my work in depth and maximise my learning. I feel the greatest compliment I have received from supervision is being told that I have begun to develop my own internal supervisor. Ongoing supervision is a requirement of the BACP (2010). The BACP (2010) believes that supervision can positively contribute to the maintenance and development of ethical professional practice. In my opinion it is a necessity for all counsellors to have ongoing supervision to support counsellors, to enhance effective practice and a supervisor can act as a safety net for the counsellor. According to Feltham (2010) supervision is mandatory for all counsellors regardless of their experience even if it is difficult to find a suitable supervisor. The atmosphere always seemed quite calm and relaxed which I enjoyed. I like to avoid confrontation at all costs, a negative atmosphere in the work place doesnt just effect who is involved in it but affects everyone. This can have quite a negative effect on the job that one is doing and the clients whom we are working with. It can also lead to stress and burn out as research has shown that people who dont feel supported and are not happy in the work place are more prone to stress (Salami 2011). I am quite lucky as I have very rarely experienced confrontation in the work place. On the rare occasion that I have, I dealt with it by discussing the problem and having it out in the open. We were then able to keep our professional heads, get past it and focus on the job at hand. Money could not by the experiences I have had on my placement. I followed all the rigorous procedures for dealing with a child protection matter which I dealt with very well and in context to the BACP (2010) ethical framework. When placing myself in the context of values, moral qualities and personal boundaries of the BACP (2010) Ethical Framework I feel that I am ethically mindful when delivering these services required by the BACP(2010). My moral qualities include empathy, resilience, respect, Integrity and courage. I believe one of the reasons I am so mindful comes from my therapeutic core model which is person centred (Rogers 1961). The emphasis is on creating a safe environment to discuss issues in a warm and non judgemental way. By using the core conditions effectively I feel there is little chance of harming my clients. I followed all of the Place 2 be policies and procedures from the no touch policy to holding the boundaries firmly. It was quite difficult at times to avoid my clients trying to hug me but after a while I was able to use my body to my advantage of avoiding my client hugging me as I would intuitively know when it was going to happen and was able to move my body to the side so it would be avoided, keeping in mind that I didnt want it to come across as rejection. I understand that life in general can be suffering and we dont have all the answers to our issues but it is about managing that suffering so it doesnt take over our lives. Becoming a counsellor may have different meanings for many individuals. It can be the lust for power to sit in the power chair, for others it may be the need to feel needed, for me it comes down to supporting clients emotionally so they can end as much of their suffering as possible. I believe self awareness to be one of the most significant skills I have learned during this degree. Over the duration, my self awareness has developed and I have a greater understanding of my inner and outer self. I think self awareness is crucial for understanding my own feelings as well as the clients feelings in the therapy room. I believe it is extremely important to be mindful of the diversity in the counselling profession. I am well aware of my biases towards other individuals but I will leave them outside of the therapy room. My mentality is that I am here to provide a service and why should I let my own values and beliefs get in the way of applying emotional support to an individual. I also feel that a lot of my biases come from being uneducated around a certain culture or race. I feel it is my professional duty to educate myself around these different culture so I am not creating unnecessary boundaries. Lago (2006) states that counsellors should educate themselves about the specificities of different cultures in order to develop competence for working with what has been classed as the culturally different. I have found reflection to be very useful in relation to areas of the Johari window (Evans 2007). The area in which I seem to struggle with the most is giving constructive feedback. The reason for this is the individual may misinterpret what I am saying if they feel the feedback is negative. I have enjoyed learning about the johari window (Evans 2007) and have used it in a number of different areas of my life. I found supervision to be an excellent way of acquiring my blind spots. I think personal therapy would be fundamental in relation to the johari window (Evans 2007), not only would it help to discover areas within myself but I feel talking around them may to become more aware of them. I believe this is sufficient for all trainee counsellors before they start to practice. I dont believe it is fair to start counselling without having experienced what it is like to sit in the clients chair. My plan to access a counsellor will be through a professional body such as the BACP (2010) because anyone can advertise themselves as counsellors. I believe this is the safest way as the counsellor will be an accredited member of a professional body. Personal therapy enhances professional development and relational capacities aswel as increasing personal development capacities and well being of the counsellor (Orlinsky, Schofield, Schroder and Kazantzis 2011). In conclusion of this essay I am very pleased with my development thus far, both personally as well as professionally. I feel I am shifting every time I learn something new. I am so enthusiastic about the work with clients and I feel I would benefit from fully recognising my strengths and letting my confidence grow still further. I would also benefit from further reading of a variety of different theoretical approaches which I plan to do as should every counsellor regardless of experience. I am proud of the feedback I received from my supervisor, this has influenced my competence levels as a counsellor. For further training and professional development needs I would like to work with adults using symbols and metaphor. My greatest influence has come from the work of Carl Jungs Archetypes (Jung 1961) and the magic of metaphor through working at the Place 2 be. I would also be interested in more work with children as I would like to gain more experience in this field. According to my supervisor I seem to have a natural style of being with children. I have really enjoyed working with them, it has been very experiential and exciting. I go from here in search of a new placement where I hope to get a similar experience although knowing if I dont I will learn something knew.

WalMart :: essays research papers

Wal-Mart’s philosophy has always been to provide everyday low prices and superior customer service. But this philosophy might have stared potential customers away from Wal-Mart. Many people, including myself, have the misconception that Wal-Mart only sells necessities that the average working class family can afford. An extreme eye opener for me was a recent television commercial by Wal-Mart. I saw that they also sold flat panel televisions, which is considered a luxury item for any social class. After going to their website to see what other luxury items Wal-Mart sold I was amazed at the number of items I found that were not the necessities which I stereotyped them selling. Wal-Mart has to change the public’s opinion of the items that they sell and the types of people that it has in mind of serving. Sam Walton was the shrewd businessman behind the world's largest retailer. After working his way through the University of Missouri as a newspaper delivery boy, he got a job in Des Moines, Iowa as a management trainee for J.C. Penny at a salary of $75 a month. Walton borrowed some money from his father-in-law and opened a variety store after serving as an Army captain in World War II. A chain of drugstores followed. He went into business with his brother Bud, and by 1960, the Waltons' 15 stores were taking in $1.4 million a year. But Walton soon saw a challenging new competitor arise in the discount store. The Walton brothers opened their first Wal-Mart in 1962 in Rogers, Arkansas. Specializing in name brands at low prices, the chain of Wal-Mart stores sprang up across rural America. Wal-Mart’s sales grew to $26 billion by 1989, compared to $1 billion in 1980. By 1990, Wal-Mart was the largest U.S.

Five Management Functions in the Army

Every successful organization uses the five management functions; but not many can compare with the United States Armed Forces. I am currently serving in the U. S. Army and this organization has effectively applied the five management functions, because its existence depends on those five functions. They Army is constantly engaging in the five management functions; their operations are well led, organized, carefully planned, staffed, and constantly evaluated. I do not believe there is any organization other than the military where you would see these five functions linking so well coordinated.â€Å"Planning is a systematic process in which managers make decisions about future activities and the key goals that the organization will pursue. The necessity of careful environmental scanning has an immediate impact on planning processes† (Reilly, Minnick, and Baack, 2011, sec. 7. 2). Making plans for future activities is one of the Army’s key functions; without planning its s ubordinate commands would deteriorate and lose focus on mission objectives and the quality of work.In the Army, we use the Eight-Step Training Model; for which planning always starts out backwards by starting with the objective and working its way back to day zero. The planning is then broken down into three phases; long term, short-term and near term depending on the size of the organization or unit. I find the planning phase in the Army to be very effective because it is important for employees or soldiers to know what needs to happen in the days ahead. â€Å"The design methodology provides a means of approximating complex problems that allows for meaningful action† (Grigsby, 2011, p.  30).Proper use of planning in the Army keeps the employees motivated and goal oriented. When planning in the Army goes wrong, you have Soldiers sitting around waiting on orders, people go unaccounted for, and will eventually negatively affect the other four management functions. Leadership is one of the key elements of the Army; in fact, it is one of its core values. Without the function of leading, the military would have no effect. The Army depends on leadership to be able to effectively organize, staff, plan, and control in order to have a productive work environment.â€Å"Leading in a business context, consists of all activities undertaken to help people achieve the highest level of performance† (Reilly, Minnick, and Baack, 2011, sec. 7. 2). In the Army everyone is a leader to a certain extend because we all have the same goal. We are taught that â€Å"leadership is having the ability to influence people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization†; when asked â€Å"What is leadership? † that will be the answer you will get from every Soldier (Department of the Army, 2006).The Army, like other military services, is unique for leader development for two reasons; one is because the system is made so that you either move up in rank or get out; in other words if you fail to get promoted after a certain amount time then it is time for you to get out. In civilian organizations, employees can attain a certain level and remain that level until retirement. Second reason for its uniqueness in leadership is that they do not hire leaders outside of their organization; instead, senior level positions become filled by the individuals that are able to achieve promotion within the same organization (Fallesen, 2011).â€Å"Organizing is the process of bringing people and resources together to create products and services in an efficient and effective manner† (Reilly, Minnick, and Baack, 2011, sec. 7. 2). In order for the Army to work, it requires a lot of organization; this is because there are so many different components that are required in order to make it operational and self-sufficient. Due to the size of the Army and any other military components; i t is important to departmentalize different parts of it but essentially these parts have to be able to complement each other and work together to achieve mission success.Take a deployment for example; when the Army deploys, it deploys several different units. These units have different tasks that will allow the entire organization to function as a whole; this means that if an infantry unit is due to deploy it will not deploy by itself, several different units will deploy to support the main objective. In other words, one part of the organization is tasked with the mission; the other portions of the organization will provide support such as transportation, resources, administrative support, etc.In order to make this happen, these organizations must train together in order to know how each of their functional bodies fit into each other’s mission. It is almost like pieces to a puzzle watching different parts of the Army work together; even if they have never worked together or t rained together, these organizations are able to fall in sync and make it happen. Using the management function of organization in the Army requires strong leadership and careful planning because if not properly executed the end results could be catastrophic and the loss unmentionable.The Army is a unique organization that values history and tradition, in order to preserve its heritage the Army has many different criteria that individuals must meet or exceed. It is important for military leadership to choose the right individuals to join their ranks because these will be their future leaders; for this reason, staffing is a very important management function. â€Å"Staffing shares the human element with leading. Staffing involves choosing the right people.Leading includes enticing the highest levels of performance from those people† (Reilly, Minnick, and Baack, 2011, sec. 7. 2). Whether it is a time of war or peace, the Army’s recruiting mission is probably one of the h ardest and most demanding jobs. Recruiters are trained to select and train new Soldiers prior to shipping them off to Basic Training. To become a recruiter one must have exceptional leadership capabilities and it means that one must be willing and able to sacrifice a lot of personal and family time.Recruiters are the sales-people of the Army, they must spend time with new recruits, influencing them and teaching them the core values of the organization. It takes a lot of commitment, because new recruits are not obligated to anything until they actually sign their contract the day they ship off Basic Training. At the same time, this gives recruiters the insight they need to determine if an individual belongs in the Army or not. As my previous leaders have often said, â€Å"You chose the Army, it did not choose you†.It takes a certain type of individual to join the service, not everyone is made for the military. Aside from recruiting goals, the Army also has retention goals in o rder to maintain a certain level of strength in the military. Prior deployments to Iraq and Afghanistan, the military’s retention goals and recruitment goals went up in order to satisfy the demand for troops overseas and troops to replace the ones overseas. It shaped and evolved the organization in order to meet these demands; it also required changes in its structure, resources, and planning.Because of the Army’s staffing needs during two simultaneous wars, we saw changes like rescinding the â€Å"Don’t Ask Don’t Tell Policy† and the opening of combat roles for women in the military. â€Å"Controlling has one element in common with staffing. Both are involved in the performance appraisal process for individual employees. Standards link controlling and planning. Further, controlling begins the process of creating the next set of plans† (Reilly, Minnick, and Baack, 2011, sec. 7. 2).The Army takes feedback seriously, for this reason they have implemented many different ways to gather information that will allow the organization to improve in every aspect. The Army does well at rewarding good performance and by doing so it gives Soldiers the inspiration they need to attain such rewards. Performance is evaluated in a matter that it provides its employees the feedback they need to improve in the areas identified and a way to help the Army identify anyone that does not need to be promoted to a leadership position.Another way the Army applies the control function is by using After Action Reviews, in which it collects information following every training exercise in order to make improvements and identify areas to sustain. After action reviews all allow Soldiers to identify areas that their leaders need to improve on, such as conduct or performance during the training exercises; in the civilian world it is usually referred as constructive criticism (Rakow, 2005). By using these evaluative tools, the Army is able to create flex ible leaders that are able to adapt and perform under any given circumstance.The five management functions are very effective and very necessary in the military. The Army and any other military branch are prime examples of how these functions are linked to one another and perfectly explain why one function cannot exist without the others. The success of the Army revolves around their effectiveness in applying these functions into their everyday operations; it allows them to operate smoothly, allocate the proper resources, groom its employees in to leaders, identify areas of improvement, and carefully plan and organize future training events and contingencies.

Area 51 Abstract

Area 51 is a very mysterious and unknown area that no one knows about. People talk about UFO, aliens, future war machines and other mystical things lurking around in area 51. My fascination with mystical creatures and flying objects really sparks my curiosity about this area resulting in me researching about area 51. Growing up all you here about area 51 is that it’s very secretive to the point the government blocks all the entrances to the area and no photos could be taken neither around it nor above it from the sky. Even our own military jets could not fly over area 51. In my research, I will be trying to understand why the government had denied its existence till the 1950’s. What really goes on in area 51? Are there really different life forms inside this area? How do one work at area 51 and how would there life change if they did. I would one day like to work for the government and work for area 51 if possible A lot of my research is done on the Internet. Area51zone. com was a website I used. The road to area 51 (http://www. latimes. com/entertainment/la-mag-april052009-backstory,0,5104077. story) was an article I read to. http://www. fas. org/irp/overhead/groom. htm also showed an image of area 51 and details. I went to the Orange County Public Library across the street from Garden Grove high school and checked out a book called Top Secret Tourism by Harry Helms.

Order Up! Professor Ramos Blog

Order Up! Gracen Slover ENGL 101 26 June 2019 Order Up! For many months now Ive been working at American Road Trip Bar Grill. When I first got the job I worked as a hostess, until I began to want to move up and help out more in the kitchen. I worked my butt off and tried to do my absolute best and improve everyday. I hoped that a manager would notice how hard I worked, and it paid off. After about 6 months I was promoted to food running and to a to-go specialist when the position was needed. It was difficult starting off, but in the end it all worked out great. I was trained to be a food runner a few months ago by a co-worker at the time, McKenzie. We were friends before my training because I had been working there for many months prior. Since she was only a couple years older than me, we became good friends working together. Mckenzie was the food runner before me, but quit in order to work as a babysitter instead. She was very sweet, quiet, and soft-spoken, but as soon as she felt comfortable, she could talk to you for hours. Her features were very kind and gave off a gentle vibe, like she was never thinking anything negative; she always looked really happy. Any time I would get stressed out or overwhelmed throughout training, it was easy and natural for her to calm me down and make me feel comfortable. McKenzie always cared about others and every shift made sure to ask how others and I were doing. During three days of training, I learned everything I needed to know to run food to customers and keep the kitchen line running smoothly. On my first day, I was given an apron to wear since I was a hostess before and did not have one. She told me food runners needed an apron in order to hold things like paper and pen, our clock-in card, and your phone and keys if you wanted. Which I thought was cool since I had to keep my phone in a cubby in the host stand and wasn’t allowed to ever use it. She also explained how food runners sometimes take drink orders if it’s busy and a server needs us to. I even learned that we sometimes deal with to-go orders including, taking orders and putting them into the computer for the kitchen to see. Next, McKenzie showed me around the kitchen; introducing me to the cooks and dishwashers. After meeting the kitchen staff, I was shown where everything was so that I wouldnt have to ask too many questions when I began working in the position by myself. She showed me what everything was on the salad bar and where to find the fresh batches of everything, for when I needed to restock. Next, she showed me all the supplies that’s on the kitchen line and where all the plates and baskets were that we put food on. Throughout the whole training process I didn’t have very many questions, I just made sure to listen to everything she said and pay close attention. While learning everything I needed to know, I became stressed out and worried that I wouldnt be able to remember everything and that Id fail at food running. I expressed my feelings to McKenzie and she told me, â€Å"You’ll be fine! You’ll quickly catch on, don’t worry.† She also made sure to help me understand that it was only the first day of training and that I could and should take my time learning. I tend to tell myself that I wont be good at something when i first start learning. I like to doubt myself, but she helped me realiz e that everyone is bad at something until they learn how. During my second and third day of training, McKenzie wanted to focus on how to take the food from the window, where the cooks place the dishes, and put any sides or sauces on them before taking them out to customers. She also wanted to teach me how to take out multiple plates at a time. She had me watch her add sides to a few plates, and then had me try it myself. Surprising to me, I did a pretty good job and was fast at it too. Next, I watched her take out plates to one table, following close behind and watching her every move. I listened to how she spoke to the customers and made sure to try and copy how she did everything. She walked up to the table saying, â€Å"Hi you guys, I have a turkey club with not tomato and tater tots.† She talked to them with a kind and energetic voice, and was patient while waiting for each person to claim their plate before setting it in front of them and calling out the next one. She made sure to ask them if they needed anything else before wa lking me back to the kitchen and asking if I had any questions. I told her no and so now it was my turn to take plates out on my own. I tried to do exactly what she did and was successful the first few times. For the fourth time. McKenzie told me to bring out three plates at once, which was not the easy two plates I had been doing. I was very skeptical at first, thinking I wasnt going to be able to hold three plates with two hands. But, she showed me how to place one plate on my forearm and then hold the other two plates with your hands. So I tried balancing the plate on my arm, with her help of placing it. It felt wobbly, but I still went for it. With her standing behind me, I stared at the plate while trying to walk very carefully so I didnt drop it. All of a sudden, I see the plate starts to tilt and as if it was in slow motion, it fell while taking the other plate in that hand with it. I was automatically so discouraged and said â€Å"Shit!†, under my breath. I was really angry at myself because I truly thought I could do it so I was disappointed in myself. Right away, McKenzie helped me pick everything up and told me it was okay and not to feel bad because it happens to everyone. We walked back into the kitchen and I began to tear up since I was so frustrated that I made such a big mistake, in my eyes. She told me â€Å"Everyone does it every once in a while, it’s not that big of a deal.† To fix my mistake, she taught me how to re-order the meals that I dropped on a rush, so that the customers could get their food at a reasonable time. After my last day of training, it was now time for me to go to work as a food runner by myself. I was really nervous to work with people who I wasnt close to. But, I quickly realized how nice everyone was and how comfortable they all made me feel. On my first day, I learned a lot more since I was working by myself and made some mistakes but learned from them. I personally think being thrown into the job by yourself is when you learn the most because you’re doing everything alone and have to ask questions yourself if you don’t know or forget something. It may be nerve racking, and it definitely was for me, but its a great learning experience because practice makes perfect. I’m glad that a friend of mine was the person to train me to be a food runner. I’m grateful for McKenzie and all she had to tell me. I wouldn’t be the food runner I have become without her help from the start. McKenzie was so sweet and patient with me and was such a great trainer. She made me realize that everyone is bad at everything until they take the time to learn it. She also reminded to not to be so hard on myself and to remember it’s okay to make mistakes. I still use her advice to prepare the sides when you aren’t doing anything in order to stay ahead. Now, I would brag that Im a pretty good food runner and enjoy my job a lot. All thanks to patience and McKenzie.

Ocean Dumping Essays - Waste, Aquatic Ecology, Marine Debris

Ocean Dumping Essays - Waste, Aquatic Ecology, Marine Debris Ocean Dumping Ocean Dumping The practice of ocean dumping should be banned. Marine pollution is at the heart of interest in todays search for a clean environment. Not only does ocean dumping add to the unsightliness of the once beautiful and pristine waters; it also kills the marine life which inhabits those waters. Pollution on a grand-scale is wreaking havoc on the Earth. The ocean is not an exception. In 1996, a bill, which would ban the dumping of dredge spoils in the Long Island Sound, was submitted in congress by Michael Forbes (Freedman). At that time, Congressman Forbes predicted that all dumping in the United States would end in the foreseeable future. He sees ocean dumping ending in the 21st century (Freeman). Unfortunately, ocean dumping is the least expensive way to dispose of dredged materials and other pollutants (Freeman). Although an uphill battle, ocean dumping should be outlawed altogether. In New York City, proposed building of treatment plants was conceptualized (Murphy). This allowed an alternative to ocean dumping; since ocean court decisions and legislation (Murphy) had banned dumping. The sludge may be transported to other states for use as fertilizer (Murphy). Treatment plants are less of an eyesore than pollutants in the ocean. Unfortunately, no one wants a treatment facility in his back yard. Many miles of beaches have been closed over the years, due to ocean dumping. For communities where beaches are tourist attractions, this causes devastating economic consequences. At one point, medical debris washed ashore (Bauman). Congress passed a law at that time that banned the dumping of sewage into the ocean (Bauman). In 1987, an international agreement was signed and a national law was enacted to prevent ocean dumping (Miller). As late as 1995, ocean dumping continued to remain a serious threat (Miller). Tons of trash continued to pollute the nations beaches. The trash not only threatens marine life; it also threatens the lives of humans (Miller). There was no national plan for managing vessel waste. Enforcement powers for ocean dumping is spread among several agencies. This severely hampered the situation. The Marie Conservation Volunteers scoured more than 95,000 miles of United States coastlines on September 16, 1995 (Miller). More than 140,000 volunteers were involved in this campaign (Miller). In 1994, over 2.8 million pounds of trash were picked up off of lakes, estuaries, and ocean beaches (Miller). This shows that the problem of ocean dumping is not a small one. This is a huge environmental problem. The Environmental Protection Agency should require ocean waste-management plans, in addition to those that have been created for land (Miller). Plastic particles, particularly six-pack rings, are damaging to marine animals. When ingested, plastic is harmful to marine animals. Discarded fishing gear leads to a high mortality rate among birds, fish, turtles, whales, and dolphins (Miller). Unfortunately, humans are also at risk fr om this form of pollution, due to the fact that trash, which surfaces on the beach, can easily be stepped on. This garbage could (and does) contain such contaminates as syringes (Miller). In 1996, a dispute halted the dredging of shipping channels in New York and New Jersey. This allowed silt to pass into the channels and made them too small for large ships. One hundred eighty thousand jobs were threatened, as well as $20 billion in freight business (Bauman). The collapse of ocean fisheries is a major environmental problem. Environmental issues such as ocean dumping are a public concern. Ocean dumping is not only an issue of concern for America. The entire world must take a stand. International cooperation is vital for the preservation of marine life. Environmental concerns are evidenced to shape international treaties. The Montreal Protocol; the UN Summit on the Environment; agreements to the North American Free Trade Agreement (NAFTA) and the World Trade Organization (WTO) attest to this fact (Burnett). There is a commonality in most global problems. This commonality occurs when

Facts About Mount St. Helens

Facts About Mount St. Helens Mount St. Helens is an active volcano located in the United States Pacific Northwest region. It is about 96 miles (154 km) south of Seattle, Washington and 50 miles (80 km) northeast of Portland, Oregon. Mount St. Helens is a part of the Cascade Mountain Range which runs from northern California through Washington and Oregon and into British Columbia, Canada. The range features many active volcanoes because it is a part of the Pacific ​Ring of Fire and the Cascadia Subduction Zone which has formed as a result of converging plates along the North American coast. Mount St. Helens most recent period of eruptions lasted from 2004 to 2008, although its most devastating modern eruption occurred in 1980. On May 18 of that year, Mount St. Helens erupted, causing a debris avalanche which took off the top 1,300 feet of the mountain and destroyed the forest and cabins around it. Today, the land surrounding Mount St. Helens is rebounding and most of it has been preserved as a part of the Mount St. Helens National Volcanic Monument. Geography of Mount St. Helens Compared to other volcanoes in the Cascades, Mount St. Helens is fairly young geologically speaking because it formed only 40,000 years ago. Its top cone that was destroyed in the 1980 eruption began forming only 2,200 years ago. Because of its quick growth, many scientists consider Mount St. Helens the most active volcano in the Cascades within the last 10,000 years. There are also three main river systems in the vicinity of Mount St. Helens. These rivers include the Toutle, Kalama and Lewis Rivers. This is significant because the rivers (especially the Toutle River) were impacted in its eruption. The nearest town to Mount St. Helens is Cougar, Washington, which is around 11 miles (18 km) from the mountain. The rest of the area is surrounded by the Gifford Pinchot National Forest. Castle Rock, Longview, and Kelso, Washington were also affected by the 1980 eruption however because they are low-lying and near the regions rivers. The nearest main highway in and out of the area is State Route 504 (also called the Spirit Lake Memorial Highway) which connects with Interstate 5. Eruption of 1980 As previously mentioned, the most recent large eruption of Mount St. Helens took place in May of 1980. Activity on the mountain began on March 20, 1980, when a magnitude 4.2 earthquake struck. Shortly thereafter, steam began to vent from the mountain and by April, the north side of Mount St. Helens began to grow a bulge. Another earthquake struck on May 18 which caused a debris avalanche that wiped out the entire north face of the mountain. It is believed that this was the largest debris avalanche in history. Following the avalanche, Mount St. Helens eventually erupted and its pyroclastic flow leveled the surrounding forest and any buildings in the area. Over 230 square miles (500 sq km) was within the blast zone and was affected by the eruption. The heat from Mount St. Helens eruption and the force of its debris avalanche on its northern side caused the ice and snow on the mountain to melt which formed volcanic mudflows called lahars. These lahars then poured into the surrounding rivers (the Toutle and Cowlitz in particular) and led to the flooding of many different areas. Material from Mount St. Helens was also found 17 miles (27 km) south,  in the Columbia River along the Oregon-Washington border. Another problem associated with Mount St. Helens 1980 eruption was the ash it generated. During its eruption, the plume of ash rose as high as 16 miles (27 km) and quickly moved east to eventually spread around the world. The eruption of Mount St. Helens killed 57 people, damaged and destroyed 200 homes, wiped out the forest and popular Spirit Lake and killed around 7,000 animals. It also damaged highways and railroads. Although the most significant eruption of Mount St. Helens occurred in May of 1980, activity on the mountain continued until 1986 as a lava dome began forming in the newly formed crater at its summit. During this time, many small eruptions occurred. Following those events from 1989 to 1991, Mount St. Helens continued erupting ash. Post-Eruption Natural Rebound What was once an area that was completely scorched and knocked down by the eruption is today a thriving forest. Just five years after the eruption, surviving plants were able to sprout through the build-up of ash and debris. Since 1995, there has been a growth in the variety of plates within the disturbed area and today, there are many trees and shrubs growing successfully. Animals have also returned to the region and it is again growing to be a diverse natural environment.   2004-2008 Eruptions Despite these rebounds, Mount St. Helens continues to make its presence known in the region. From 2004 to 2008, the mountain was again very active and several eruptions occurred, although none were particularly severe. Most of these eruptions resulted in the building up of the lava dome on Mount St. Helens summit crater. In 2005, however, Mount St. Helens erupted a 36,000 foot (11,000 m) plume of ash and steam. A minor earthquake accompanied this event. Since these events, ash and steam have been visible on the mountain several times in recent years. To learn more about Mount St. Helens today, read Mountain Transformed from National Geographic Magazine. Sources:Funk, McKenzie. (2010, May). Mount St. Helens. Mountain Transformed: Thirty Years After the Blast, Mount St. Helens Is Reborn Again. National Geographic.  http://ngm.nationalgeographic.com/2010/05/mount-st-helens/funk-text/1. United States Forest Service. (2010, March 31). Mount St. Helens National Volcanic Monument.  https://www.fs.usda.gov/giffordpinchot/. Wikipedia. (2010, April 27). Mount St. Helens - Wikipedia, the Free Encyclopedia.  https://en.wikipedia.org/wiki/Mount_St._Helens.

Marxist theory Essay Example | Topics and Well Written Essays - 1250 words

Marxist theory - Essay Example Marxist theory He believes that the existence of poverty and inequality only is not what may turn the employees against the capitalist system. This capital crisis has been a major problem in almost among the daily human workings. Of greater ideological and social impact the instability, ruin and insecurity that periodically inflicted on the working- class people’s lives by the economic crises (Blackledge, 2006pp. 84). This theory states that capital crises have a large impact on the capitalists’ fortunes as well. The saying, ‘operating the union of the capitalist class’ is broken up and led to all- out fight for survival between capitalists themselves and the capital against the working class. Due to this, political instability, an intensification of the class struggle, war and ideological confusion among the ruling class may come around as a result of the capitalism crises. In that case, Marx argues that capital crisis is the most frightful devastation and like an earthq uake, it causes bourgeois society to shake to the very foundations. Out of the capitalist crises there is an emerging of the revolutionally change. This is not guaranteed but it comes about in the hands of the working class. Most of the cases, the people found in the lower classes do not look forward living in their old ways (Cohen, 2000 pp.75). Additionally, the capitalism crises persistence makes the revolutionary change possible and an urgent necessity. ... Conversely, he agues that the capitalism which is prone to crisis brings about the need to socialism. It does not only abolish inequality and poverty but it eliminates the recurrent economic and social disasters that are endemic to the capitalist system (Dougherty & Pfaltzgraff, 2001 pp. 85). Many people have argued differently concerning the capitalism. For instance, Adam said that the free market and the capitalism were caused by the propensity in human nature in order to truck the barter exchange. Conversely, Lionel Robbins argued that capitalism consist of an interdependent series which is in the relationship with the men and economic goods. They both viewed the economic relationships as the relationship between the people and the products. On the other hand, Marx went in to their contrast and argues in capital as the relation between capital and labour wage. He said that the two determines the whole character of the production mode of the capitalist. He was aiming at studying th e process of exchange which clearly tells the under surface happenings. He stated that if the rules and the mechanisms are focused only, the economists will claim that everybody participated as equal whether one was rich or was poor (Eubank, 2011 pp. 94). The Marx’s method Conversely, he argued that by analysing the production sphere the relation between the capital and the wage-labour is able to expose the hidden class contradictions in the system. These contradictions are the ones that are likely to be ignored by the capitalist economists. Additionally, Marx also views capitalist relation as the natural order of things that is rooted from the propensity of the human nature where he supported Adam smith.

Organizational Development Intervention Paper Essay

Organizational Development Intervention Paper - Essay Example Group level diagnosis The inputs in group level diagnosis include organizational blueprint aspects that are inherent in the entire organization within which the group functions (Cummings and Worley 61). The following characteristics within the organization were identified as affecting group functioning. Technology The company has been in recent times initiated an upgrading program to increase the efficiency of the communication system. This includes the purchases of computer, networking and elevating internet bandwidth including an upgrade to HP Integrity BL860c i2 OpenVMS and CAD. The project has cost the company $250, 000. Other technological improvements include the purchases of new sewing machines and increasing the length of the processing line. Nevertheless, mid level employees are especially dissatisfied since the communication system changes do not meet their suggested quality. They opine that the internet connection is quite slow and is affecting them. The latest machines in the processing line are difficult to operate since no prior training was availed. This was emphasized by the 73% of factory employees who were dissatisfied by the situation. Structure The company has five major divisions dealing with HR, procurement, designing, manufacturing, and marketing. All the heads of the divisions answer to the president. However, within each division, there are groups with varied tasks. These groups give feedback to any of the four heads of divisions. For example, a group in designing children ware may be required to respond to the head of promotion directly without the involvement of the head of design. Sometimes, such a group is required to present its findings to different heads at different times. The interests of the heads at times conflict, since each, seeks to enhance the performance of their divisions without coordination with the other divisions. Evaluation systems The performance of the group is not formally evaluated; hence there are no form rewa rd systems. A group appreciation or reward is dependent on the disposition of the division head under which they operate. A normal source of reward, for example, for the designing groups is when products perform well in the market. This is mostly indicated by the acclaim of the product in the market. In such a case, the group that designed the product may be recognized by being awarded a bonus in the following month. Nevertheless, such occurrences are rare, especially since the start of the company’s sales decline. Only 38 % indicated that they have been rewarded in their job. Other instances of rewards include the company’s annual meeting where individuals are recognized for various feats. However, lower level employees opine that the recognitions are reserved for higher level employees only, only 16% expecting to be rewarded before retirement. Promotions are random, which leaves some employees feeling they were bypassed with no substantiation. Other personnel complai n that they have been in the same positions for long; this was expressed by 59% of all interviewed employees. The hiring of employees is based on merit. Job openings are posted on the media and appropriate procedures are followed. However, the salaries offered by the company are below industry average salary and are 76% of the industry average. This makes the company fail to attract highly motivated and qualified individuals. Most of the applicants in the job openings are young graduates who soon move away after some time. This has

Organizational Development Intervention Paper Essay

Organizational Development Intervention Paper - Essay Example Group level diagnosis The inputs in group level diagnosis include organizational blueprint aspects that are inherent in the entire organization within which the group functions (Cummings and Worley 61). The following characteristics within the organization were identified as affecting group functioning. Technology The company has been in recent times initiated an upgrading program to increase the efficiency of the communication system. This includes the purchases of computer, networking and elevating internet bandwidth including an upgrade to HP Integrity BL860c i2 OpenVMS and CAD. The project has cost the company $250, 000. Other technological improvements include the purchases of new sewing machines and increasing the length of the processing line. Nevertheless, mid level employees are especially dissatisfied since the communication system changes do not meet their suggested quality. They opine that the internet connection is quite slow and is affecting them. The latest machines in the processing line are difficult to operate since no prior training was availed. This was emphasized by the 73% of factory employees who were dissatisfied by the situation. Structure The company has five major divisions dealing with HR, procurement, designing, manufacturing, and marketing. All the heads of the divisions answer to the president. However, within each division, there are groups with varied tasks. These groups give feedback to any of the four heads of divisions. For example, a group in designing children ware may be required to respond to the head of promotion directly without the involvement of the head of design. Sometimes, such a group is required to present its findings to different heads at different times. The interests of the heads at times conflict, since each, seeks to enhance the performance of their divisions without coordination with the other divisions. Evaluation systems The performance of the group is not formally evaluated; hence there are no form rewa rd systems. A group appreciation or reward is dependent on the disposition of the division head under which they operate. A normal source of reward, for example, for the designing groups is when products perform well in the market. This is mostly indicated by the acclaim of the product in the market. In such a case, the group that designed the product may be recognized by being awarded a bonus in the following month. Nevertheless, such occurrences are rare, especially since the start of the company’s sales decline. Only 38 % indicated that they have been rewarded in their job. Other instances of rewards include the company’s annual meeting where individuals are recognized for various feats. However, lower level employees opine that the recognitions are reserved for higher level employees only, only 16% expecting to be rewarded before retirement. Promotions are random, which leaves some employees feeling they were bypassed with no substantiation. Other personnel complai n that they have been in the same positions for long; this was expressed by 59% of all interviewed employees. The hiring of employees is based on merit. Job openings are posted on the media and appropriate procedures are followed. However, the salaries offered by the company are below industry average salary and are 76% of the industry average. This makes the company fail to attract highly motivated and qualified individuals. Most of the applicants in the job openings are young graduates who soon move away after some time. This has

Organizational Development Intervention Paper Essay

Organizational Development Intervention Paper - Essay Example Group level diagnosis The inputs in group level diagnosis include organizational blueprint aspects that are inherent in the entire organization within which the group functions (Cummings and Worley 61). The following characteristics within the organization were identified as affecting group functioning. Technology The company has been in recent times initiated an upgrading program to increase the efficiency of the communication system. This includes the purchases of computer, networking and elevating internet bandwidth including an upgrade to HP Integrity BL860c i2 OpenVMS and CAD. The project has cost the company $250, 000. Other technological improvements include the purchases of new sewing machines and increasing the length of the processing line. Nevertheless, mid level employees are especially dissatisfied since the communication system changes do not meet their suggested quality. They opine that the internet connection is quite slow and is affecting them. The latest machines in the processing line are difficult to operate since no prior training was availed. This was emphasized by the 73% of factory employees who were dissatisfied by the situation. Structure The company has five major divisions dealing with HR, procurement, designing, manufacturing, and marketing. All the heads of the divisions answer to the president. However, within each division, there are groups with varied tasks. These groups give feedback to any of the four heads of divisions. For example, a group in designing children ware may be required to respond to the head of promotion directly without the involvement of the head of design. Sometimes, such a group is required to present its findings to different heads at different times. The interests of the heads at times conflict, since each, seeks to enhance the performance of their divisions without coordination with the other divisions. Evaluation systems The performance of the group is not formally evaluated; hence there are no form rewa rd systems. A group appreciation or reward is dependent on the disposition of the division head under which they operate. A normal source of reward, for example, for the designing groups is when products perform well in the market. This is mostly indicated by the acclaim of the product in the market. In such a case, the group that designed the product may be recognized by being awarded a bonus in the following month. Nevertheless, such occurrences are rare, especially since the start of the company’s sales decline. Only 38 % indicated that they have been rewarded in their job. Other instances of rewards include the company’s annual meeting where individuals are recognized for various feats. However, lower level employees opine that the recognitions are reserved for higher level employees only, only 16% expecting to be rewarded before retirement. Promotions are random, which leaves some employees feeling they were bypassed with no substantiation. Other personnel complai n that they have been in the same positions for long; this was expressed by 59% of all interviewed employees. The hiring of employees is based on merit. Job openings are posted on the media and appropriate procedures are followed. However, the salaries offered by the company are below industry average salary and are 76% of the industry average. This makes the company fail to attract highly motivated and qualified individuals. Most of the applicants in the job openings are young graduates who soon move away after some time. This has

Organizational Development Intervention Paper Essay

Organizational Development Intervention Paper - Essay Example Group level diagnosis The inputs in group level diagnosis include organizational blueprint aspects that are inherent in the entire organization within which the group functions (Cummings and Worley 61). The following characteristics within the organization were identified as affecting group functioning. Technology The company has been in recent times initiated an upgrading program to increase the efficiency of the communication system. This includes the purchases of computer, networking and elevating internet bandwidth including an upgrade to HP Integrity BL860c i2 OpenVMS and CAD. The project has cost the company $250, 000. Other technological improvements include the purchases of new sewing machines and increasing the length of the processing line. Nevertheless, mid level employees are especially dissatisfied since the communication system changes do not meet their suggested quality. They opine that the internet connection is quite slow and is affecting them. The latest machines in the processing line are difficult to operate since no prior training was availed. This was emphasized by the 73% of factory employees who were dissatisfied by the situation. Structure The company has five major divisions dealing with HR, procurement, designing, manufacturing, and marketing. All the heads of the divisions answer to the president. However, within each division, there are groups with varied tasks. These groups give feedback to any of the four heads of divisions. For example, a group in designing children ware may be required to respond to the head of promotion directly without the involvement of the head of design. Sometimes, such a group is required to present its findings to different heads at different times. The interests of the heads at times conflict, since each, seeks to enhance the performance of their divisions without coordination with the other divisions. Evaluation systems The performance of the group is not formally evaluated; hence there are no form rewa rd systems. A group appreciation or reward is dependent on the disposition of the division head under which they operate. A normal source of reward, for example, for the designing groups is when products perform well in the market. This is mostly indicated by the acclaim of the product in the market. In such a case, the group that designed the product may be recognized by being awarded a bonus in the following month. Nevertheless, such occurrences are rare, especially since the start of the company’s sales decline. Only 38 % indicated that they have been rewarded in their job. Other instances of rewards include the company’s annual meeting where individuals are recognized for various feats. However, lower level employees opine that the recognitions are reserved for higher level employees only, only 16% expecting to be rewarded before retirement. Promotions are random, which leaves some employees feeling they were bypassed with no substantiation. Other personnel complai n that they have been in the same positions for long; this was expressed by 59% of all interviewed employees. The hiring of employees is based on merit. Job openings are posted on the media and appropriate procedures are followed. However, the salaries offered by the company are below industry average salary and are 76% of the industry average. This makes the company fail to attract highly motivated and qualified individuals. Most of the applicants in the job openings are young graduates who soon move away after some time. This has

Design a Pay for Performance Incentive Awards Program Assignment

Design a Pay for Performance Incentive Awards Program - Assignment Example program that will run for five years within the organization seeks to maximize productivity besides developing an appropriate mindset among the employees. This way, the program is not only a short-term project but also a long-term motivational project. As discussed, the program will incorporate all the employees within the company including the top-level managers to the junior employees. In order to implement the program appropriately, the implementation will therefore vary depending on the employees. Just as the title suggests, the program seeks to reward productivity. Each level of employee has specific goals that the program will strive to achieve. In the top-level management for example, the program seeks to enhance creativity, intuition and management prowess. In middle level management, the program seeks to enhance both obedience and problem solving skills while in the junior employees of the organization the program seeks to enhance both competition and hard work. This way, the program enhances the overall productivity of the entire organization. Preliminarily, the program will ensure that all the employees within the organization are capable of undertaking their different roles. This complements the objective of the program since it seeks to reward productivity. The employees must therefore meet the qualifications set for their different roles a feature that ensures that they are capable of undertaking their roles within the organization. Furthermore, qualifications ensure that the employees are capable of meeting the obligations of their respective positions besides enhancing the ease of management. Top-level management must have appropriate qualifications. Managers make decisions daily operations within the organization through the formulation and implementation of policies. As such, they must have both the appropriate education and professional training to enable them make such appropriate decisions. The performance reward program will acknowledge the

A Close Look at Background Investigations Term Paper - 1

A Close Look at Background Investigations - Term Paper Example It goes on to look at the legal position of background information and checks and then examines the limitations and sensitive issues relating to background investigations. Keywords: background, checks, investigations, recruitment, selection, employers, prospective Background The recruitment process seeks to attract the largest pool of potential employees as possible to apply for a given position. Typically, this involves the communication of the job vacancy far and wide to ensure that a lot of people get to know about the vacancy. After recruitment, there is the selection process which entails the choice of the best candidate amongst the group that applied or showed interest in a job that is on offer by an organization. The selection process therefore emphasizes on choosing the best individual(s) to fill a particular vacancy. This is because there is a vast pool of talented individuals who have the propensity so the management can make the choice of the best option available and offe r an employment to such a person. Additionally, in the selection stage, a prospective employer has the right to identify the best candidate and take vital human resource management decisions that can be positive for the organization in the future. Prospective employers therefore use the best and most scientifically efficient tools to ensure that the best employees are selected. As a rule of thumb, most organizations therefore seek to acquire sufficient information about the applicants so that they make a decision about the best applicant and employ him/her. Due to the fact that there is no way of predicting what would happen in the future, it is imperative on employers to understand the history of a prospective employee in order to assess the possible behavior of a person when s/he is employed in the future. It can be pointed out that the normal organizational selection process is not rigorous enough for businesses to assess and understand the true nature of their prospective employ ees. This is because a business cannot really get the true picture of a person's character through the conventional interviewing process. It is therefore necessary for employers to make an extra effort to identify the true nature of a given candidate for a position before offering him or her a job. It must be pointed out that the need to understand the nature and character of a prospective employee varies, depending on the nature of the job at hand. One of the best ways of doing this is to undertake a background investigation of the prospective employee. The need for background information varies with the sensitivity of the role of an organization and it is often varied in respect to the sensitivity of the role a prospective employee is expected to play when employed. Clearly, hiring an operative who plays a minor role in the organization does not require to much background investigations. On the other hand, hiring a person for an important employee like an airport staff or CEO requ ires a lot of scrutiny to identify the background of the individual. The findings from a background information can aid in the decision making process of whether to hire an applicant or not. This is because it determines the kind of person the individual is and enables employers to identify how such people managed things in their past and how it is likely to benefit the business in the future. Additionally, background investigations of prospective applicants enables an employer to be released from the issue of negligent hiring. This is because most employers are ultimately responsible for the actions of their employees so they have an obligation to check the backgrounds of an applicant before

Critically evaluate the use of the Cognitive Interview in the Essay

Critically evaluate the use of the Cognitive Interview in the investigative interview of witnesses - Essay Example In order to prove this argument, the first section discusses the uses and success of CI techniques. The next section discusses the weaknesses and limitations of the method. And the last section analyses the merits of the arguments from both sides of the debate. Information acquired during an investigation has to contain enough important details. In order to achieve this objective, psychologists have tried to create procedures, particularly for the interview of witnesses. This process is based on two assumptions. First is that the witness in an interview is basically making an effort to remember the events that took place. Hence everything that can assist the process of remembering should be given much importance. Second is the interaction between the investigator and the witness (Canter & Youngs, 2009). Interactions that are encouraging and accommodating tend to acquire more relevant information. The cognitive interview (CI) has been created to improve these two. Geiselman and colleagues (1985) conducted a systematic assessment of the CI process. The research participants watched a fabricated crime and then were interviewed using hypnosis, a usual interview, and cognitive interview. The researchers discovered that the cognitive interview was actually the most effective in extracting more information or details from the witness. Several later studies have verified the effectiveness of CI in drawing out more information from witnesses. Several studies also confirm that the information acquired through CI is more correct. The findings of many studies reveal that with constant error rates, CI improves information significantly (Esgate, Groome, & Baker, 2005). Kebbell and Wagstaff (1999) comprehensively studied the forensic efficacy of cognitive interview and demonstrate how the procedure relates to the psychology of memory, communication, and social aspects. For instance, they observe that

Experiential Marketing Essay Example | Topics and Well Written Essays - 1750 words

Experiential Marketing - Essay Example Based on the two definitions and in relation to the concept of marketing it is correct to state that experience is an opportunity that enables the audience to get firsthand knowledge on the facts associated with a certain event, product, and or service.The integration of experience to marketing practice led to the emergence of experiential marketing, which is described by Addis and Holbrook as â€Å"a form of advertising that focuses on helping consumers experience a brand.† Experiential marketing is different from the traditional forms of advertising since it engages all the critical senses of a targeted consumer with a particular product or service, thereby giving the targeted consumer a firsthand ‘feel’ of the product or service.This present essay seeks to critically review the nature, role, and development of experiential marketing, evaluate its drawbacks, and discuss its potential contribution to theory and practice. Relationship between stimulus and reaction is a process that led to the notion of experience within the field of marketing, which acknowledges the marketing knowledge that consumers or the target audience already have. It is because of the marketing knowledge that consumers have, that it became necessary for marketers to engage their consumers in a manner that is memorable unlike the traditional forms of marketing. Grundey stated that through this memorable experiences, marketers are able to engage the audience from various fronts that include spirituality, socially, mentally, physically, and emotionally. Through this engagement Grundey (2009 p137) stated that marketers are able to create sensual perception among the target audience, which guarantees them reliability on their observations and/or the facts that they have read. Therefore, it can be argued that because of the marketing knowledge that consumers currently have, it has been impossible to build a trustworthy relationship with them because of their rational behavio r and skepticism on adverts that are purely one-side i.e. mainly communicate about the benefits or advantages of a particular product and/ or service (Katona (1953, p 307-318). By providing an experience in order to communicate to the target audience about the benefits/ advantages of a particular product and/ or services, marketers enable the audience to have an independent view that is devoid of any forceful persuasion (Lee and Overby, 2004, 54-67). This result in the audiences building trust on the business organization and its associated products and/ or services, as it was not in a hurry to influence their purchasing decision but rather it focused more on providing a memorable experience to the audience that can be used to make a rational purchasing decision. Affirming the previously mentioned argument, Shmitt (1999, p 23-54) developed a framework that contained key elements of experiential marketing. One of the elements is sense of which Shmitt (1999 p 58) stated that sense, wh ich is offered through experience is important in differentiating a product/ service and consumers will develop a sense of value on the aforementioned product or service. The second element is ‘feel’ of which Shmitt (1999, p 34) stated that a clear and positive feeling on a particular service or product is capable of influencing its consumption. The third element is ‘think’ and Shmitt (1999, p 41) on this element stated that experiential marketing, accord the target audience an opportunity to conduct a critical and logical thinking on a company and its associated products/ services. The fourth element is ‘

Critically evaluate the use of the Cognitive Interview in the Essay

Critically evaluate the use of the Cognitive Interview in the investigative interview of witnesses - Essay Example In order to prove this argument, the first section discusses the uses and success of CI techniques. The next section discusses the weaknesses and limitations of the method. And the last section analyses the merits of the arguments from both sides of the debate. Information acquired during an investigation has to contain enough important details. In order to achieve this objective, psychologists have tried to create procedures, particularly for the interview of witnesses. This process is based on two assumptions. First is that the witness in an interview is basically making an effort to remember the events that took place. Hence everything that can assist the process of remembering should be given much importance. Second is the interaction between the investigator and the witness (Canter & Youngs, 2009). Interactions that are encouraging and accommodating tend to acquire more relevant information. The cognitive interview (CI) has been created to improve these two. Geiselman and colleagues (1985) conducted a systematic assessment of the CI process. The research participants watched a fabricated crime and then were interviewed using hypnosis, a usual interview, and cognitive interview. The researchers discovered that the cognitive interview was actually the most effective in extracting more information or details from the witness. Several later studies have verified the effectiveness of CI in drawing out more information from witnesses. Several studies also confirm that the information acquired through CI is more correct. The findings of many studies reveal that with constant error rates, CI improves information significantly (Esgate, Groome, & Baker, 2005). Kebbell and Wagstaff (1999) comprehensively studied the forensic efficacy of cognitive interview and demonstrate how the procedure relates to the psychology of memory, communication, and social aspects. For instance, they observe that

Monopoly Coursework Example | Topics and Well Written Essays - 250 words

Monopoly - Coursework Example Jesus explains the rule of monopoly power and encourages people to put all their treasure in heaven should they want to enter the Kingdom of God. Further, in 1st Timothy, â€Å"For the love of money is a root of all kinds of evil, for which some have strayed from the faith in their greediness, and pierced themselves through with many sorrows† (The Holy Bible, I timothy 6:10). Indeed money can buy power though it is always the cause of many problems. The Pharisees were considered the great spiritual leaders among the Jews because they gave interpretation on the Laws of Moses and were a link between people and God. The Sadducees were people who constantly rejected the laws yet they claimed to lead priestly lives (Jewish Virtual Library). Jesus condemns them for misleading the common people, â€Å"You Pharisees and teachers of the law of Moses are in for trouble! You’re nothing but show-offs. You lock people out of the kingdom of heaven. You won’t go in yourselves, and you keep others from going in† ( Mathew 23: 13-14). Through this, it is true how Pharisees denied people from going to heaven since they enjoyed monopoly power. They knew people were so dependent on them in guidance of their spiritual lives. Monopoly power, according to the Bible is a worldly treasure that will deny many people a chance to enter heaven. According to Jesus, most people used such opportunities in accumulating material wealth instead of putting all their treasures in heaven. As a lesson, it is very important to consider what Jesus said and be on the move to change, repent and give the less fortunate people right and meaningful

Getting into Shape Essay Example for Free

Getting into Shape Essay Fitness is the quality or state of being fit. (Merriam-Webster, 2011) On September 26th, 2011 I took a physical fitness test. The fitness test measured four areas of my wellbeing, cardiovascular fitness, strength, flexibility, and body composition. After taking the test I was really interested in how I scored related to the standard set by other Men of my age. Cardiovascular fitness is the ability of the heart, lungs and circulatory system to supply oxygen and nutrients to working muscles efficiently. Having good cardio fitness allows you to enjoy life to the fullest. Cardio fitness reduces your risk of heart disease, lowers blood pressure, reduces cholesterol and helps you look and feel better. On the fitness test I scored a Maximum oxygen consumption of 58. This score placed me in the 95th percentile of males between the ages of 14-19 and at the low end of the very good category. Scoring high in this area did not surprise me since I do cardio for 3 hours a week. Yet, to improve my fitness and get in to the elite category I am going to incorporate more interval training in my cardio workouts. Strength is the second area that was tested during my fitness test. Muscular strength is the amount of force that your muscles can exert against resistance. (Healthy Flesh, 2011) To measure strength I was asked to bicep curl a bar for twenty seconds. At the end of the twenty seconds I scored 99 pounds and was in the upper end of the good category. If I would have curled 1 more pound I would have been in the excellent category. To get into that excellent category I am going to incorporate a new bicep regimen. The third test was the flexibility test. I knew going into the test that I wouldn’t do well since I do not stretch often. On the test I score 12. 4 inches. Compared with other males aged 14-19 I scored fair. To increase my flexibility I plan on stretching, by stretching after my warm-up, holding each stretch for 10-60 seconds and doing 2-6 repetitions per muscle group. (Liguori Carroll-Cobb, 2012) If I incorporate this stretching plan into my workout routine I should be able to get my flexibility level up to average for my age. The fourth and final test of my fitness was a body composition test. A three site skin fold test was used to determine my body composition for the test. The measurements were chest 3. 5mm, abdomen 12mm, and thigh 11mm. My body weight at the time of the test was 189 pounds. This combined with the skin fold measurements resulted in giving me a body fat percentage of 6. 5. The level of body fat I am at is low for men ages 14-19; it is also the optimal body weight for athletes. I plan on keeping my body fat percentage low by keeping up with my exercise routine and incorporating more cardio. The fitness test measured four areas of my wellbeing, cardiovascular fitness, strength, flexibility, and body composition. In the cardiovascular portion I scored very well. For strength I scored well, while in flexibility I scored fair. My body composition was 6. 5%. Overall, according to the fitness test, I am in excellent physical condition. I plan on continuing to work out, while improving on areas of flexibility and cardiovascular fitness. If I improve on those two areas while maintaining my strength and body composition, I shall live a long healthy life.

Booker T. Washington :: essays research papers

Booker T. Washington was the first African American whose likeness appeared on a United States postage stamp. Washington also was thus honored a quarter century after his death. In 1946 he also became the first black with his image on a coin, a 50-cent piece. The Tuskegee Institute, which Washington started at the age of 25, was the where the 10-cent stamps first were available. The educator's monument on its campus shows him lifting a symbolic veil from the head of a freed slave. Booker Taliaferro Washington was born a slave on April 5, 1856, in Franklin County, Va. His mother, Jane Burroughs, was a plantation cook. His father was an unknown white man. As a child, Booker swept yards and brought water to slaves working in the fields. Freed after the American Civil War, he went with his mother to Malden, W. Va., to join Washington Ferguson, whom she had married during the war. At about age 16 Booker set out for Hampton Normal and Agricultural Institute, which had been established by the chief of the Freedmen's Bureau to educate former slaves. He walked much of the way, working to earn the fare to complete the long, dusty journey to Virginia. For his admission test he repeatedly swept and dusted a classroom, and he was able to earn his board by working as a janitor. After graduation three years later he taught in Malden and at Hampton. A former slave who had become a successful farmer, and a white politician in search of the Negro vote in Macon County obtained financial support for a training school for blacks in Tuskegee, Ala. When the board of commissioners asked the head of Hampton to send a principal for their new school, they had expected the principal to be white. Instead Washington arrived in June 1881. He began classes in July with 30 students in a shanty donated by a black church. Later he borrowed money to buy an abandoned plantation nearby and moved the school there. By the time of his death in Tuskegee in 1915 the institute had some 1,500 students, more than 100 well-equipped buildings, and a large faculty. Washington believed that blacks could promote their constitutional rights by impressing Southern whites with their economic and moral progress. He wanted them to forget about political power and concentrate on their farming skills and learning industrial trades.

A Developmental Study Of Alex In Kubricks A Clockwork Orange Essay

A Developmental Study of Alex in Kubrick's A Clockwork Orange Synopsis of A Clockwork Orange In A Clockwork Orange, the main character is that of a mildly young child of 15 who, along with his fellow friends, or "Droogs", partake in evenings of Ultra-Violence. Ultra Violence consists of random beatings, theft, destruction, and rape. The main character, Alex, is the self-proclaimed leader of the pack, and makes judgment on their actions pending on his mood. His Droogs eventually find themselves under his direct rule, following his every word, and decide to challenge his authority. The three Droogs (Dim, Georgie, and Pete) join Alex on his romp to a local "fat farm" to pillage the goods therein. Inside, Alex stumbles upon the owner of the resort, and after a length scuffle with her, ends up giving her a blow to the head with a rather large, ceramic replica of an erect penis. When he leaves the outer gates of the complex, Dim surprises him by smacking a milk bottle against his face. His counterparts escape while little Alex is left bleeding and blinded to deal with the police. Upon interrogation of Alex, he discovers that the blow he delivered to the young lady was a fatal one. He is charged with first-degree murder and sentenced to 14 years in prison. While there, he befriends the resident minister and becomes a helper to his service. The minister, Alex soon discovers, is a part in a new form of treatment that is trying to be implemented prisons to help "cure" inmates from committing acts of violence. Through luck and discussion with the higher officials in the prison, Alex is chose to be a guinea pig for the experiment, and is sent to become "inoculated from violence". The treatment consisted of Alex being strapped down to a chair in front of a cinema screen, having electrodes attached to his head, and being kept focused by small pairs of clamps used to disable his ability to blink. This, along with the injection of an experimental serum, is monitored whilst he views movies of UltraViolence. The serum leaves him vulnerable to his surroundings, which are destructive films, and induces such feelings of helplessness, fear, and near-death paralysis, similar to that of drowning. Alex soon associates thi... ...sounds of Beethoven were not intentional, thus not needing reinforcement. However, Alex's trauma could also be referred to as a Skinner approach to treatment. Skinner's theory was that one could achieve a conditioned response by giving the subject positive or negative reinforcement. In his experiments, a mouse was put in a cage with nothing but a pressable button and a light. When the bar was depressed, the light flashed and food was delivered into the cage. If the mouse were dropped into a similar cage, it would be safe to assume that it would retain the reaction to hit a bar and receive food. The conditioned response was to hit the bar when hungry. The reinforcement was the food that was provided by completing the response. In Alex's case, the reinforcement would be the metal satisfaction of not going through with his violent needs when he is subjected to violent surroundings. In conclusion, the theories used as a basis behind Stanley Kubrik's A Clockwork Orange, resemble that of the theories that came from the greater thinkers of modern time. Alex, the guinea pig in this tale, is a classic example of many psychologist's case studies, and could be analyzed differently from each.

Service Package of Village Volvo

The Village Volvo service package is a quality repair service for out-of-warranty Volvos at a reasonable price and its operation is designed to be of a custom car care service. Specific times weekly are specifically set for drivers to who wants to have routine quick check-up services such as tune-ups and oil changes while clients are encouraged to have scheduled appointments for diagnosis and repair of specific problems. Mechanic will discuss problems that they have noticed in the clients’ car and occasionally take a short test drive with clients for better understanding of the area of concern. Village Volvo service package maintains a continuing file on each vehicles it services which provides a convenient record for any vehicle that is returned on warranty after service which also in a way reminds clients of the next scheduled appointment. Owners will be consulted before any work other than the agreed-job is done. Waiting rooms are also available with the comfort of a home, equipped with a television set, comfortable chairs, coffee, a soft-drinks vending machine, magazines and local newspapers for clients who come in during the ‘drop-in’ times. Repairs that have been done and other problems that might need attention are then discussed with the clients, whereby these notes are brought to attention of the clients during pickup times. Besides that, parts that have been replaced are set aside for the inspection of the clients. Apart from the usual car services, cleanliness of the vehicle is also ensured before pickup.

Notes on Different types of customers

Dealing with customer complaints why do customers complain? Customers complain mainly because of bad customer service The product they received is of bad quality not happy because of the staff Delayed flights not good service untidy accommodation product they received was not as it was descriptive. Not a not seats on the plane not getting what they want queues why do organizations need to know about customer complaints? To keep their reputation keep one customer happy expand business keep customers keep business to improve o fix one problem How to deal with customers?Offer a discount or a complimentary Item such as a drink. Food item etc. ) or a refund If they take It further ask If want to speak to the manager Reply a. s. A. P start by apologizing Don't interrupt whilst they are complaining Ask what's wrong face to face offer something else e-mail written communication make it formal be sympathetic make eye contact Listen suggest the course of action check the customer is happy with the solution and ask them if there is anything else you can do for them. Keep calm keep customer informed at all times Why is It Important to resolve a complaint? O keep the customers happy so you will get customer loyalty so you don't get a bad image/reputation of you or the organization To prevent it from happening again so I OFF quality of service they give how good their products are minimum standard of quality procedures they follow Equally With respect Fairly Friendly Welcomed well With a helpful manner NIce Politely Regardless of the customer type all customers have different needs. A hen party traveling to London for the weekend. Transfers Accommodation Group accommodation rah receptionInformation on local nightlife Different types of customers Mobility Pre-boarding Disable Access Guides Wider corridors Handrails Ramps Treated with respect and equally Special seating Bigger facilities Information about excursions suitable for their needs Special cabins/accommodation specifi cally for the disabled Lifts Visually impaired Braille White stick Career Guide dogs Assistance Be sensitive Hearing impaired Hearing aid Hearing loop Lip reader Sign language translator Speak loud and clearly Signs Devices to help them in case of an emergency el calling people, phone ringing, fire alarm going off Cultures/Countries Health documents Leaflets in their language Maps in their language Treat them equally and with respect Helpful staff Injection Visas/Passports Currency exchange Insurance Translator Elderly/Confused Treated with respect Show empathy Speak slowly and clearly Make sure they understand the information they were confused about Communication methods best suited to the customers needs. Hearing – Written, Face to face (For lip readers) Visual – Telephone, Verbally Elderly – Face to face, verbally Different language – Written – diagrams

Seiko Go Upmarket

Executive Summary Seiko Watch Corporation and its predecessor had always been innovative in watch technology development and brought many industry firsts to the watch market, and Seiko was very successful before the 1990s. With competitive environment change started in the 1990s, Seiko found it was not in the right segment of the market for growth, this segment is high end watch market. Seiko tried to break into the high end watch segment, but the attempts haven’t been proved successful.Based on detailed analysis of Seiko’s industry environment, competitive arena, and internal issues, conclusion was drawn that Seiko’s past vision, strategy and structure didn’t support its ambition to be an important player in the high end watch market. Countermeasures were then proposed: 1) have a clear and viable vision for future; 2) install a solid strategy of brands differentiation; and 3) match the strategy with organizational structure and resources. * IntroductionTh is case, â€Å"SEIKO WATCH CORPORATION: MOVING UPMARKET†, examined Japanese watch maker Seiko’s history, major technology developments, competitive environment, business expansion, and efforts and challenges to uplift brand image to compete in high end market segment. Seiko’s predecessor K. Hattori was established by 22-year-old founder Kintaro Hattori in 1881. The business was started with second-hand clocks sell and repair, and later on retailing and wholesaling of imported clocks.Hattori then established Seikosha (â€Å"Seiko† means exquisite and â€Å"sha† means house in Japanese) in 1892 to begin to produce wall clocks, launched the first wristwatch in Japan in 1913, and started to use Seiko brand on watches in 1923. Since then, Seiko had been enjoyed rapid growth in domestic market until 1950s when it accounted for 50% of total production in Japan, while Citizen and Orient shared the remaining 50%. Facing pressure from Swiss watch makers, Sei ko started to upgrade its technology to improve accuracy and add features, and managed to be comparable with Swiss products in terms of accuracy in the early 1960s.Around the same timeframe, after dominating the domestic competition in the late 1950s, Seiko started to go abroad. Through advertising initiatives such as being official time keeper of the 1964 Tokyo Olympic Games and continued technology focus such as being the world’s first company to introduce quartz wristwatch in 1969, Seiko earned its place in international market: it had become the leading watch brand in most Asian countries and successfully built sales channels in US and European countries by 1970s.Though Seiko was historically accepted by domestic customers as luxury watches producer at top-end of the market in addition to mid-range watches, its several attempts to reposition itself to high-end segment in international watch market didn’t enjoy much success: in the late 1970s, Seiko bought Jean Lass ale, a Swill watch brand, to form a sub-brand â€Å"Seiko Lassale† to sell luxury quartz dress watches at higher price points in international markets, but this brand was not successful in the US and Europe markets and eventually discontinued; another sub-brand â€Å"Grand Seiko†, once alive in 1960s aiming at the high end of the domestic watch market, was re-launched in the late 1980s to flight with Swiss watch makers in the high end segment, this attempt didn’t meet its desired effect otherwise Seiko would have not taken the third try in 2000s to move upward of the market through the spring drive technology. In 2007, doubt about brand upgrade was casted on Seiko again. * Analysis of the issues The myriad of problems facing Seiko can be traced to below three causes. Industry environment – Strategic context change of the horological industryThe first phase – before the late 1950s / early 1960s, everybody in the watch industry had competed in a pret ty straight forward environment: watches were mainly used for chronometric purpose, watch’s core technology was homogenous (everybody in the horological industry used mechanical movements system), and main objectives for watch makers were to mass produce precise timepieces at competitive cost and sell to everybody needs a watch. Seiko did a nice job in this era. It occupied majority of Japanese domestic market share and caught Swiss rivals up in terms of production facility and product accuracy. The second phase – from the late 1950s / early 1960s through the 1970s and 1980s, technological revolution, mainly application of electronics and quartz technologies, reshaped the horological industry. Every watch shared certain common elements: a movement to measure the passage of time, any energy source, a display, a case, and a bracelet or strap.Electronics altered the stereotype of energy source and display, while more significantly, quartz timekeeping technology broke the tradition of mechanical movement to bring much more accuracy to watch benefiting from its properties of a quartz crystal oscillating at precise frequencies. Comparing to mechanical components, electronics and quartz components could be produced and assembled at more stable, economic, and fashionable way, Watches then could be offered to customers with unprecedented accuracy, lower cost, and fashion statement. To embrace the change or be changed, all players of the industry went through an era of uncertainty and innovation. Seiko was very creative in the time and pioneered many watch technologies to the market. Seiko started expanding overseas and its international brand image was formed during the period. In the meanwhile, Seiko began efforts to setup sub-brand to move up in market.People would not have known ramifications of what they were doing when in process of historical events, but looking back into history, we know today the seed of Seiko dilemma was planted in the 1970s and 1980s under the soil of its success. The third phase – the 1990s was a no name decade for Japanese watch makers including Seiko. Domestic economy was staggering. Watch technology was still in evolution, but there was no break-through invention like quartz could stir up the arena. Low cost economies such as China and Hongkong were arising to take over in mid-priced and low-end watch market. Swiss watch makers firmly seized hold of high-end watch market while fighting back in mid to low end market.Watch Competitors came out from outside of the chronological industry: pocketable digital device made watch no longer a functional necessity for timekeeping purpose. Seiko sales declined in the decade. The fourth phase – after the millennium, prevalence of cell phones further deteriorated watches’ position as personal primary timekeeping accessory. People bought watches not for time telling but for social status and prestige distinguishing. Global demand for luxury goods grew, and high-end segment of the watch market was emerging as the most profitable and the fastest growing sector. Seiko was adjusting itself to the new era, but its brand image had never been perceived as luxury.Competitive arena – Strong Swiss competitors in high end segment, fierce competition in mid and low end segments from LCE (low cost economy) watch makers, domestic rivals, and Swatch group In the high end segment, Swiss watch makers were lost in the 1970s when quartz technology was changing the game. Though painful, a number of Swiss watch companies such as Patek Philippe, Rolex, and Omega chose to stick to mechanical watch making, and they laughed at last. Below quotation could best describe the situation: We worked really hard in the 1980s where everybody was dead. The quartz movement came in the 1970s, so all the other watchmakers threw away everything, both their equipment and their movements. In the 1980s is when we started to redevelop all our complications.At the time, my father [Philippe Stern] had a vision that only one type of watch should remain – the one with a mechanical complication. He believed there would always be people who appreciate fine mechanisms, whether it's manual winding or automatic. And he was right. It's like a nice painting. It's something unique, rare and made with passion. * Thierry Stern, Patek Philippe President, interviewed by Timezone. com in Sep 2012 In the mid and low end segments, Seiko’s attacks were from all around as technologies were easy to duplicate and consumers really cared about money they were spent, thus if you could provide fair quality watches with lower cost, e. g.LCE watch manufacturers, you could win some share of the market segment; if you could provide good quality watches with comparable cost but more features and fashion styles, e. g. Japanese domestic competitors Citizen and Casio as well as Swatch group from Swiss, you could gain some other share of the segment of this market. Company vision, strategy and structure – Seiko had no clear vision and strategy for the era of watches as prestige symbol, its structure was prohibitive from effective decision making and resources utilization Vision – we know in the 1970s and 1980s, Seiko enjoyed much success and went global as an icon of precise and inexpensive quartz technology.Seiko didn’t foresee that the greater success it appreciated the stronger consumer would tie it to the quartz brand, and fine craftsmanship of mechanical watch making would override in the future. Seiko has always been innovative in technology development, but failed to grasp a watch’s implication to today’s consumer: time is timeless and invaluable; consumers would eventually wish their watches as seen carrier of time are timeless and invaluable as well. Quartz or electronics is perceived by consumers as ephemeral and cheap consumable stuff. Strategy – Seiko made mistakes in brand portfoli o strategy. It launched two sub-brands to go up of the market segment in the years.The â€Å"Seiko Lassale† equipped with quartz movement was launched in the late 1970s and discontinued when it turns out not welcomed in US and European markets. The â€Å"Grand Seiko† featuring mechanical movement was alive from 1960-1975 within Japan domestic market only, and had been stopped for more than a decade in the quartz era until re-launch in 1988 for global market featuring quartz movement, after another decade, the â€Å"Grand Seiko† sluggishly began to shift to high grade mechanical movement. Both the â€Å"Seiko Lassale† and the â€Å"Grand Seiko† were too close to Seiko name and technology of quartz to reverse the quartz image of usually non-luxury items. In addition, it seemed Seiko didn’t have a carefully planned long range brand strategy.High end sub-brands were created and abandoned. The recent example was that Spring Drive, Seiko’s latest breakthrough mechanical movement technology bared management hope to upgrade brand image, first debuted in lower â€Å"Seiko† product line rather than high end â€Å"Grand Seiko† line. Seiko’s another high end brand â€Å"Credor†, though had long history and good acceptance at home, had never been marketed in international markets. Structure – Seiko historically had too complicated structure arrangements: a sales company purchased Seiko watches from its parent company owned manufacturing arms, and the arms were competing with each other and developed into firms with watch as minor business.The good thing was Seiko management realized this point and reorganized the company in 2001 to streamline decision making and focus on branding. * Conclusion and Recommendation Seiko’s vision, strategy, and structure didn’t help the company to gain advantage over its rivals in the competitive environment in recent two decades. Recommendation for Seiko is to build prudent and viable company vision ;amp; strategy, link the vision and strategy together with organization structure and resources, and get the vision and strategy realized. Details are following: Seiko needs to re-think that who are Seiko’s intended, actual, potential, and future customers, and what do these customers value in a watch.Watch collectors and enthusiasts, successful executives, and younger generation of rich families should be target clients for top end watches. These people care about watches’ craftsmanship and uniqueness, aesthetic and intricate style, status and symbol indication, as well as investment and heritage value, much more than superior accuracy and function for daily use. Seiko should take care of the demands of these people. However, Seiko shouldn’t give up the mid to low end market. Consumers of this market segment need a quality watch for money, fashion, function features, and some kind of status symbol will be plus. Seiko needs to have a solid strategy of distinguishable brands to server different segment demands.Seiko can get best practice idea and lessons learned from companies in the watch industry, such as Swatch group, and in other industries, such as VW group in automotive industry and L’Oreal group in cosmetic industry. Though the basic inner technology and formula could be shared across different brands and models, the exterior and style must be different. Different brands should convey clear different messages to customers. It would take too many resources and too long time to move the current Seiko brand up. The â€Å"Grand Seiko† name is no significant different from â€Å"Seiko† name thus is not appropriate to be a top end brand, but could cover the segment in between.The brand â€Å"Credor† is suggested to carry over the high end segment responsibility and needs to expand globally under intensive and well-designed promotional campaign. Seiko made a positive move to centralize and streamline watch company organization; the next step would be to match brand differentiation needs with organizational structure and resources. The â€Å"Credor†, â€Å"Grand Seiko†, â€Å"Seiko†, and other brands could share R;amp;D, production facility, IT, finance, HR and administration. But segmental marketing and sales, brand management, and some other specialized tasks can’t be shared. Each brand should be led by experienced and proved executives and take its own profit and loss responsibility.