Relative advantages and disadvantages Essay

1. What are the relative advantages and disadvantages of a company being committed to achieving efficiency through a program like Six Sigma versus encouraging and reinforcing creativity and innovation? (Page 10-11) Six Sigma has a customer driven approach, its emphasis on using quantitative data to make decisions, and priority on saving money. Has evolved into a high performance system for executing business strategies. Six sigma is set up so that it can be applied to a range of situations. I think six sigma might lower team moral where as they might not be as open to speak on individual ideas as such. 2. How would you describe 3M‟s efficiency and creativity conundrum in terms of programmed and nonprogrammed decisions? (Page 153-154) Programmed- a simple routine for which a manager has an established decision rule. Nonprogrammed- A new, complex decision that requires a creative solution. Their decision as a company to use methods such as six sigma versus encouraging/ reinforcing†¦ ( nonprogrammed) Not really sure about this question so much. 3. How would you describe 3M‟s efficiency and creativity conundrum in terms of the rational, bounded rationality, and Z model of decision making? (Page 154-155) rational- a logical, step by step approach to decision making, with a thorough analysis of alternatives and their consequences. The 4 stages of, six sigma. Bounded- a theory that suggests that there are limits to how rational a decision maker can actually be. Z model- capitalizes on strengths of the four separate preferences 4. What role(s) do intuition and creativity play in the decision making that is evident in 3M‟s efficiency and creativity conundrum?

Brothers Grimm

Intro: Fairy tales are things we know to be true. We are believed that if we have a hard life to grow into, a â€Å"prince† one day will come and give us a kiss and make it all better. â€Å"bring us back to life† if you will, as we grow up we open our eyes to the possibility of landing flat on our face and throwing up a poisonous apple and dealing with life on our own before our â€Å"prince† comes to save us. Thesis: Betrayal and Jealousy may throw a pity party for the step-mother. The betrayal of a husband and insecurities in yourself will bring out the worst in you.Meaning of the poem: The poem â€Å"The Envious Heart† was written by Helane Levine Keating, was written in inspiration by the quote portraying the tale of Snow White, by the Brothers Grimm, â€Å"Then her envious heart had rest, so far as an envious heart can have rest. † written by the Brothers Grimm. This poem is how negativity ruins us all. How broken promises and wanting to be en ough of something or perfect at anything will destroy our once kind hearts. As betrayal was showed in the quote â€Å"He said he rarely saw her, although she was his daughter. Giving a fair meaning of how she thought it would just be her king and her and no one would interfere, her jealousy was shown when she stated â€Å"When they're together she's his queen, the black-eyed slut, calling him daddy. † letting the worse of her become her words. The mirror held great representation throughout the poem, she said that the mirror made her feel invincible; all she sees in the mirror is â€Å"her sneering face, her wide lips mimicking mine. † No matter how pretty the step mother may have been she never acknowledged herself but rather the step daughter.She felt disrespected and less then what the king had promised her. She was a step mother coming into a new family and her insecurities ate at her until it became her. To better understand where she is coming from, I’ll tell you about the Brothers Grimm version of Snow White. The Brothers Grimm story of â€Å"Snow White† tells a tale about a queen’s wish for blood red lips, black as ebony hair and white as snow skin. Sadly after her wish was granted, the Queen and newly mother passed away. Her kind married a new queen after a year of her death. The new queen who could not tolerate anyone else who might rival her beauty†. The story shows a mirror which claimed to be magical. â€Å"Mirror, mirror on the wall, who in this realm is the fairest of them all. † which would make her so happy when the mirror replied with â€Å"You, my queen are the fairest of them all. † The Brothers Grimm, Snow White's step mother grew so much hate towards her step daughter and the envy in her heart â€Å"grew so dense that she no longer had any peace, day or night†, she hired a huntsman to kill her, and that huntsman who didn't want to kill, let Snow White go as she promised to nev er go home.That's where in the tale the seven dwarfs come in. Snow White found their home and stayed in the seventh dwarf’s bed. When they found her they were stunned by her beauty, Snow White told them about the huntsman trying to kill her and of her step mother. So the dwarfs told her to be their house lady, doing all their chores (Cooking and cleaning) the secrets of her life was kept. Until her step mother asked her â€Å"Magical mirror†, if she was pretty and it replied â€Å"†¦ eyond the mountains, where the seven dwarfs swell, Snow White is thriving, and this I must tell: Within this realm, she's still a thousand times more fair† leading the step mother to set out to kill Snow White once and for all. She disguised herself and sold a lace to Snow White, and then tied the lace around Snow White; she tied it so tight Snow White fell down as if dead. When the dwarfs found her later on, they untied her lace and Snow White began to breathe again.The queen found out from her â€Å"Magical mirror† that Snow White recovered and thought of another plan to rid of her. She got a combed and made it poisonous. She went out to the house once more and set out to comb Snow White's hair. Snow White fell unconscious. When the dwarfs came back and saw her they removed the comb from her hair and Snow White lived. Once again the queen asked her mirror and once again Snow White was the fairest. Finally, leading to the famous poisonous apple.Leading to Snow White's death and her Magical Mirror finally said â€Å"You, my queen are the fairest of them all. † The dwarfs set up a grave above the ground. Clear so, that everyone could see and her name in gold with â€Å"princess† written on it, the placed it at the top of the mountain. Many years passed and it looked like Snow White was only sleeping. Later a prince found her, saw her beauty and had to have her. While his servants were transporting her back to his kingdom the piece of a pple stuck in her throat fell out and she was unpoisioned, and alive.The prince rushed by her side and told her his love for her. They got married and at their wedding, the step mother put on these shoes that made her dance until she fell down dead. The Brothers Grimm's version of Snow White starts off so similar in comparison to Snow White the Walt Disney adaptation. I mean it sounds familiar right? Snow White and the 7 dwarfs, step mother obsessed with being the â€Å"fairest of them all†, there's a difference between the â€Å"love will solve everything† we were all told to believe in and the story written by the Brothers Grimm.In Disney, the prince kisses her and they all live happily ever after. This poem is a representation on the story, but in a different point of view, see; the story that has always been told weather it's the Grimm Brothers or the Walt Disney story the step mother is the villain. Yet in this poem you see more than the one sentence of â€Å"a y ear later, the king married a new queen†. You see the jealousy for Snow White in a different light and betrayal from the king.

Ethics: Social Responsibility and Strategic Planning Essay

Strategic planning can be defined as the formulation of plans that will lead to well informed and sound decisions and actions that when implemented will help achieve all short and long term organizational goals. During this process, the creation of well defined mission and vision statements along with organizational values and policies that are directly related to the company’s goals will help the business organization achieve long term success. Because success or failure directly impacts all stakeholders, whether employees, suppliers, investors, the local governments or community in general, special considerations of their needs should be included in the strategic planning process. Because of recent well known corporate scandals, business organizations have incorporated business ethics codes and social responsibility programs as part of their strategy to boost their public image and reputation in the community along with the reduction of potential legal fees or financial settlements resulting from legal actions against the organization. Ethics refer to the fundamental principles of an individual or a group. Social responsibility is how a business performs its activities to meet its wider obligations toward the society and environment, such as by avoiding activities which may be harmful. Strategic planning is an essential preliminary step in the corporate world in which senior management defines the organization’s strategy, direction and decision-making. Ethical values and social responsibility serve an important role in the strategic planning process. Social Responsibility To the Stakeholders o Management must ensure that strategic decisions are reached after taking into account the possible impact on the stakeholders. Stakeholders are suppliers, customers, societies and anybody who is affected by the activities of the business. A socially responsible company treats stakeholders equally. Wider perspectives also have to be considered in terms of environmental and social impact of planned activities. Transparency o Members of management should provide information transparently and honestly to help all involved discuss, debate and reach better decision-making. This enables the team to identify and monitor any potential risks which may arise and find an alternative solution. In terms of social responsibility, transparency also enhances the company’s credibility toward its external stakeholders. Independence o A management meeting provides an opportunity for management team members to raise concerns and come up with new ideas. It should be conducted in a professional and coherent manner and everyone should be independent in providing ideas without fear or hesitance as this helps improve the quality of the discussion and the decisions reached. Respect o Members should respect others’ opinions by giving them the opportunity to speak and by listening to their ideas with interest. Constructive comments develop more intellectual discussion but should be dealt with in a way which does not hurt the other members’ feelings. Discussion in a friendly environment improves the relationship among the members, strengthens the strategic planning process and results in better decision-making. Fairness and Truthfulness o During the planning process, the team should take a fair and truthful look at the possible risks and impact of decisions reached. These need to be thoroughly considered to maintain the welfare of the stakeholders such as employees and the society at large. Members should be truthful and frank in providing ideas and comments. Loss of employment and retirement funds, double bonuses, tax evasion, and the dark side of office politics are some of the challenges affecting organizations like a virus causing professionalism and efficiency to be questioned. Walker and Lanis (2009) found that an organization influences and is influenced by the society within which it operates (Cengage, 2009); therefore, an organization needs to take into consideration issues such as product safety, regulations, legal, ethical and economic responsibilities to the society within which it functions. One of the methods which could be used to do so is to integrate ethical and socially responsible techniques in an organization’s strategic plan whilst taking into consideration the needs and agendas of stakeholders. This concept is supported by Drozdenko, and Jin (2010) who suggested core values and beliefs exhibited at the strategic level influences decision making and outcomes throughout an organization. The objective of this research is to explain the role of ethics and social responsibility in developing a strategic plan while considering stakeholder needs and agendas, including an example of a company which overstepped ethical boundaries and preventative measures which could be taken to avoid this type of situation. Ethics appears to be a subject most people take for granted. According to Ciulla (2004), most people think of ethics as practical knowledge and common sense as opposed to theoretical knowledge. Social responsibility involves operating in a society or environment not only to gain or increase profits but to do so in accordance with legal and ethical standards therefore making a positive contribution by adding to the value of life in an area of operation. What is strategic planning and what is the role of ethics and social responsibility when developing a strategic plan? Strategic planning as defined by Bryson (2004 cited from Olsen & Eadie) is â€Å"a disciplined effort to produce fundamental decisions and actions that share and guide what an organization (or other entity) is, what it does, and why it does it† (p. 6). One of the most important needs of a strategic plan is to determine the long term effects of decision making to ensure accountability. Therefore, if an organizatio n takes into consideration its ethical and social responsibilities to its clients, employees, and stakeholders when developing its strategic plan some important areas to focus on includes: Economic Responsibilities – A business should provide goods and services which the society wants at a fair price that provides adequate profits to ensure its long term survival and growth as well as to reward investors (Cengage, 2009). Therefore, although the main objective of an organization is to make a profit, it is imperative to remember profits made should not be made at the detriment of the society. Legal responsibilities – These are laws and regulations under which the organization is expected to operate (Cengage, 2009), however if the organization does not abide by these laws if needed, there is a mechanism in place to seek redress. Ethical responsibilities – The law, according to Cengage (2009) does not cover every issue or emerging issues which may be encountered by an organization. Ethics covers activities which are prohibited even though legislation may not exist at the time the unethical act occurred (Cengage, 2009). Philanthropic responsibilities – According to Cengage (2009) this is when an organization voluntarily â€Å"gives back† to the society by providing assistance, forming relationships and making contributions to improve the community. Kaufman, Browne, Watkins and Leigh (2003) indicated that one of the issues which caused the collapse of Enron, a giant US energy company was that the focus of its executives was for self profit as opposed to seeing to the well being of the stakeholders. By inflating stocks, presenting fraudulent financial reports, cheating, lying and intimidating employees Enron caused employees to lose their jobs, retirement plans, and stakeholders to lose billions of dollars. Additionally, hundreds of dot.com companies came crashing down, shocking international markets as stocks plummeted when it was discovered that â€Å"stocks were inflated through personal ambitions rather than the value they would deliver to shareholders and external clients† (p. 31). Johannesen, Valde, and Whedbee (2008 cited from Odell) stated â€Å"a society without ethics is a society doomed to extinction† (p. 5). This also applies to an organization. Therefore, an organization that is not ethical or socially responsible is doomed to fail. This is supported by Rhodes, C., Pullen, A., and Clegg, R., S. (2010 cited Verschoor, 2004) who believed there was a need to create moral strength and character by reintroducing personal conscience, responsibility, and values in organizations. The best measures to use in order to incorporate this type of behaviour, beliefs, and values within an organization is to integrate ethical and socially responsible objectives, goals, and activities into the strategic plan. Hence to prevent unethical behaviour and social irresponsibility it is important to put measures in place. Following the implementation of the Sarsbane-Oxley Act of 2002 it is imperative that organizations ensure financial reporting is done in a responsible manner. According to Cengage (2009) this legislation was implemented to minimize the use of fraudulent financial reporting and to protect the interest of all stakeholders. Creating policies and guiding principles are also measures which guides the organization to be ethically and socially responsible to its stakeholders by taking their needs into consideration. Last but not least creating a code of conduct which should be followed by all employees not only sets a standard within the organization but can be used as a criterion to reward and punish employees who adhere to or who do not adhere to the code. Conclusion: To create an ethical and socially responsible atmosphere within an organization it is imperative to put in place optimistic, high, achievable standards which must be incorporated at all levels of the organization. By focusing on legal, ethical, philanthropic, and economic responsibilities when creating a strategic plan which sets the direction and guiding principles of an organization ensures transparency and accountability. The world is changing and stakeholders are becoming more ethically conscious and prefer to develop relationships with responsible organizations. Therefore, employee safety, human rights abuses and other concerns such as bribes, corruption, the abuse of cheap labour, questionable payments and child labour which could negatively affect and organization, its image, and reputation should be at the forefront of the minds of executives when creating a strategic plan for the future of the organization.

Civil Proceedings - John Tobin and the Department of Industrial Assignment

Civil Proceedings - John Tobin and the Department of Industrial Accidents - Assignment Example The plaintiff seeks that his case should be remanded to a lower judge so that more evidence can be gathered related to the statute applicable to his case. In addition, he seeks to prove that he is entitled to receive social security benefits and employee pension despite being inactive for two years in the labour market. The employees appeal was submitted in and heard by a single judge in the Appeals Court. The Appeals Court upheld the orders of the reviewing board of the Department of Industrial Accidents. His request that this issue should be remanded to a lower judge for further consideration of evidence and findings stands rejected. Furthermore, the Court rejected the employees contention based on the Federal Age Discrimination in Employment Act (ADEA) (CASE). John Tobin started working as the custodian of Stoughton Police department in 1978. In 1988, he injured his shoulder while cleaning an overhead light fixture. Consequently, surgical procedures were performed on his shoulder; He received two payments out of the workers' compensation benefit on 15th October 1988 and 29th October 1991. John Tobin had been unemployed for two years and over the age of sixty-five by 29th October 1991 when he received the second payment. The administrative judge passed an order that John Tobin is not entitled to receive employee benefits. He appealed against the order to the reviewing board but two out of the three judges on board affirmed the orders passed by the administrative judge. The issues relate to whether John Tobin is entitled to receive employee benefits as he is above sixty-five years of age and has been out of labour market for over two years. Additionally, if he is entitled to receive compensation payments as he was injured prior to the amendment in the General Law, which laid down certain restrictions on compensation payments. The orders of the reviewing board were affirmed so they won this case. The Appeals Court rejected the employees argue that the General Laws c. 152, Â § 35 are in contravention of the Fourteenth Amendment to the United States Constitution and the Declaration of the Rights of the Massachusetts Constitution.

Explain Socrates' claim that the unexamined life is not worth living Essay

Explain Socrates' claim that the unexamined life is not worth living (Apology) - Essay Example Therefore, Socrates claimed that for a human being to live a worthy life, everyone should question, examine and re-examine the values of their lives daily. This paper explores the meaning and the significance of the Socrates claim that â€Å"the unexamined life is not worth living† focusing on the Apology and Euthyphro. The words, ‘the unexamined life is not worth living’ by Socrates comes from Plato’s Apology when Socrates is sentenced to death after being accused of corrupting the youth and impiety. Patterson (16) posits that apology is one historical account of Socrates’ defense during his trial, and these words appear at the end of the Apology when Socrates is going through possible punishments for charges against him. Socrates utters these words when the jury has already found him guilty and has to decide on what kind of punishment to impose on him, which was agreed to be a death sentence. After being sentenced to death, he has to choose an alte rnative punishment like life sentence or exile but he declines the offer claiming that giving up philosophy would be disobedient to god. Therefore, by ‘the unexamined life is not worth living’, Socrates meant that he was ready to face death instead of living a simple life where he is not capable of examining claims of knowledge from other people, to challenge them and be able to ask them hard questions about reality. He urged people to be concerned about virtue to examine themselves and others because unexamined life is not worth living (Patterson 15). The dialogue between Socrates and Euthyphro revolve around the issue of piety. Briefly, both Socrates and Euthyphro are involved in this aspect of piety. Euthyphro suggests that piety is all about prosecuting anyone who is guilty of murder but after challenged by Socrates, he states that piety is something that is dear to gods, arguing that piety is what all the gods love whereas impiety is what all the gods hate. Socrate s refused to accept many popular tales about activities of gods (Patterson, 11). According to Socrates, piety represents unexamined life, which is not worth living, and as such, he was accused of creating new gods and ignoring the traditional Athens gods. Therefore, by stating that unexamined life is not worth living, Socrates was informing individuals to look within and get the true value of life by carefully analyzing their actions in order to live a happy life where no one gets hurt. Critical examination of life is necessary as it involves evaluation of events from both the past and present. Through this, one is able to learn from the past mistakes and correct them, watch his actions and live a more fulfilling life; this is because without thorough examination of life, life is worthless. In a situation where a person fails to examine his life, he will keep on repeating past mistakes and stagnation is inevitable. People should try to be virtuous, try to find out and realize what t hey do not know in life to have a broader view of the world (Kamtekar 154). Socrates claim about unexamined life is unworthy can be seen as implying that a life without introspection, with no personal reflection is totally a waste since lack of self-understanding and analysis is likely to lead to repetition of past mistakes and blaming others. Failure to have a deep personal understanding makes a person to live unexamined life. Moreover, lack of meaningful life and progress is a waste of time; it

Corruption under the Obama Administration Research Paper

Corruption under the Obama Administration - Research Paper Example His presidency emphasizes that all races in America, provided they are citizens of the United States, can become the President of the nation. Unfortunately, what can spoil the proud image of the Obama government is its supposed association with corruption. Are the reports on corruption under the Obama government reliable? We must define what corruption means. Deflem (1995, 243) provides a good definition: â€Å"Corruption†¦is a colonization of social relations in which two or more actors undertake an exchange relation by way of a successful transfer of the steering media of money or power, thereby sidestepping the legally prescribed procedure to regulate the relation. Two types of corruption of corruption are identified: monetary and bureaucratic. In monetary corruption, the exchange relation is carried out by way of a transfer of money, and in bureaucratic corruption by way of a transfer of power. Both types of corruption can circumvent regulations spelled out by legitimate or systemic law.† The Deflem (1995) definition of corruption has three characteristics. First, corruption may involve financial or power concessions and not only monetary consideration. Second, corruption involves sidestepping legal procedures. Finally or third, corruption circumvents the regulations of government. It follows, therefore, that corruption need not always involve evidence of money transfer and that sidestepping of legally prescribed procedures or circumvention of legal or administrative rules are manifestations of corruption. Adopting the Deflem (1995) definition therefore, we have good basis to argue that the Obama presidency is characterized by corruption. The indicative facts are described in our succeeding discussion. First, the Washington-based Judicial Watch, an institution generally-recognized in America as a watchdog of sound governance reported that the Obama administration has installed â€Å"personal advisors in czar positions in the White House and has created new czar positions elsewhere in the Executive Branch† that are â€Å"unconfirmed by the Senate and are largely unaccountable to Congress† (2011, 3). The word â€Å"czar† is â€Å"informally associated with presidential appointees who oversee certain government policies† (Judicial Watch 2011, 6). The Judicial Watch (2011, 3) added that many of the activities of the said czars â€Å"are often outside the reach of the Freedom of Information Act (FOIA), creating a veil of secrecy about their precise role in the administration.† This implies that many of the appointees of the Obama administration are above the law and this can provide evidence that signs of corruption if not corruption itself are pervasive in the Obama administration. At the very least, the Judicial Watch Report indicated that many of the top officials of the Obama government are outside the law, are not transparent, and pose a threat that the wide-scale prevalence of the transf ers of money as well as power is only a matter of time in the United States. Under the United States Constitution, presidential nominees have to be confirmed by the United Senate (Judicial Watch 2011, 6). In contrast, many of the White House advisors are not only unconfirmed by United States Senate but they also often claim exemptions from the Freedom of In

Why is sports so important for the people of a number of countries in Research Paper

Why is sports so important for the people of a number of countries in the world - Research Paper Example Majority of the people in Spain celebrated their world cup win in South Africa in 2010. There was renewed show of patriotism. The jersey worn by the national team players was symbolic of the people, united and committed to one nation and cheered it on to victory. At that time, the victory served to brighten up a country that was hit by the recession, its unemployment rate was increasing and the confidence in the administrative bodies was dwindling. However, the sport united the people and gave them renewed hope to deal with the problems they face. This is what football often does in Spain. The sense of patriotism is evident in every person even the politicians. More than ever, they become committed to institute policies that will improve the welfare of the citizens. Spain struggles with the Catalan section due to the increasing will of the Catalans to be self-governing. The Catalan people view FC Barcelona as the representation of their customs and culture. It is no wonder that they fill the stadiums with banners carrying political messages regarding the same. Football is important to them as it helps them air their demands. It is a platform for them to advocate for a political voice. Their actions serve to spur heated exchanges and influence political ambitions of the two sections. To the people of Catalonia, football is their massive voice and they hope to continue using the platform. Some go to the extent of crediting the Barcelona players for the victories in major European competitions. They believe they have a big say in major things as demonstrated in football. However, until their ambitions materialize, they combine together to celebrate triumphs. This signifies that the Spanish and Catalan identities are not essentially incompatible (T he symbolism in Spanish football illustrates that Catalan and Spanish identities are not necessarily incompatible). Third, Football in Spain helps companies increase their financial returns. The Spanish football

Anthropology Essay Example | Topics and Well Written Essays - 1250 words - 2

Anthropology - Essay Example Each and every country has its own culture and an own environment for its civilians. Similarly every area in which the people are living has also defined its own culture. This article would further examine the culture of two different tribes in two different countries, one belonging to the northern areas of Pakistan while one belonging to the country named Iran. It would define as to the culture followed by these tribes is the same or not. Thull is the name of a place which is located in the northern areas of Pakistan. The people of this area are extremely conscious about their values and culture. The people living in Thull take most of their cultural activities from the tribes of Pathans. These pathans are people with strict rules of culture and activities. They strongly follow their religion and are extremely conscious about their honor. Similarly the people of Thull have great respect for their culture. Here not only the people are following their culture properly but are also respecting it for its ethics. Similarly another area known as Zargos in Iran comprises of a group of people known as Bakhtiari are bound to their culture. These people like the clan of Thull are extremely conscious about their traditions and culture. The clan of Bakhtiari follows their ancestors from a very long time in all their actions. Like their ancestors the Bakhtiari clan migrates to different places in different seasons. They not only take their herd of sheep with them but also take their family which includes women and children during their migration. This migration is done in the winters and summers mostly. While on the other side the people of Thull do not indulge in the activities of migration. They live in the only space they are given and earn their living through the agricultural systems. However there is similarity found in the culture of these two tribes as both of these tribes earn their living

EC Essay Example | Topics and Well Written Essays - 250 words

EC - Essay Example Allen gets the bonds. She reclaimed the safe back in the same condition that she had entrusted it to the agent plus the bonds signed on it. The fact that Barbara kept the bonds means that the safe was in a good condition than it was with the entrusted agent. The agent had sold the safe to neither Barbara nor any other person; Allen thus reserves all rights to the safe and its contents. Barbara was only keeping the safe for the agent and has no rights to the safe or its contents whatsoever. Although the discovery was not planned for, Barbara’s duty in the whole scenario was to keep the safe or sell it to any prospective buyer for the $100. She did not sell it; Allen who is legally the owner gets the safe and the bonds. Allen has claims to the bonds. This is because the safe had not been sold yet and she has a right to reclaim it and the bonds that come with it. Barbara discovered the crack on the safe with the bonds signed on it. Barbara though cannot claim the bonds since she refused to buy the old safe even after the discovery of the bonds. If she had bought the safe, she would then claim the bonds. The agent, on the other hand, was to fuel the purchase of the old safe. He never knew the bonds existed, nor did he have any rights to neither the safe nor the bonds signed on it (Clore, 164). Allen gets the bonds. She reclaimed the safe back in the same condition that she had entrusted it to the agent plus the bonds signed on it. The fact that Barbara kept the bonds means that the safe was in a good condition than it was with the entrusted agent. The agent had sold the safe to neither Barbara nor any other person; Allen thus reserves all rights to the safe and its contents. Barbara was only keeping the safe for the agent and has no rights to the safe or its contents whatsoever. Although the discovery was not planned for, Barbara’s duty in the whole scenario was to keep the safe or sell it to any prospective buyer for the $100. She did

Reflective Learning Journal Research Paper Example | Topics and Well Written Essays - 1750 words

Reflective Learning Journal - Research Paper Example These businesses are faced with various challenges in marketing and each has adopted a different marketing strategy to succeed in the market. In each marketing strategy, technology has played an important role. Pre-Visit Research and Analysis Mr. Miikka Vaahtera, the CEO and founder of Malja Company, did the first presentation. During his presentation, he emphasized on the importance of agency’s roles. The choice of media as evidenced in the presentation was an important tool for the marketing agencies. For instance, electronic sponsorship such as smartphones and internet were going popularity across the board. In order to gain the market, the company made use of the marketing 4P’s (product, price, promotion, and place) through the agencies. The main problem facing the company was the use of traditional sponsorship (like magazines and radio) which were already going down. Therefore, event marketing became an important tool for the company. The second guest speaker was M r. Noel Mooney, Marketing Manager of UEFA. Football is my passion and was interested to see how it is promoted and expanded in the international scene. The marketing strategy used by UEFA is sponsorship marketing and a big question was how they manage to compete in a world of ambush marketing. The greatest threat in sponsorship marketing is ambush marketing. ... The company has made use of all the forms of media to promote their client’s brands. For the company, successes lies within an integrated campaign, that is, going viral in marketing. Social media has found a big place in the heart of the company because of its popularity and use across all ages and nations. If one wants information to reach as many people as possible within the shortest time, social media is the solution. In any form of marketing, creativity is very crucial and I was intrigued by the fact that the company emphasizes more on creativity from its employees. Without creativity, viral marketing is not possible. On the other hand, the work should not offend the intended audience. The last presentation was from Expedia and the company works with various hotels to promote their products. I am an avid traveler and I was amazed by how the company is able to collect information about and promote it. The company links various hotels and travel destinations around the worl d and the client are able to get all information they need within a click of a button. From the presentation, it was clear that the company has realized the importance of technology in marketing, that is, it has employed powerful marketing. The company also assists the hotels to reach their customers across the world through the same technology. How that is possible, lies within the strength of powerful marketing and the use of technology. Discussion and Analysis Event marketing is simply doing the correct thing and making people understand that you are doing the correct thing. The biggest challenge in this case is knowing what constitutes the

INDIVIDUAL SOLUTION OF AN ALLOCATED SCENARIO-BIG BROTHER BART Essay

INDIVIDUAL SOLUTION OF AN ALLOCATED SCENARIO-BIG BROTHER BART - Essay Example The case brings out the work of Bart and also brings into light the software used by him to keep a tab on the employee systems to ensure that the software is working fine. Bart uses this software to keep track of people who have issues with new software and he uses this log in to simply keep an eye on the working conditions of the software. Bart’s manager requests him to use this software to keep track of two specific employees who are under the suspicion of trading in drugs using the office computers. Bart is faced with an ethical dilemma here and is unsure of whether it is a good idea to keep a tab on an employee’s computer for this reason. In this case the question is to analyse whether it is ethical for Bart to keep a tab on the employee systems or not and to analyse the theories that relate to these. The two chosen theories here are Utilitarianism and Deontology. The following section provides a brief overview of these theories and helps set the base for analysis o f the case. Utilitarianism and Kantian Deontology share one thing in common, i.e. they are both aimed to provide solutions to moral dilemmas. Utilitarianism is more of morality of justice and it focuses more on maximising the utility or ensuring that most numbers of persons are satisfied and happy with the result that is taken up (Tavani, 2004: 234 - 244). This is relatively much better than the Kantian Deontology or any other deontology approach as this takes into consideration the importance of satisfying people and tries to build a foundation with complete justice (Rachels, 1998: 226 - 240). Here in the case of Utilitarianism, the main aim is to ensure that all parties involved are benefiting from the decision made and there is a high level of success for a number of people in the case. This method (utilitarianism) takes everybody to be equal and it looks for a solution which is for the benefit of more number of people (Held, 2006:

The tragic Hero Essay Example for Free

The tragic Hero Essay Oedipus, the classic Greek tragedy by Sophocles, is one in which the protagonist is portrayed as a tragic hero. The author does this by combining the elements of irony, personal tragedy and heroism. In the play, Oedipuss character evokes pity because of his misfortune appears to be greater than he deserves hence the reader is left to empathise with him. His actions are controlled by fate and the reader is left to wonder why such a terrible thing is happening to such a good man. Power corrupts but absolute power corrupts absolutely. Humans seem to have a common running trait, and that is one of power and heroism. The quest for heroism becomes the basis of Oedipus the Kings demise. If this power however gets into ones mind, the results could be detrimental, and Oedipus the King is a living testimony of this. Since his actions are controlled by fate, no matter how hard he tries, he cannot prevent good or bad things from happening to him. Since fate is cannot be prevented from taking its course, his actions are quite futile. Aristotle said A tragic hero evokes our pity and terror if he is neither thoroughly good nor thoroughly evil but a mixture of both. The tragic effect is stronger if the hero is more mortal than we are. Oedipus is a mixture of both good and evil. In the opening scene he is seen as a compassionate king who is intelligent and caring. Oedipus prides himself on his intelligence and it is this along with his questioning personality that lead to his downfall. These are his good sides with his evil side being that is guilty of killing King Laois and sleeping with his own mother. Oedipus tries his best to be morally upright with everything that he does, which is more than the average person does. Aristotle also goes on to say the tragic hero suffers a change in fortune from happiness to misery because an error in judgement which leaves the tragic hero to ignore or violate a divine warning or moral law. In the play, Oedipus runs away form Corinth to Thebes and solves the riddle of the sphinx and is thus made the king of Thebes. He however marries the widowed queen and has children with her thus violating a moral law. His fortune changes from happiness to misery when he realises what he has done. A tragic hero evokes our pity because he is not evil and his misfortune is greater than he deserves. He evokes our fear because we realise we are fallible and could make the same error said Aristotle. Oedipus is flawed in many ways and as a result comes out as imperfect since he has a balance mixture of both good and evil. His fortune in saving Thebes becomes his downfall when he fulfils the oracle by sleeping with the queen, who unknown to him is his mother. Oedipus is imperfect and this is seen through his moral and physical flaws. He limps as a result of his feet being pinned together when he was quite young. Unknowingly sleeping with his mother and killing his father is his moral flaw. Thus, combining the heroism of Oedipus with his flaws makes him imperfect though higher than the ordinary man in many ways. Sophocles portrays the result, a classic example of a tragic hero in this play. Sophocles use of irony throughout the play brings to bear on the reader the gloom of Oedipuss situation. We constantly find Oedipus trying to escape the Oracle, but in doing so, ends up fulfilling it. This is seen when he says in the opening scene Everybody everywhere knows who I am. This ironic statement is said in the opening scene of the play when Oedipus comes out to meet the people. His true identity is unknown to him but he exclaims that everyone else knows who he is. Also, since he is such a great riddle solver, you would think he would be able to solve the riddle of his identity but he is unable to in the sight of overwhelming evidence, which is quite ironic. An example of the irony of his fate is when his parents try to prevent the oracle form being fulfilled by sending him away to be killed. He however returns and on his way fulfils the oracle by killing his father and later on marrying his mother. It seems strange to the reader that Oedipus is not more careful about what he does. For example, when he killed king Laois at the crossroads, he should have realised with the oracle in mind that anybody he kills is likely to be his father. He however reacts carelessly by succumbing to his emotions when the King annoys him. Oedipus returns to Thebes and saves it by solving the riddle of the sphinx. However, he leads to its destruction since he is the cause of the plague. It is destroying themes. Thus his fortune tends to be his misfortune. These examples show how Oedipus fulfils the oracle even though he is trying to escape. The reader gets a haunting glimpse into the mindset of Oedipuss wife and mother. This is portrayed to the reader through the actions that she takes. She is a woman who after all who wanted want to kill her son to prevent the oracle from being fulfilled only to find out years later that she is married to him, which leads her to commit suicide later on. She expresses her disbelief in the oracles by telling Oedipus that they are powerless, however, in the next scene she is praying to the oracles to help Oedipus to stop his strange behaviour. Also in this scene, a messenger brings news from Corinth that Polybos is dead and Oedipus should return to Corinth. Though Oedipus is pleased about the kings death since he proves that the oracles dont come true. Yet still he refuses to return because Merope is alive. His fear is that he will fulfil the prophecy since his mother is alive. Oedipus, remains a mystery to both the reader and himself. He does not know his true identity and this becomes the source of his demise. He comes to find out his true identity, but in doing so, his sudden tragic end is brought closer. The reader at this point is left to wonder, what is the way out. Unfortunately, the answer as we come to realise in the latter parts of the book is one that is not easy. Fate has already chosen Oedipuss destiny and nothing can change it. A feature of tragic plays by Shakespeare. The writer connotes a certain sombre picture and depressing mood, which is characteristic of most of Shakespearean tragedies. The employments of understatements that lead to humour are also evident in most parts of the text, and this makes for an interesting reading. For example throughout the play, there are references to sight such as, you cannot see, yet you know the nature of this plague and light, o light, light now everything is clear which are ironic because Oedipus blinds himself later on. Also, the blind prophet Teireseis knows about Oedipususs true identity but Oedipus who isnt physically blind does not know his true identity. His servant Kreon whose name means king is also an irony since he turns form a messenger to a king. Throughout the play, there are references to sight such as, you cannot see, yet you know the nature of this plague and light light, light now everything is clear which are ironic because Oedipus blinds himself later on. Also, the blind prophet Teireseis knows about Oedipususs true identity but Oedipus who isnt physically blind does not know his true identity. His servant Kreon whose name means king is also an irony since he turns form a messenger to a king There are three hero archetypes that suit the character of Oedipus; The quest, the initiation and the sacrificial scapegoat. Oedipus delivers Thebes by solving the riddle of the sphinx and thus fulfils the first archetype which is that of a hero who who solves an unanswerable riddle to save his kingdom. He does this on his journey to discover his true identity. The second archetype is that of the phase of separation. This happens when he leaves Thebes, is transformed and returns to become king and save his kingdom. The third archetype is when in order to save Thebes he has to banish himself from the kingdom to restore it back to fruitfulness. This has the elements of a tragedy because no matter the decision he makes he it is going to be detrimental to him. Even though Irony plays a crucial role, other elements such as heroism and tragedy come in the text. We find Oedipus entangled by his own principles. He is always in that twilight zone, one between acceptance of the harsh reality and total rejection of the things he goes through. The choice of the latter is detrimental to both his character and that of the people he leads and governs and he thus chooses the former remaining a true tragic hero.

Implications of Human Resource Department Becoming Strategic

Implications of Human Resource Department Becoming Strategic The human resource management is a coherent and much strategic way of managing companys highly valued assets, who the people working in an organization and either individual or collectively ensure the attainment of the organizational goals and objectives. The terminology human resource management and human resource have taken over the place of personnel management, as an explanation of the procedures involved in the management of people in any organization. HRM simply implies to the process of employing individuals, develop their abilities, using them, maintaining them and make their compensation. Through research, a number of articles have been produced proposing certain HR activities that are much linked to strategies of businesses. Furthermore, recent studies have started looking at determinants of human resource practice from the strategic point of view, (Beaumont, 1991). The Role of theory in SHRM Since SHRM exist in an applied nature, it is much significant that the field uses theoretical models that provide room for prediction and understanding the impacts of HR activities in the functioning of a company. It is just till recent that, that the most inadequacies of SHRM, was the lack of theoretical basis that is much strong, that allows the viewing of HRM functioning in larger companies. According to Zedeck and Cisco, (1984), the matters of HRM are part of a system that is much open, and research lacks theories, unless put under broader organizations contexts. Concerning the SHRM dependant variables, it has been stated that, it will be very significant to develop articulated personnel theory that draws from the human resource management. This field instead of having theories, it is characterized by descriptive typologies in place of good theories. The writings in the field of SHRM are just concerned with real advices of empirical data. The SHRM is described as plethora of stat ements since the field lacks proper theories, (Hill Jones, 1998). Though there has been an explicit proposed connection between business strategies and the practices of HR, strategic intent has been viewed as being one determinant of such like practices. Some theoretical models leave out business strategy as a HR practice determinant. By concentrating on determinants that are not as an effect of proactive decision making, it has been argued that SHRM has to look into political and institutional determinants of the HR activities, to the extent of predicting and understanding decision processes of SHRM. The coordination of slate of HR deeds towards some strategic ending has been hindered by the political and institutional forces. Strategic theories of HRM From the time of strategic introduction in the management field, industrial companies strategists have mainly dependent on single frame work of SWOT analysis. The main assistance to the strategy, literature has been centred on portions of these competitive advantages models. It has been argued that SHRM entails two key functions, namely; management of competence and management of behaviours. Competence management entails factors that companies does not ensure its employees have needed skills in execution of some strategies. This take into consideration negotiations with external workers for the attraction, selection, retention and the usage of employees with required skills, knowledge and capabilities for the execution of the strategic business plan. Competence acquisition refers to the practices like selection that ensure organizations employees have the much competence required. Competence utilization involves activities that use latent skills that in the previous strategy had been seen unnecessary. Retention of competence on the other hand refers to the strategies that aim at the retention various competences in the company via the reduction of turnover and continuous training. Lastly, displacement of competence entails practices that target the removal of competencies that are seen not to be necessary for the companys strategy, (Charles Jones, 1998). Management of behaviour on its side, once employees with needed skills and competence are brought in the organization, they work collectively or individually to ensure that they are giving support to the strategy of the organization. Behavioural control on its part entails practices like performance appraisal and systems of pay that looks forward in controlling behaviours of workers, to ensure that they are in line with companys goals. Strategies of coordinating behaviours entail appraisal and organizational development practices that coordinates behaviours across employees to support the strategy of the organization, (Fombrun, Tichy, Devanna, 1984). Snells model of control theory model emphasizes on the importance of coordinating various HRM practices. On the other hand, it explicitly recognizes the imperfect nature of making decisions in SHRM because of bounded uncertainties. Other models assume that environmental and strategic competencies and the real competencies and behavioural responsibility are much important in achieving the strategy. Good HRM activities that elicit such like competencies and behaviours are exactly known in this model. In cybernetic sense, control theory is a dynamic model of continuous environmental monitoring and internal alterations. The HRM activities and adjustments that correspond, these activities whenever outcome tends to move away from the desired system. The agency cost theory model has been connected to the human resources through bureaucratic costs concept. These costs are transaction costs that that are mostly associated with human resource management in a given hierarchy. In this, the HRM activities allow the measurement of contributions that are unique. They also provide enough rewards for personal performances. The agency theory has been used in explaining determinants of things like systems of compensation, (Peter John, 2003). Due to the fact that transaction cost model has been used in strategic management literature, it is now also possible to apply theoretical framework in finding a relation between strategy and SRHM. It might look intuitive that strategy of a company can have an impact on the work nature. To the level that work nature changes, to either have more or less uncertainties. The types of HRM systems are important to monitoring inputs, manners, and even the output changes. This framework provides theoretical foundation for looking at the reasons that makes different strategic decisions giving rise to different HRM activities, (Porter, 1985). Academic Theory Over the last 20 years, empirical studies have been done to find the connection between the HRH and the performances of the organization. Strategic human resource entails three strands of work; Best fit, Best practice and Resource Based. The idea of best practice suggests that the adoption of some best practices in Human Resource management results in better organizations performances. It has been argued by (Pfeffer, 1994) that there exist seven best practices that can be used to attain competitive advantage through individuals and profit building by placing people first. They include employment security, selective hiring, information sharing, intensive training, self-management teams, high pay and reduction of status differentially. Best practice is to be implemented in bundles hence difficult to identify which is the best, as shown by (Elwood et al 1996). Research has shown that best fit argues that HRM improves performance where there exist close vertical fit between HRM practices and the strategies of the company. This enhances coherency between HR people processes and the external market. There are many theories on the nature of this vertical integration. Lifestyle models explain that the policies and practices of HR can be mapped on the on the stage of organizations development. The competitive advantage model, takes the views of porter about the strategic choice and places arrange of HR practices onto the firms choice of the competitive strategies. The configuration model provides a sophisticated approach which advocates for close examination of the firms strategy so that appropriate HR practices and policies can be determined. On the other hand, this method assumes that organization strategies can be identified- many firms exist in a state of development and flux, (Legge, 1989). Recent studies have shown that resource based view forms the foundation of modern human resource management. It concentrates on the internal resources of an organization and how they usually contribute to the competitive advantage. The uniqueness of such resources is preferred to homogeneity. The HRM has the central responsibility of to develop human resources that are rare, valuable, effectively organized and difficult to copy and or substitute. Generally the HRM theory explains that that, the objective of human resource management to assist organizations meet their strategic goals by maintaining and attracting employees on top of effectively managing them. HRM ensures a fit between the firms employees management and overall firms strategic direction, as concluded by (Elwood et al 1996). Strategic Human Resource Evaluation Over the years, companies have realized that workers are needed to be looked upon as competitive advantage. As an impact, the HR department is developing from carrying out simple administrative issues, to being strategic partners. The department has been given the responsibility of ensuring that company objectives have been attained. This development needs new methods of defining and assessing the successes of HR development. It is not sufficient to measure it basing on traditional operational methods of internal efficiency. Due to this, the department of HR, need to value of their strategic participations (Angel, Elizabeth, 2003). Years back, HR department used to measure their achievements by looking at how busy they were, the number of employees recruited or even interviewed among other things. This measure depicted HR practices as being administrative functions required to execute practices t5hat are related to personnel. This HR functioning conception has really changed as companies have started realizing the potential competitiveness of their employees. A large number of organizations are putting in much effort in designing practices of HR that give room for the development of the strategic value of their employees. This approach that is on the way coming, SHRM, calls for the expansion of HR role that involves strategic on top of administrative functions. To change the centred HR also needs the development of new methods of defining and assessing the Hr duties, (Porter, 1985). The modern functions of HR, includes four major complimentary duties. The first role is excellence in administrative work; this role is much significant due to its immediate way of participating in to the efficiency of the organization, and usually helps in building the credibility that is much needed in assuming other influential roles. Secondly; the duty of HR, professionals have to know that employees are champions in all the ways. By recognizing the value of committed, and motivated, the HR has to play his or her critical roles of advocating employees. The department of HR is supposed to be the voice of employees in management discussions, on top of which, the department has initiate programs that airs issues and employee concerns and issues. The two additional roles that modern departments of human resource management are these concerned with the strategic partner, and an agent of change. Since the department is a strategic partner, it calls for continuous evaluation of the alignment between modern practices of HR and the business goals of the organization. It also calls for continuous effort in designing policies and activities that ensures that this alignment is maximized. The professionals in HR have to assist in determining the current culture of the company. Also the structure has to change towards the direction that supports strategy of the company. At the same time, the department of human resource needs to play the main role in management and implementation such like changes that have been established. By assessing potential sources, of resistance to these changes and the collaboration with line managers in ensuring that they overcome these hindrances. The roles that were mentioned earlier, about administrative expertise and champions of employees, are considered day-to-day and operational nature. On the other hand, the duties of strategic partners and agents of changes, stands in for the developing strategic dimensions of the duties of HR. in a similar fashion, the duties of administrative expertise, and the deal of strategic partner with the operations, whilst the champions of employee and agents of change duties concentrates on individuals, (Angel, Elizabeth, 2003). This turn that is taking place in strategic HR functions, makes one to have expectations of observing trends that are parallel in the manner in which the department of HR evaluates its own performances. On the other hand, traditional measures, indicates the degree of operation efficiency, the effects of specific programs of HR, on the strategic objectives of the firm have to be assessed too. This new changes are based on deliverable individuals not on variables that are dabbles. The Department Of HR Challenges in Becoming Strategic Partners Avoiding strategic plans on top of Shelf, though many strategies have been written, only a few have been acted upon. There have been the creation of many visions, but only a few have been realized. Comparing the missions that have been expounded, but only a percentage has been executed. Becoming a member of strategic partner, have a meaning that explains the turning strategic statements into a set of companies action. The process of overcoming SPOTS challenge, calls for professions in HR to forces issues of an organization into strategic discussions, before deciding on the issues that are strategies. The department of HR is supposed to facilitate diagnosis of the organization, which in brief explains on how aligned strategies of business are to the culture of the organization, (Humanresourcesdegreeonline, 2010). Another challenge is the creation of a balanced scorecard. The idea of balanced scorecard has been in existence for long time; however, its application is the one that has been made popular. A scorecard that is much balanced centres on serving many stakeholders, and can be total index in assessing the executive. Conclusion The implications of the human resource department becoming strategic clearly show that there is a change from personnel management to HRM. The implications of department show that the utilization of human resource at different times has played an important role making the department to become strategic. The aspects of human resource management have been designed in a way that it concurs with the needs of surrounding in which changes to SHRM. The basic aspects of SHRM, is rooted on assumption that the human resource strategy can in one way or the other assist in attaining business strategies but also vindicated by it, (Nadeem, 2009). This concepts validity rely on the extent at which it is assumed that individuals create added value, and as a result, there is need for them to be handled as a resource that is much strategic. SHRM is real only when translated into theoretical models and then implemented through personnel strategies. Human resource department needs a shift towards a macr o-point of view, to apply to the broader part of the organization. In fact, there need to be commitments on high quality in the company, which then will become more productive in the firm. Basing on the same point, a stronger leadership group is needed in the department for the exploration of both human and non-human resources.

The Building Defects Of Construction Construction Essay

The Building Defects Of Construction Construction Essay Introduction Building defects are always under the spotlight and the grave concern of the construction industry. Different buildings or structures produce different types of defects and require numerous levels and types of quality, which rely on the building functions, the construction or maintenance systems and also materials adopted. According to Watt (1999), a defect may be considered to be a failing or shortcoming in the function, performance, statutory or user requirements of a building and it might manifest itself within the structure, fabric, services or other facilities of the affected building. Josephson and Hammarlund (1998) quoted from Svensk Standard, SS 020104 (1987) states that defect is defined as the non-fulfilment of intended usage requirements in which requirements are determined by law, regulations, building standards as well as in contract documents, site meeting records and other project documentation. However, not all requirements can be specified as there are many details which are difficult to specify such as non-expressed basic needs of each individual. Therefore, these demands are referred as usage requirements. Opinions and responses from project participants are needed whenever specified requirements are wrong and defects will likely occur if those opinions are not complied. There is a clear difference between failure and defects. Failure is defined as deviation from original specifications which can or cannot be corrected prior to the handing over of the building. On the other hand, defect is termed as deficiency of the performance which becomes apparent once the building is operational. Failing to differentiate the two terms may lead to inaccurate and incomplete measurements, cost determination and perhaps inappropriate methods to reduce its occurrence (Atkinson, 1987). Georgiou et al (1999) suggest that defects can be classified as major defect or minor defect. Major defect is considered as those which cause the building to become unsafe, unsuitable for living in and not suitable to be used for the purposes for which the building was designed. On the other hand, minor defects is considered as those originate from poor workmanship or deficient materials used in the construction of the building but do not cause the building to become unsafe, unsuitable for living in and not suitable to be used for the purposes for which the building was designed. Defects which require less than Australian $500 to repair are considered as minor defects. In the meantime, major defects are defects exist after 12 months which need more than Australian $500 to repair and most of them are structural deficiencies (Georgiou et al, 1999). Georgiou (2010) and, Andi and Minato (2003) state that defects occur if a component has a shortcoming and does not comply its intended functions and acceptable level of quality as required by owners, contractors or regulations. Causes of defects Some of the defects are caused by natural consequences that developed over the period of time such as aging and typical uses. However, many premature defects occur due to the fact that improper skills and care are assigned on the building. The study by Building Research Establishment concludes that over 90 per cent of the building defects are caused by the promptly diagnosable faults in design or construction which could be foreseen beforehand and prevented. Generally the causes of defects are stated as the followings: (Lee, 1987) Insufficient brief Defects are often interpreted as originated from the strokes of designer or on the drawing board in many instances but in some cases they can be attributed as occurring at an even earlier stage. For instance, client may lay down unrealistic cost limits or fail to give clear indication about the functional requirement of the building. Normally, there is no clear information about the intended building life-cycle or maintenance requirements. Inaccurate design decisions The most common faults can be sorted as follows: Failure to follow well established design criteria in the choice of structural system and selection of materials Ignorance of the basic properties of material. For example, failing to make allowance for the differing thermal and moisture movements of materials used in combination. Usage of new materials or technologies which have not been thoroughly examined its effectiveness. This is often the result of uncritical reliance on manufacturers literature quoting stimulated laboratory tests. Misjudgement of user and climatic conditions under the material will have to perform. Complex details which have low probability of successful execution on an open building site. Poor communications between different parties such as design and construction teams. Construction method The construction projects normally take place in less ideal conditions and always emphasize on speedy completion due to time constraint which often resulted in careless delivery. Some manufacturers of so-called high technology components have little awareness of the strictness of a building site or the standards of accuracy achievable under such conditions although only a small proportion of defects were attributable to faulty materials. Materials may easily be damaged during transportation, loading and unloading, inappropriate condition of storage on site and placing in position even though the materials may be flawless upon leaving the factory. The defects can be prevented with by taking greater care during all the stages during construction project, providing appropriate training to all the workers and staffs, and ensuring closer supervision. User Activities Defects may be caused by unintended misuse due to the lack of knowledge on the correct method of usage or intentional acts of vandalism. This problem can be solved by providing more information such as the degree of severity of use and condition of use to the designer so that a better output can be yield. Besides, some defects may be correlated to the users financial conditions and also social attitudes. For instance, condensation is affected by the amount of money spent on heating and ventilating, and occupancy pattern. Maintenance Incorrect identification of root of the defects may lead to inappropriate remedial work. It wont rectify the original defects but may deteriorate the condition of the building further. Furthermore, negligence during inspection and repair works may lead to defects in previously satisfactory structures or elements. For example, stepping on unprotected felted roof can drive the gravel into the felt which can cause splits and cut and eventually lead to roof leaking. On the other hand, defects often occur due to the designers decisions. Designers often do not take into consideration how the materials will behave and react toward other adjoining materials during construction and during the life of the building. For instance, the application of green, rotting or damaged timber for floor joists will result in floor in the floor after completion. It is obvious that a material is often wrongly used even though the material itself is in perfect condition. Effective communication between designers and construction workers aids in solving problems. Sometimes, construction workers readily implement their own ideas of how to construct rather than discussing with designers when they encounter with messy construction drawings produced by inexperience designers. This is quite common in design-and-build form of contracts as the contractor stands to gain contractual advantage from drawing attention to design defects (Evans, 2005). Building defects are a matter of concern for a various reasons: The employer is eligible for what he or she is investing for. The presence of defects means that he or she doesnt get anything proportional of the amount paid for. Defects might delay the completion of the project and thus affecting the handover of the building. This is because it will take some time to inspect and rectify the defects. Lot of time and money may also be used up in identifying possible causes of defects, especially to attach blame. There may be significant disruption and consequential loss if defects are to be corrected in occupied buildings. Resources spent on defect rectification are not available for use elsewhere. Defects represent inefficiencies in construction procurement processes. Design defects affecting maintenance Civil Inadequate provision for movement Ignoring aggressive environment and weather condition effects Ignoring biological effects Inadequate structural design such as foundation Ignoring variations in soil conditions Ignoring load impact on structural stability Exceeding allowable deflection limits Ignoring wind effect on the structure Inadequate concrete cover on the reinforcement Improper locating conduits and pipe openings at critical structural locations Architecture Narrow stairs, passages doors Incompatible finishes with climate Specifying finishes which need complete replacement Ignoring climatic effects on exterior shapes Inadequate joints between faces Maintenance practically Ignoring access for maintenance equipment Designing permanent fixing which should be removable for maintenance Ignoring maintenance equipment availability Ignoring maintenance requirements in the design Civil Inaccurate measurement Damaged form work Excavation too close to the building Painting in unsuitable condition Inadequate water proofing and drainage Insufficient reinforcement concrete cover Cold joints Loss in adhesion between materials Early form work removal Poor soil compaction Inadequate curing Materials Different thermal movement in dissimilar material Selection of material which is unsuitable for the existing climatic condition Use of non-durable material Use of expired material Poor material handling storage Inadequate provision for movement This happens when designers ignore the spacing needed for contraction and expansion movements. Such movements will cause cracking of the structures which will result in corrosion of the structural elements such as beams, columns and slabs. It will also cause cracking on the wall which will affect the aesthetic value of the building. The most severe case attributed to inadequate provision for movement will be the structural collapse. Ignoring aggressive environment and weather condition effects The designers should always select and specify the suitable materials which are capable of withstand the existing weather condition during building design. This will result in less maintenance during the post-occupancy stage. Problems occur when a designer is used to certain weather condition in a region and then moves to another region which has different weather without giving consideration to the weather changes. It will cause material to deteriorate in a shorter time and might affect the other parts of the building. Ignoring biological effects Designers should be familiar with the building location and type of plants and insects existing in that area or in the vicinity. Designers should also determine whether any special treatments are needed to prevent these biological attacks. These preventions should be specified in the design drawings with certain degrees of clarity. Failing to deal with biological factors might require continuous maintenance which can be avoided during the design and construction stage. Inadequate structural design such as foundation Inadequate structural design happens when designers didnt design or under-design the structural elements of the building. This will lead to buildings settlement or failures. Besides, it will also cause cracking of the wall finishing. Settlement is movement within a structure due to the distribution or re-distribution of loading and stresses within the various elements of construction. Foundation failures may be caused by the changes in ground conditions affecting early footings, failure of foundation arches, and decay of timber piles or chemical attack on concrete foundation (Watt, 1999). Ignoring variations in soil conditions Soil conditions are almost the same in most places. But, soil structure may vary in certain places or conditions. Hence, designers should always determine whether buildings are able to be built on it by determining the soil condition and structure. This can be done by carry out proper soil investigation and surveyor geo-technical test. Poor soil condition might cause cracking of the structural elements or exterior and interior walls of the building. Ignoring load impact on structural stability The impact of movement resulted from physical or mechanical activities such as elevators, lifts, the vibrations of central air-conditioning systems or wind load in high rise building might causes cracking on the wall surface. Besides, vibrations from heavy traffic, machinery and piling operations will more or less produce the same impact of movement. The problem cannot be solved until the impact of the movement is isolated. Inadequate concrete cover on the reinforcement Insufficient concrete cover may result in the corrosion of the steel bars and cracking of the concrete. This is because the corrodents might reach the concrete reinforcement faster if there is inadequate cover or protection to the steel bars. The failing of the steel reinforcement will cause the failure in the structure. Improper locating conduits and pipe openings at critical structural locations Some designers do not amend the layout of the mechanical and electrical design which installs the conduits and pipes at a very critical location which might cause defects or cracking of the structural elements and damage to the electrical and mechanical system of the building. Incompatible finishes with climate Designers should always consider the climate, weather and environmental condition that the buildings will exposed to before choosing suitable buildings exterior finishes. Suitable colour and type of exterior building finishes should be selected carefully in order to prevent environmental effects on the finishes. For example, building with dark colours painting might not resist heat during hot weather. Specifying finishes which require complete replacement Designers should always prevent the usage of finishes which require complete replacement after failure. On the other hand, finishes which are easily available and require minimum maintenance should be adopted. The usage of wallpaper as wall finishes is not encourage as it requires total replacement if any part if it is damaged in order to match the colour. Ignoring climatic effects on exterior shapes Designers should make sure that the collection of moisture, water and dust can be prevented after the buildings are ready to be occupied. Proper designs which consider the climatic effects on exterior shapes might result in less maintenance need on cleaning and repairing damages due to climatic effects such as moisture, water and dust. Improper exterior designs might cause water collection at the building roof which in turn might constitute to moisture penetration into the building. Inadequate joints between surfaces Designers should specify appropriate joints between structures such as floor slabs and walls to accommodate the expansion and contraction caused by thermal. This is because insufficient joints will cause overlapping of the floor tiles and cracking of the surfaces such as walls and tiles due to thermal expansion. Ignoring access for maintenance equipment Buildings should be designed to allow for the maintenance access. The maintenance access factor should consider the clearance of the maintenance staffs and equipment. Failure to provide necessary access for the maintenance to be carried out will obstruct the maintenance work and deteriorate the specific part further which will cause the raise in maintenance cost. Designing permanent fixing which should be removed for maintenance Designers should avoid the usage of permanent fixations which require continuous maintenance and complete removal during maintenance works. All these will increase the maintenance frequency and also the maintenance time needed to be carried out. Permanent fixations that should be avoided are lamps, carpets and external windows. Ignoring maintenance equipment availability Building designs should be designed according to the current and existing maintenance equipment on the market. Designers should aware of the maintenance equipment on the market in designing a certain building. For example, problem may occur when cleaning a building exterior or window in a high-rise building and also changing light bulbs in a very high location. Maintenance cost may be accelerated if maintenance equipment is not available. Inaccurate measurement Inaccurate measurement happens when the construction contractor wrongly measure the building element size and the material mixture ratio such as concrete ratio. For example, the changes or alteration of the gap between door and door frame or window and window frame will causes water and moisture penetration. Besides, the construction contractor wrongly increases the water content to the concrete mixture will yield porous concrete which in turn will causes corrosion to the steel reinforcements and then, collapse of the structure. Damaged formwork Damaged formwork will produce a honeycomb or porous concrete surface which decreases the quality of the formwork. The porous concrete surface will enable moisture penetration which can cause corrosion of the steel bars and cracking of the structure. Inadequate water proofing and drainage Water proofing and drainage of building are normally being carried out wrongly and inadequately. Inadequate water proofing or water proof membrane may result in water seepage or leakage through slab, wall, balcony or deck. The building will be exposed to erosion, mold, decomposition, and construction damage if there is no proper waterproof membrane to prevent water penetration. For example, the building will expose to serious construction defect if there is no water proof membrane under the ground slab which helps to prevent ground water from penetrate into the foundation. Cold joints Cold joints normally happen between old and new concrete as the concrete is poured in part and left to dry before the rest of the concrete is poured. The dried concrete will not totally combine or fix together and lines will appear on the concrete. The cold joints will decrease the aesthetic value of the building. The severe case of cold joints will allow the water penetrate into the concrete gap which might cause damage to the steel bars inside the concrete. Cold joints can be overcome by inserting reinforcement bars into the fresh concrete which will bind the new concrete effectively. Construction materials Defects can be caused by the wrong selection or specification of materials by the designers. Selection of non-durable or low quality materials that is available at cheaper price may require plenty of maintenance during post-occupancy period. The climatic factors must be considered during selection of materials as materials quality will be affected and require replacement in a short time. For example, specifying indoor materials to be used at outdoor will cause the materials to perform irregularly. In addition, some materials which is highly adopted in overseas, might not perform effectively in Malaysia due to its hot climatic condition. On the other hand, the properties of materials should be considered when combining two or more materials together. This is due to the chemical reactions that might occur between them. For instance, tile glue and cement will separate from each other when used together as thermal expansion of cement is higher than the tile glue. The selection of the materials needs to be done carefully as it will affect the building quality and maintenance needs. Unqualified designers

Free College Essays - Symbolism in Hawthornes The Scarlet Letter :: Scarlet Letter essays

The Scarlet Letter Symbolism The Scarlet Letter is a book of much symbolism.   One of the most complex and misunderstood symbols in the book is Pearl, the daughter of Hester Prynne.   Pearl, throughout the story, develops into a dynamic symbol -   one that is always changing.   In the following essay, I will explore some of the symbolism which Pearl came to represent throughout the novel.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In The Scarlet Letter, Hester, for her sins, received a scarlet letter, "A" which she had to wear upon her chest.   This was the Puritan way of treating her as a criminal, for the crime of adultery.   The Puritan treatment continued, because as Hester would walk through the streets, she would be looked down upon as if she were some sort of demon from Hell, that committed a terrible crime.   This would give her much mental anguish and grief.   On the other hand, God's treatment of Hester for her sin was quite different than just a physical token: he gave Hester the punishment of a very unique child which she named Pearl.   This punishment handed down from God was a constant mental and physical reminder to Hester of what she had done wrong, and she could not escape it.   In this aspect, Pearl symbolized God's way of punishing Hester for adultery.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The way Hester's life was ruined for so long was the ultimate price that Hester paid for Pearl.   With Pearl, Hester's life was one almost never filled with joy, but instead a constant nagging.   Pearl would harass her mother over the scarlet "A" which she wore.   Pearl would also make her own "A" to wear, and sometimes she played games with her mother's, trying to hit it with rocks.   When Hester would go into the town with Pearl, the other children would make fun of her, and Pearl would yell and throw dirt at them.   So, in this case, Pearl symbolized the decimation of Hester's life and mental state.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Although Hester had so much trouble with Pearl, she still felt that Pearl was her treasure.   Pearl was really the only thing that Hester had in life, and if Pearl wasn't in Hester's life, Hester would almost surely have committed suicide.   Once and a while, Pearl would bring joy to Hester's life, and that helped her to keep on living.   Pearl really symbolized a rose to her mother, at some times she could be bright and vibrant, and really love her mother, but at other times, she could be wilting.

Albert Einstein Essay -- physics biography bio

Although there are other very interesting physicists who have contributed to the scientific world, I decided to do some research on Albert Einstein. You may have heard funny stories of his quirkiness like not wearing socks, or you may have seen posters of him with his wild, untamed hair. I have wondered what Einstein is really like. What was the personality of this man who was so incredibly smart? And if he really was that smart, why would he treat his hair and feet so poorly? This web page gives a bit of insight to the highly famed physicist. There is a basic overview of the his accomplished theories. Also, I provide a timeline of Einstein's life. His views and politics are a little less known, but what I'm including here that is difficult to find at other web sources is Albert's personality. So, if you are bored with reading about his theories, when he was born, married and died... check out the personality section and discover Einstein's character. The year 1905 is referred to as annus mirabilis ("miracle year") because it is the year in which Einstein introduces the theories that make him famous at the young age of 26. First, in his Special Theory of Relativity, he demonstrates that space and time are not absolute but vary with the proximity of one object to another. Example; for a person living in orbit around the Earth, time would pass more slowly than if he/she were living at sea level. The difference is not great, but it is still there and this is due to the variance in gravity with respect to earth. This would mean Isaac Newton was wrong, although his theories still generally hold for calculating dynamics close to Earth. Also, Einstein takes on the topic of light and by the time he publishes the pa... ...al libety, tolerance, and equality of all citizens before the law prevail. Political liberty implies the freedom to express one's political opinions orally and in writing; tolerance implies respect for any and every individual opinion. These conditions do not obtain in Germany at the present time. Those who have done most for the cause of international understanding, among them some of the leading artists, are being persecuted there. Any social organism can become physically distempered just as any individual can, especially in times of difficulty. Nations usually survive these distempers. I hope that healthy conditions will soon supervene in Germany and that in future her great men like Kant and Goethe will not merely be commemorated from time to time but that the principles which they taught will also preail in public life and in the general consciousness.

Determination of Factors Contributing to Success Essay

These factors will be uncovered by nalyzing the internal and external factors influencing strategic alliances and the phases through which these alliances evolve. In order to provide this research study with a practical element two case studies within the airline industry have been incorporated, namely the Swissair Qualiflyer Alliance and Star Alliance. These case studies represent a successful and an unsuccessful alliance, which are analyzed on a basis of the provided literature study, in this case the phases through which these evaluation of the case studies numerous supportive results were identified, ontributing toward establishing determinant factors, which emphasize the importance of a successful implementation of the different phases, however limitations affect the reliability of this study, due to the lack of evidence found in various different phases. Keywords: strategic alliances, internal and external factors, strategic alliance phases Introduction In past years a visible increase in the amount of strategic alliances, concerning firms with varying economic objectives, was observed (Das, Teng 2000). Strategic alliances are the â€Å"relatively enduring inter-firm cooperative arrangements, involving flows and inkages that utilize resources and/or governance structures from autonomous organizations, for the Joint accomplishment of individual goals linked to the corporate mission of each sponsoring firm† (Parkhe 1991, p. ). The amount of strategic alliances has recently doubled, predicting additional raise in the future (Booz, Allen, Hamilton 1997). Especially alliances in the form of non-equity based, which are defined as two or more firms developing a contractual-relationship in order to establish competitive advantage by combining resources and capabilities (Globerman 007), have increased in importance which is visible in non equity alliances accounting for 80 per cent (Hagedoorn 1996). Strategic alliances provide firms with the opportunity to recognize synergies through combining operations, such as in research and development, manufacturing etc (Aaker 1995; Addler 1966). The growth of strategic alliances is related to growing competition and globalization (Das, Teng 2000). This is in alignment with Doz and Hamels (1998) view which states that globalization as well as changes in economic activities is a consequence for the growth in strategic alliances, which is visible in various different industries Hagedoorn 1993). The primary reasons for the growth of the number of alliances is 1) the ability of cost savings in executing operations 2) the ability to access particular markets 3) the reducing of financial and political risk in addition to cheapest labor and production costs (Wheelen, Hungar 2000). A strategic alliance by definition is a hybrid organizational form which Jensen and Meckling (1991) refer to as a network organization. Harbison and Pekar (1998) highlight numerous common characteristics visible within strategic alliances, namely a required commitment of at least ten years, he connection of the partners is based on equity or on shared capabilities, a complementary relationship based on a shared strategy, increasing companies’ value in the market place, the pressuring of competitors and the willingness of sharing and leveraging core capabilities. Nevertheless, strategic alliances have noticeable high instability rates (Das, Teng 2000); furthermore, according to Kalmbach and Roussel (1999) the failure rates are approximately as high as 70 per cent. Studies conducted by Das and Teng (2000) reportedly state that encountered problems are witnessed in he first two years of two thirds of all alliances. This study is going to provide a more in-depth analysis on the factors that are necessary for determining success in all strategic alliances. Starting with an analysis of strategic alliances based on the as to which extent these factors play a crucial role in the determination of success rate of strategic alliances. In order to incorporate a practical view on the strategic alliances, this study will additionally implement two case studies to the analysis. Conceptual Model [pic] This conceptual model starts the literature study on strategic alliances as a central concept. From this central concept, emphasis is drawn on internal and external factors influencing strategic alliances, as well as on the different phases through which alliance evolve. Additionally, strategic alliances lead to either successful or unsuccessful alliances. Based on the research from Bronder and Pritzl (1992), Hoffmann and Schlosser (2001), Waddock (1989) and Wolhstetter, Smith and Malloy (2005), a framework of seven phases is established. Within these seven phases the most important activities and processes are analyzed, including reasoning behind strategic alliances, potential intensions for forming strategic alliances, partner election, external factors influencing the design of the strategic alliance, negotiation methods, followed by the structuring of the alliance. Furthermore, implementation and management of the strategic alliance is examined. Finally, the last two phases concerning the evaluation of the formation of strategic alliances and the termination of the partnership are discussed. Resulting from this literature study are two outcomes, namely a successful implementation of the phases and an unsuccessful implementation. In order to apply a practical element to this thesis, two case studies ill be analyzed, those of Qualiflyer, which turned out to be an unsuccessful alliance and Star Alliance, which was able to incorporate a success strategic alliance in the airline industry. After analyzing the cases the findings compared to the literature analysis, will hopefully correlate to each other and the determinants that influence more success in alliances can be established. Problem Statement Based on past literature research studys the outcomes of implementing strategic alliances as a change strategy in organizations is unfavorable, especially when looking at the failure rates. Nevertheless, the adoption of strategic alliances is a customary implemented firm strategy (Gulati 1998), as a means of securing their competitive position. Much research is conducted in order to provide more guidance in determining factors that achieve sustainable strategic alliances, therefore in this thesis the main research question is; What factors determine the success of strategic alliances? This research question will be addressed by the help of analyzing and answering these various sub-questions; Why do firms choose strategic alliances as a change process? What are the potential ntentions of a strategic alliance? activities and processes occur in which phase? Preview of the organization of the thesis This report begins by indicating the problem that strategic alliances are a favorable organizational change strategy in the business world today, however the failure rate is extremely high. Secondly, by applying literature analysis the main determinants influencing more success in strategic alliances will be uncovered, which will be coupled to the case study part of the thesis where the determinants will be compared to the specific cases. Finally, the thesis will conclude on the part if the eterminants uncovered in the literature study correlate to the findings in the case study. Methodology and Research Design In this thesis the methodology contained two specific approaches, including a literature study as well as evaluating two case studies. Firstly, the literature analysis was conducted; with as primary focus an in-depth analysis of academic articles. The findings of the literature study are compared to two case studies, those of the Qualiflyer alliance and Star Alliance. These two cases were chosen because they represent the different outcomes an alliance can hold, namely the successful mplementation the alliance strategy at Star Alliance and the unsuccessful outcome of an alliance strategy of the Qualiflyer alliance. In addition, even though these two examples vary substantially in size, which provides difficulty when comparing the two alliances, they both started off at reasonably the same size; therefore this thesis incorporated these two examples anyway. This evaluation will be conducted by means of desk research, exploring the different implementations of this strategy. The time frame of the case studies is from the first phase up until the last phase, through hich they evolved, in order to identify dependent unsuccessful and successful aspects. The significance of implementing case studies in this thesis is relating the findings from the literature analysis to real life cases of both a successful alliances as well as a non-successful alliance. Furthermore, comparing if the determinants of success found in the literature analysis correlate with the factors observed in the cases. Internal versus External factors Influencing Strategic Alliances Our internal tensions perspective framework (Figure 2, Appendices) of strategic alliances comprises three airs of competing forces-namely, cooperation versus competition, rigidity versus flexibility, and short-term versus long-term orientations (Das, Teng 2000). Competition is defined as pursuing one’s own interest at the expense of others, while cooperation is the pursuit of mutual interests and common benefits in alliances. This tension of cooperation versus competition is most salient in selecting alliance partners, the first of three major stages in the alliance making process, along with structuring and managing an alliance (Das, Teng 1997). In conclusion, the stability and success of trategic alliances will be inversely related to the difference between the cooperation level and the competition level. Rigidity refers to the characteristics of mutual to adapt, unencumbered by rigid arrangements. The dominance of either flexibility or rigidity may change the status quo and trigger the evolution of a new structure, which leads to unsuccessful alliances. Therefore, the stability of strategic alliances will be inversely related to the difference between the rigidity level and the flexibility level. Short-term orientation views strategic alliances as transitional in nature, with a emand for quick and tangible results, whereas long-term orientation regards alliances as at least semi permanent entities, so that more patience and commitment are exercised. A strategy that reflects only one temporal orientation is not compatible with the foundation for a sustainable strategic alliance, in other words the stability of strategic alliances will be inversely related to the difference between the short-term orientation and the long-term orientation. Furthermore, the three internal pairs of contradictory forces are interrelated within an evolving system, resulting in the ollowing propositions, namely that the levels of rigidity and cooperation will be positively related when the partners have a short-term orientation in strategic alliances. However, a negative relatedness at a high level of rigidity, cooperation and rigidity (Das, Teng 2000). will be negatively related when the partners have a long- term orientation in strategic alliances (Das, Teng 2000). According to Das and Teng (2000) the contradictions and tensions in these force-pairs may lead to an overthrow of the status quo namely, the strategic alliance. Strategic alliances can nevertheless e sustained and successful if a careful balance between these competing forces can be maintained. According to Todeva and Knoke (2005) external factors influence alliance formation, due to differing economic condition and organizational frameworks in partnering countries; these can include legal requirements, price controls, distribution channels and contract enforcement. Furthermore, these regulative state activities comprehend the freedom when firms are forming alliances. Moreover, the formation of an alliance necessitates the authorization of national governments. Additionally, of influence to the formation of alliances is the omplicated collection of relations visible with firms, such as business associations, local governments and elite universities. On an industrial note alliances are influenced on an interflrm basis by direct impacts, where the decision on which activities to internalize is based on severity of competition within the industry and the organization of ad hoc product markets, in the challenge for increased market share, the cooperation for specific advantages and the process of internationalization (Todeva, Knoke 2005) . The partner under consideration for the formation of an alliance is in a certain sense an external factor. Firms are susceptible in the case of partnering with a dominant firm (Pennings 1994), due to technical and economic rationales. Thus, technology is a specific part of the process to establishing organizational boundaries as well as intrinsic structures. Of importance to alliances is obtaining research and development advantages, which to certain extent differs across industries on terms of expenses and the sources provided by the government (Todeva, Knoke 2005). Every alliance design commences with negotiations, thereafter the phase of structuring the alliance in which various aspects are aligned, such as he objectives of both parties, organizational structures, functional operations and cultures (Ring, van de Ven 1994). The distinguishing of phases through which strategic alliances evolve plays an essential role in the development toward successful alliances, which according to Bronder and Pritzl (1992) evolves through the three stages, which are categorized as strategic decision, confguration of strategic alliance and partner selection. Where Bronder and Pritzl terminate their research on the establishment of phases other researchers continue in identifying essential phases, for the reason that partner election as final phase represents an incomplete evolution of strategic alliances. With regard to the research conducted by Hoffmann and Schlosser (2001), the identification of strategic alliance phases resulted in a five phase path through which strategic alliances evolve, namely strategic analysis and decision to cooperate, search for a partner, designing the partnership, implementation and management of the partnership and finally termination. When comparing both Bronder and Pritzls (1992) and Hoffman and Schlossers (2001) phases, a comparison is visible in the primary hases of strategic alliances, namely the strategic analysis and decision to cooperate (Hoffmann, Schlosser 2001) which corresponds with the strategic decision phase from Bronder and Pritzl (1992). Furthermore, the partner selection phase is visible in both frameworks on strategic alliance phase. The main difference between the two studies is the more detailed approach from Hoffmann and Schlosser (2001) also distinguishing phases after the partner selection process. Finally, a study building on Waddocks (1989) work, which suggests that strategic alliances progress through hree phases, which are identified as initiation, establishment and maturity, Wohlstetter, Smith and Malloy (2005) consistently debated that the strategic alliances process is organized into three similar phases namely initiation, operations and evaluation. When comparing these views with the earlier stated reasoning on strategic alliance phases merely a fguration is enabled as to which phases from Bronder and Pritzl (1992) and Hoffmann and Schlosser (2001) are in comparison with Wohlstetters et al (2005) view and could be placed within their views, for example the artner selection phase distinguished the above stated views is probably placed within the initiation phase identified by Wohlstetter et al. (2005). In order to provide this thesis with an in-depth view on the phases through which strategic alliances evolve a combination of the three above stated views is implemented. Phase 1: Strategic Decision According to Bronder and Pritzl (1992) a clarification of the firms’ position is to be analyzed, refer ably because this is identified as the first direction toward alliance formation. Pumpin (1987), states that the evaluation of the actual situation of the firm s identified by exploring its mission, possible values and core competencies. Additionally, the firm identifies the reasoning behind incorporating an alliance strategy. According to Eisenhardt and Schoonhoven (1996), Harrigan (1985), Link and Bauer (1989), Pisano (1991) and Teece (1992) technological change faced by firms is related to the favorability toward flexible organizational forms like alliances. Additionally, Ciborra (1991) and Oster (1992) state that high-tech industries, in which learning and flexibility are key characteristics, will preferably choose alliances, lexibility, firms favorably adopt a merger and acquisition strategy. The flexibility of strategic alliances is suitable as organizational structure due to the fast expiring of new knowledge and the lengthy learning time from partners (Eisenhardt, Schoonhoven, 1996; Hagedoorn 1993). Furthermore, these flexible organizational structures appear more effectively in uncertain environmental situations when adjusting to changes (Lawrence, Lorsch 1967; Pffeffer, Salancik 1978). In continuation of Powells (1996) view, Hagedoorn and Duysters (2002) predict that strategic alliance xperience positively contribute to choosing alliances as instrument for obtaining external innovative capabilities. This view is aligned with that of Kogut et al. (1992) and Gulati (1993) who accentuate the relationship between actual alliance formation and past alliances, however emphasize on a more social basis. Therefore, the formation of strategic alliances is dependent on both strategic as well as social factors. According to Eisenhardt and Schoonhoven (1996), an extension of the resource-based view provides a basis for examining the relationship through which alliances form by means of strategic and social resources. This research study contributed numerous outcomes on strategic alliances to existing literature, namely that increasingly challenging market conditions and Jeopardous organizational strategies result into an increase of alliance formations as an organizational change process. Additionally, of importance to the rate of formation of alliances are managerial characteristics, visible when large, experienced teams were implemented through previous employers, the rates of alliances increased (Eisenhardt, Schoonhoven 1996). In conclusion of their research Eisenhardt and Schoonhoven 1996) state that in cases of either a vulnerable strategic situations or a strong social situation the likelihood of the formation of strategic alliances increase. Phase 2: Initiation Phase The initiation phase is characterized by informal structures and communication channels as the critical issue is the development and understanding of the purpose for strategic alliances (Waddock 1989). According to Hitt et al. 1997), the potential intentions to be realized behind entering into strategic alliances are categorized into three market types 1) namely markets characterized by slow cycle, which adopt trategic alliances for original intentions such as the gaining of access to restricted markets, establishing franchises in a new market and maintaining market stability 2) in markets characterized by a standard cycle amongst the intentions able to be achieved are the gaining of market power and access to complementary resources, over coming trade barriers, gaining knowledge and learning about new business techniques 3) in the final market, the fast cycle, the achievable goals are the speeding up of the entry of new products and services in addition to new markets, maintaining he market leadership position, sharing the risky Research and Development expenses and overcoming uncertainty. Furthermore, several internal conditions drive the initiation phase including, a champion taking responsibility, complementary needs and assets, compatible goals and trust. According to Waddock (1989), the main responsibility of the champion is the guidance of the organization through the initiation phase, especially visible in the process of partner selection. Stated in the initiation phase is essential for identifying needs in addition to the process of partner selection. Complementary needs and assets appear in various different forms, however is one of the main reasons for partnering (Oliver 1990; Robertson 1998). Additionally, the main goal of partnering is achieving compatible goals among the partners, which might not have been achieved otherwise (Austin 2000; Das, Teng 1998; Kanter 1994; Oliver 1990; Robertson 1998; Spillett 1999). Finally, the initiation phase stands no chance without trust, which is mainly established through existing networks (Austin, 2000; Waddock 1989; Waide 1999), within these networks similar interests are the main characteristic. Phase 3: Partner Selection The purpose behind strategic alliance partnering is to initiate and prolong a long- term partnership, which enables more effective competition with others firms which are positioned outside the partnership Carillo 1988; Walker, Poppo 1991). The crucial decision toward the correct partner selection is the primary focus after pursuing this alliance strategy (Hitt, Tyler, Hardee, Park 1995). According to Koot (1988) the selecting of a partner is a complex process however crucial to the success of an alliance. In the partner selection process perspectives of both resource-based and organizational earning provide an explanation as to why certain partners are selected (Barkema, Bell, Pennings 1996). In explanation, firms own certain resource endowments (Barney 1991) however, in order to obtain a competitive position in a specific market supplementary resources are necessary (Hitt, Nixon, Clifford, Coyne 1999), which is the main objective for engaging in strategic alliances. Hitt et al. (2000) argues that of importance to the partner selection process is the firms’ embeddedness in both emerging markets and developed markets. Furthermore, the access to necessary esources for leveraging as well as the obtaining of capabilities for learning are primary reasons for the selection of partners. Table 1 in the Appendices, state the concluding outcomes on the selection of partners by Hitt et al. (2000), which explains the fundamental elements of the process toward partner selection. Eisenhardt and Schoonhoven (1996) and Dacin and Olivers’ (1997) view state that legitimacy enhancements are an additional intention for establishing alliances, therefore the partner selection process is focused on those providing strong intangible assets, for example strong reputations. According to Bronder and Pritzl (1992) critical to the partner selection process is the establishment of fundamental, strategic and cultural fit. This fundamental fit is achieved if a win-win situation for both parties is established and potential value is increased. The strategic fit is realized when the alliance involves partners with harmony of the business plans. Finally, the cultural fit is an essential success factor for partner selection, which is accomplished after acceptance of cultural differences among the partners. Phase 4: Designing the Partnership Niederkofler (1991) argues that the negotiation process must essentially interpret learly understandable resources and interests of the partners involved, in order for the creation of strategic and organizational fit to be achieved, which will direct the accomplished through open and detailed communication, circumventing hidden agendas of any sort. The consequence of this open communication translates into a coherent attitude of sincerity toward the different partners, which demands trust. In addition to strategic fit, the negotiation process also initiates a solid basis for the enforcement of an operational fit within the partnership, which can be viewed in Figure 1 of the Appendices. An important aspect of the negotiation process is the creation of flexibility, which is increased through contract provisions in addition to developing and prolonging of trust. The process of conquering complexity in operations embarks with the communication of the discovered complexity, followed by a tracking and solving of this difficulty, which results in the avoidance of any operational unalignments. The flexibility within the partnering arrangement, in addition to trust, permits renegotiation processes within the partnership; however a coherent basis must be accomplished (Niederkofler 1991). The success of alliances is highly dependent on a competent and effective alignment, therefore of importance is the designing of the partnership, thus the structure implemented. This structure is in need of a fine constructed collection of strategy, procedures and management views, which can be viewed as the internal alignment (Miles, Snow 1994). In the process of obtaining internal alignment interests as well as environmental aspects must be balanced between the partners, enabling a profitable situation (Douma, Bilderbeek, Idenburg, Looise 2000). Additionally, their framework, Figure 3, Appendices, stress the act that the five features must sufficiently be aligned to prevent failure. One of the features, namely strategic fit, is established when expected advantages and possible risks are weighed against that of the individual interests in the alliance. Various driver of strategic fit can be identified, starting with a shared vision. Further conditions necessary for strategic fit are compatibility of strategies (Brouthers, Brouthers, Wilkinson 1993), strategic importance (Doz 1988), acceptance into the market and mutual dependency. In addition to strategic fit, organizational fit is a ecessity, however due to the differences in many aspects, such as market position, organizational structure and views, management style, this is a complex task. By clarifying these differences an understanding between partners is achieved. Numerous drivers toward organizational fit are identified, namely as stated above the addressing of organizational differences (Doz 1988) furthermore, essential drivers are facilitating strategic and organizational flexibility, minimal complexity to enhance manageability (Killing 1988), efficient management control, enhancing long-term tability by investigating possible strategic conflicts and finally, the achievement of the strategic objective. Of influence, however to lesser extent are the three remaining features in the framework, which are human, operational and cultural fit. Human fit is particularly of importance in alliances processes (Boersma 1999) and according to Lewis (1990) the cultural fit is specifically an issue among employers and employees, which translates to their functioning in for example boardrooms. Finally, operational fit, also relates to the functioning of the alliance and is often susceptible to various ontingencies, therefore must be aligned. Research and Development activities have gradually evolved since the 1980s (Peterson, 1991). Creamer (1976) and Pearce (1989) identified three primary types of Research and Development activities, namely basic purpose is an understanding of the inherent and fundamental scientific development, however disregarding commercial applications. Furthermore, applied research employs knowledge conceived from the basic research to certain dimensions such as technical problems or related commercial technology aspects. In conclusion, basic research generates new facts and theories which are thereafter roven through applied research. These proven facts are generated into products and processes in the development stadium. The intention of development activities is the configuration of applied research contributions into commercially feasible products, processes and technologies Oansen 1995; Jones, Davis 2000). Phase 5: Implementation and Management of the Partnership The role of the management of strategic alliances is valuable for the progression of the alliance toward a successful outcome, however it is complex to manage (Koza, Lewin 2000). An important aspect in serving this complexity is the acquiring of nowledge from past engaging in alliances, which provides meaningful know-how to be leveraged (Kale, Dyer, Singh 2001). The framework of the four C’s of learning and leveraging alliance know how provides a tool for obtaining valuable knowledge. The four components in the framework are, capture, codify, communicate and create, and coach (Kale, Dyer, Singh 2001), also visible in Figure 4, Appendices. Capture refers to managements’ role of accessing and obtaining of valuable alliance insights and past experiences. To codify past experiences and practices contributes to the accomplishing of alliance specific needs. In order to have a common thread through the organization on these past knowledge practices, communication is essential in sharing experiences. Additionally, the creation of networks within the alliance facilitates the distribution of these valuable experiences and knowledge. Intrinsically executed coaching and education programs increase the ability to obtain alliance skills. An additional benefit from coaching is the establishment of informal social networks, which provides assistance in key situations. Furthermore, networks are critical to the development of opportunities, the assessing of concepts and obtaining esources in order to construct the new partnership (Aldrich, Zimmer 1986). The incorporation of social networks within a firm improves communication between partners, which in turn results in improved decision making processes (Gulati 1993). Various intentions for the implementation of networks can be identified, one specific is the preserving of advantages (Lorenzoni, Baden- Fuller 1995). According to Madhaven, Koka and Prescott (1998) the initiation of inter-organizational networks is created by exogenous factors, which could include competition background and specific industrial activities. Building on this theory, Gulati et al. (1997) argues that the initiation of these inter-organizational networks is dependent on two aspects, namely exogenous resource dependencies, which achieve motivation of the cooperation and an â€Å"endogenous embeddedness† dynamic, which in turn familiarizes toward partner selection. According to Stinchcombe (1990), in flows of network information meaningful views are discovered,