African American Quilts essays

African American Quilts essays During my visit to the University Museum of Texas Southern, I encountered on many interesting quilts containing lots of history of our culture. It surprised me that the quality of the quilts was so good, it showed how durable the quilts have been after so many years. It was amazing in how the quilts were precisely designed with different color schemes and different color variations. In addition with the quilts having much variation, the quilts also had much variety and history. During the visit, the woman who guided us through the museum enlightened our heads with much interesting knowledge about the history of the quilts. She told us that back then, women (African American) made quilts for everyday use out of scraps, discarded clothing, and feed stacks. It was said that the African American woman made the quilts as a story of their life patterns or as a link to the African American roots. Quilt historians say that black women made their quilts in the same styles that were popular with the general population during any given period. It was also said that the economic status determined what kind of quilts the women made. If you were poor women, you had to deal with scraps and discarded clothing. It is now found that, overall, the African American quilters quilts range from African influence, to those based on traditional styles. I came upon a lot of beautiful, well-made quilts. I had a couple of favorites, but my overall favorite piece of art was the John Biggers mural, which was astonishing. It was said that John Biggers (the founder of the TSU school of art) spent well over a year on that piece. Some of my favorite quilts were, Lets take a Nap by Phillis Harris and Britches by Lettie North. Britches was a quilt that consisted of old scraps of pants, which some patches contained the original stone washed jeans. Lets take a Nap, my favorite, was a quilt with an African American bo...

Wilt Chamberlain Talk Show essays

Wilt Chamberlain Talk Show essays Sampson: from Geoffrey Chaucers The Canterbury Tales: A Monks Tale Antony: from William Shakespeares Antony and Cleopatra Dante: from John Ciardis translated version of The Inferno Wilt Chamberlain: Todays topic is the role of women in our lives. What they do to persuade us, how they manipulate us using their natural traits to bring us to their mercy. Wilt Chamberlain: My guests today, as you may well know them, are: to my immediate right, Sampson, to the far right Antony, and to my left Dante. Sampson: May I start of this debate? I feel that women are the root of ALL evil and have brought mankind itself down. All great men are in some way manipulated by women (p 191). Dante: Now, wait Sampson, not all women are created evil. I on the other hand have had one great and true love my whole life, which was reciprocated fully. Beatrice not only loved me while she was alive, but proved her love to me as she sent Virgil to me as a guide through purgatory (p130). If that does not prove that some females have good in them, nothing will. Wilt Chamberlain: Love only one woman? You mean like just one at a time right? Not for just one day, but for your whole life? I mean I am known for loving hundreds of ladies. Sampson: Well explain this to me, how is it I too could love with all my heart and sole, only to have it formed into a dagger in my back. My wife, whom I should be able to trust more than my own self, took that liberty to give my foes a permit for my end. Wilt Chamberlain: How about you Antony? You have been pretty quiet over there! Antony: Well Sir Chamberlain, leader of the Lakers army, although Cleopatras love and mine had its high points as well as lows, I must agree with Sir Dante that not all women are bad. In fact my lovers own love for me, compelled her to take her own life with a deadly serpent bit ...

STRATEGIC MANAGEMENT CAPSTONE Research Paper Example | Topics and Well Written Essays - 1000 words

STRATEGIC MANAGEMENT CAPSTONE - Research Paper Example will also involve ensuring that cameras at all levels of production showcase exceptional design and are easily accessible, while the level of awareness about these attributes will need to equally high. These attributes call for balance between developing employees’ R&D competency, increment of unit sales hence expansion capacity, as the company generates higher demand with time, and according employees compensation that is above average. The first step in the labor strategy will involve training individuals that are better equipped in production and sale of digital cameras than potent competitors in the industry. This will play a significant role in ensuring that Advanced Camera has significant competitive advantage over other camera providers. Such human resource-dependent competitive advantage should not be overlooked, since unlike other company advantages that can be replicated elsewhere, unique skills and characteristics of employees are difficult to imitate. Further, a properly trained production workforce will generate higher quality cameras than one that is untrained hence unskilled. In the first year, the company will primarily focus on training extant portable appliance testing (PAT) members. This will happen for two years in a row, thus keeping the money used for quarterly productivity improvement and PAT training constant at $1,000. In the third year, the company will hire 20 new PATs, with the intention of raising the number of units assembled during overtime (OT) to 80 per member. In the subsequent quarter, that is, during year four, Advanced Camera will strive to maintain about 30 PATs, while increasing units assembled at OT by 20 cameras per PAT member. The company intends to maintain this number of PATs even in the fifth year, in order to sustain first shift and overtime PATs, without having to outsource labor (Dess, Lumpkin, & Eisner, 2006). Through this strategy, the company will be able to raise basic wage per PAT member by about 2% from the

Brazilian Economy Essay Example | Topics and Well Written Essays - 1000 words

Brazilian Economy - Essay Example These factors combine to show that Brazil is on its way up. Those who maintain that Brazil is performing the most of the BRIC group also argue that despite huge withdrawals by foreign investors, Brazil has suffered less than the other BRIC members and this is a good sign of a healthy economy. Delfeld (2008) says, "BRIC begins with Brazil. Political stability (Mr. Lula is up there in the stratosphere at a 78% approval rating), strong consumer spending, more flexible exchange rates, a more effective central bank and higher reserves may help Brazil weather the global financial storm much better than most expect. Brazil has been able to maintain foreign reserves in excess of $200bn. More than that, the credit crisis may have come at a good time, potentially helping the economy to cool without damping growth too far below the country's potential. Inflation has risen recently to about 6% due to strong consumer spending. A slowing of global growth could be helpful in moderating this and also allow the central bank to suspend its tightening policy sometime later this year." Brazil has been doing exceptionally well since the election of President Luiz Lula in 2006. With exports booming, the country has witnessed considerable growth in the size of its middle class. Not only that, Brazil has its millionaire's club expanding too with 130,000 members in 2006 to 190,000 in 2007. That is extraordinary economic growth and it is because of this that Brazil was awarded "investment grade" status by Standard and Poor's which also attracted considerable investor energy and helped boost their confidence.1 A country that now poses a threat to the US economy has seen all this exceptional growth in only the last two years. Before this period, the company was far behind the US and even other strong economies like Japan. The GDP comparison in 2005 is shown below: Gross Domestic Product in 2005 (Trillions USD, Current Prices)US 12.46, Japan 4.56, Germany 2.79, UK 2.20France 2.13, China 1.98, India 0.80, Brazil 0.80 2 At that time United States was clearly the leader but a lot changed this year when world's biggest economy was dealt some serious blows. Brazil however continued to show growth signs till as late as October 2008 but beginning November, Brazil has also faced some growth problems. The recession that has hit the world has also arrived in Brazil. According to the very recent survey by Morgan Stanley, Brazilian economy is expected to grow by 2 percent in 2009; this is clear down from the earlier prediction of 3 percent. Apart from this, Morgan Stanley also doesn't rule out the possibility of zero growth. Brazilian currency is also consistently falling against US dollar. The only reasons why we must not rule out possible economic problems in the future is Brazil's continued fight against drug lords and its unequal income distribution. Brazil's poor continue to suffer as its rich section is consistently getting higher share of economic growth. Lula has certainly been successful in creating a robust economy but what he is overlooking is the fact that there is vast disparity between the rich and the poor which not only translates into fewer opportunities for the poor but also leads to higher drug-related activities. The Gini co-efficient is a useful tool for measuring income distributio

British Airways Flying into a Storm Essay Example for Free

British Airways Flying into a Storm Essay Introduction 3 1. A brand new company management 4 1.1- Major evolutions in the corporate strategy 4 a) Several breaking points in the policy statement 4 b) Actions implemented 5 1.2- A less people-oriented leadership 7 a) Before Ayling: a severe but participative management 7 b) After Aylings coming: a management centred on administrative and financial objectives 7 2. A failure due to the negligence of three key factors: culture, leadership and structure 9 2.1- An unsuitable management to BAs culture and identity 9 2.2- Bob Ayling : an ambitious but self-centred leader 11 2.3- A structure which does not square enough with the company 12 3. What should be Eddingtons main concerns for the future? 14 3.1- Increase the level of service thanks to structure and culture 14 3.2- Maintain and improve internal cohesion through a better communication 15 3.3- Go on improving rentability through organization and new values 15 Conclusion 16 Introduction London, March 2000. The reign of Bob Ayling as chief executive of the airline British Airways (BA) is over. The crisis reflects the economic difficulties the company has been experiencing for the last three years. In order to set the outlines of our study, let us define in a few words BAs field of activity. As airline, BAs basic function is to carry passengers. This is a customer service industry, which implies that BA also supplies in-flight services/products (various cabin classes, meal supplies, entertainment facilities) and out-flight-services (luggage retrieval, e-sale of tickets). This field of activity is characterized by a tough concurrence, a real sensitivity to economic cycles, thin margins available as well as increasingly demanding clients. In such a context, Bob Ayling didnt manage to reach his strategic objectives. As one of Aylings predecessors puts it: the airlines strategy remained the right one but Mr Ayling was the wrong man to execute it. This comes down to say that Ayling did not implement the strategy the right way. To which extent do we agree with this statement? We will first examine the major changes that were operated in BAs strategy with Ayling. Then we will try to understand why he didnt manage to implement completely his strategy and thus why he didnt target his objectives. To end with, we will look into what Rod Eddington should do after Bob Aylings dismissal to implement the strategy of the company. 1. A brand new company management 1.1- Major evolutions in the corporate strategy a) Several breaking points in the policy statement Since Sir John King came over BA in 1981, strategic speeches followed each other, translating the leader priorities in a given environment. Nevertheless, we can easily notice a change in communication of the corporate strategy with Aylings arrival. At the beginning of the 1980s, Lord Kings first preoccupation was to make as long as he could BA a customer service oriented company, with high standards of quality. He had to take the company out of its public sector approach. All along his reign as the companys leader, and later within Lord Marshall too, the policy statement kept a focus on the customers without changing the priorities for 15 years. During Bob Aylings four years mandate as chief executive, yet really shorter than his predecessors, we can distinguish three very different phases in the announced strategic choices. Read more:  Swot Analysis of British Airways His first concern when he came to power in 1996 was to make costs cuts. He introduced the Business Efficiency Programme in 1996, requiring the company to take heavy structural decisions that were -according to him- vital to ensure BA competitiveness for the future. Costs reduction has always been a concern for BAs managers, but to put it on the top of the agenda was a new kind of strategic vision. After that one-year quite painful period, he decided the company had to combine customer service excellence with cost competitiveness, with a target of doubling its operating margin during the next five years. This mix policy included concentrating on four key issues: * Customers, by providing the highest levels of service and innovative products * People, with an ambitious target: becoming the best managed company in the UK * Costs efficiency, by keeping a high level of profitability * New alliances (particularly with American Airlines), by using the potential of a global airline industry. This policy had the disadvantage to divide the attention on several problems in opposition to King and Marshall management that kept focused on one main objective. Soon after, Bob Ayling was confronted to a phenomenon of large strikes, and he decided to put people back on BA top agenda. His predecessors used human resources as a means to achieve their target of a high customer service but Bob Ayling was obliged to take it as a whole stake. Finally, we can observe that Bob Aylings policy statement changed quite often under the pressure of the environment; such a thing had never happened for the 15 years before his arrival. b) Actions implemented Audacious actions to assert BA as a leader Soon after he had been nominated chief executive, Bob Ayling started to implement a large panel of audacious actions to assert BA as a world leader company. First of all, he dared to cut the top executive team from 25 to 14, to improve its efficiency and limit its cost. One of his first concerns was an alliance with American Airlines, to ensure the two companies to control 60 % of flights between the UK and the US, the worlds most lucrative airlines routes. In 1997, he decided to make an identity change because the airline, carrying 60% of foreign passengers, had to show off as a citizen of the world rather than a national company. The challenge of the new visual identity consisted in weakening the British nature of the company and modernising it. He chose 50 ethnic designs from artists across the world. Bob Ayling also decided the acquisition of 43 new aircrafts, as well as the building of a new head office. In 1998, to face the emergence of low costs airlines and the increased competition on short haul routes, Bob Ayling decided to launch Go, its own budget airline. Later in 1999, he innovated again with the concept of the Lounges in the sky, a high-standard new service, and some investment in e-commerce. Whatever are the results, we must concede that Bob Ayling did a lot on a short period to put BA as a world leader. An anticipative approach of cost competitiveness Cost cut is a very unpopular practice. Consequently, managers usually do it only when it becomes an emergency. Bob Ayling did not take it like that. He anticipated the future and he kept an unwavering stance to impose the BEP measures while a record profit was announced for the year: he sold sensible activities, relocated the accounting department He asked for volunteers to leave the firm not because he could not afford to pay them, but to replace them with flexible people having more appropriate skills. At last he decided to concentrate BA strategy on high margins activities, and implemented a rationalisation program, paring down unprofitable routes and cutting excess capacity. This anticipative approach triggered the admiration of financial analysts, but the consequences inside the company were not so positive. A changing concern on HR Unlike his predecessors, he did not invest a lot in human resources programs at the beginning of his mandate as far as he was too much involved in cost competitiveness. Eventually, people were affected by this low concern on them. The consequences were a decrease in the customer service level, and a strong mobilisation for a strike. After those events, Bob Ayling was strained to re-involve the company in people matters. He promoted an intensive drive to lift staff morale, actions to involve people in the company. He even decided, as a pendant to the construction of the head office, to build a hotel in Heathrow just for the staff. Bob Ayling set up many changes in the corporate strategy, but let us now see how his management style was different from his predecessors. 1.2- A less people-oriented leadership a) Before Ayling: a severe but participative management Lord King decided to restart from scratch in 1981, when he became the chief executive of BA, and he transformed the airline with Lord Marshall in fifteen years into one of the best carriers in the world. The two leaders helped their employees to turn the corner of privatisation in 1987; they achieved to manage the change slowly. They started to instil a customer service culture into the staff with two large training programs, and always involved their people in the improvement of the airline. Those participative management methods made people proud to work for BA. Thus, Lord Marshall created a new human resources system, a kind of competency-based management, built on the promotion for the best employees. Therefore, they had a real willing to do always better, and their chief executive progressively replaced the State as a strict but kindly father in their collective mind. Lord King and Lord Marshall always did what they said; they were regarded as strong leaders, but they knew how to inspire the whole staff with confidence and how to command their respect. With that support they could explain that drastic maybe painful measures were the only means to improve BAs results and reputation. b) After Aylings coming: a management centred on administrative and financial objectives Everyone expected Robert Ayling to follow the footsteps of his predecessors. However, just before his taking over as chief executive, he clearly announced he would throw off for all time the attributes and attitudes of public sector. That simple first sentence is the symbol of the big change in BAs management in 1996: Bob Ayling thought that people were ready to accept all the constraints of a private company, in terms of adaptability and competitiveness. First we can notice that Bob Ayling didnt take so many precautions in his declarations: for example he directly announced in September 1996 that BA would replace 5000 employees by new recruits, supposed to be more efficient and flexible. He thought that internal training was not enough; competences were out of the firm. Eventually some people felt afraid by this new vision. Then, Bob Ayling decided an unexpected relooking of the aircrafts. That was an important symbol of what he intended to do: make BA forget its British identity, to become an international carrier. At the same time, one of the parts of Aylings Business Efficiency Plan concerned the freezing of wages. As he took that kind of decisions without consulting the employees and their unions, cabin staff, which had the habit of being well treated, felt deceived and went on strike. During his reign, Bob Ayling was the only leader, he was supposed to have the right solutions, he looked forward and his employees had to follow. He did not listen to them and seemed to believe that nobody could understand his long-term vision anyway. This new leadership did not include the human resources and the culture in the decisions; it was an economic management. These major changes in BAs management had unexpected impacts ; let us explain the reasons of Aylings failure. 2. A failure due to the negligence of three key factors: culture, leadership and structure 2.1- An unsuitable management to BAs culture and identity There is no denying that culture is often neglected in the field of firms and business in general. However, culture has to be considered as a real success key in so far as people need to feel all right and involved to be efficient. If the gap between the firms culture (that is to say employees culture) and the top-managers vision is too deep, it leads to huge damages for either the firm, managers and employees as we are going to discover it in the case of BA. In the mid 1980s, BA was considered as a state-owned company with a dire reputation for customer service. Aylings two predecessors succeeded in turning it into a high-quality and cost-efficient company, voted from 1989 to 1996 worlds best airline in the independent Business Traveller survey (voted airline to be avoided at all costs in 1980). Focusing on marketing and innovation / technology, both King and Marshall still put emphasis on human resources. They took care of people in the first place, involving and training employees (Putting People First and Managing People First), encouraging brains trusts and putting customers first. People were of course aware of that attention and were confident, loyal and devoted. In 1996, Bob Ayling stepped up as chief executive with challenging and radical changes in mind. The sentence mentioned above he pronounced in one of his first speeches meant that the very first thing Ayling did was to attack the firm culture and identity, thus disturbing and chocking people unwillingly. In June 1997, Ayling praised a striking new visual identity supposed to be based on market research but that generated emotionally charged controversy. The change was radical; symbols were simply scrapped (new design, new colours, new motto, denial of the psychological national belonging) as if it was possible to start from scratch with new company identity and culture. As strikes immediately showed it, BAs culture was still one of a public sector company. Instead of trying to negotiate, Ayling harshly condemned strikers without taking in account this public sector company background. In spite of Aylings desire to eradicate Britishness from BA, employees and people in general (customers, the press, Margaret Thatcher) were not ready to accept it. Strikes were also the result of incomprehension from employees: were the new salary scheme (part and parcel of the efforts to reduce area costs) and the à ¯Ã‚ ¿Ã‚ ½60 million identity change coherent? Was it possible for employees to stay motivated and involved in BA under those conditions? Furthermore, 160 planes stayed with the Union flag instead of the new design in 1999 because BA lacked time to repaint it. The identity change was as a consequence first of all badly accepted and in addition badly implemented. However, Ayling began to understand after the strikes the high necessity of human resources as part of cultural background in a customer-facing business. He launched a campaign to raise staff moral in October 1997 and started to think about focusing on people on the front-line through interviews and speeches praising communication between management and staff. He built a hotel and developed a new concept for BAs headquarter (no permanent desk-space). Again, in 1999, an opinion survey was sent to all employees, results were alarming, and Ayling introduced training and motivational programmes. We can not say if the improvement of BAs results in 1999-2000 was linked to those efforts from Ayling concerning people but there is no denying that it was a little late anyway People had indeed a hard time with him, describing his management as a macho-management thats destroying peoples feeling for the airline, threatening and intimidating. His vision of change was so ambitious (doing better and better, never enough for him) that he broke the firm culture and identity, introducing fear into staffs feelings and breaking confidence that staff had always shown to management, in cutting jobs and financial bonus with no evident reason (for employees) or restructuring top-management. He questioned and modified too much symbols, values, norms, he disturbed employees in destroying their marks. Ayling justified himself in saying that he had a long-term vision and staff a day-to-day one, but he should at least have better explained and communicated around his decisions. It is however striking and surprising to notice that BAs culture and identity was about the same from BAs beginning to the start of Bob Aylings reign. Privatisation, higher competitiveness, globalisation do not seem to have modified anything. This can also explain why the gap between BAs culture and what Ayling wanted was so deep. His new identity implementation may not have been irrelevant but just inadequate. 2.2- Bob Ayling : an ambitious but self-centred leader Lord Marshall explained in March 2000 that the airlines strategy remained the right one but that Mr Ayling was the wrong man to execute it. We are going to study why below. Bob Ayling first dealt with BA in the early 1980s. He began working for the firm in 1985 as legal director, became group managing director in 1993 and chief executive in January 1996. He was well-waited and had a rather good reputation. Following King and Marshall was quite challenging but he seemed to have strengths on his own such as strategic understanding, sharp mind, diplomatic skills or legal training. However, his first official act was to slim down the companys top executive team of 25 to 14. Again, in September 1999 this executive team was reduced from 14 to 6. Those measures were aimed at getting to a degree of unanimity quite fast. It can also be noticed that at the end of Aylings reign, there is no realistic successor to him. Those two facts mean above all in our mind that Ayling can be considered as a narcissistic and authoritarian leader who wants to keep as much power and decisions liberty as possible. It seems that he does and decides what he wants to without really thinking of all it involves and implies. As a consequence, he needs to change his mind often, and he forgets to focus on important things, he is distracted from the real job of keeping passengers on seats (his attention is for example consumed by trips between the UK, Europe and America to settle an alliance with American Airlines) which is not a good thing at all for his credibility. His credibility seems also to be affected by the gap between his speeches and his actions. He described for example his second objective for BA as improving customer service in a more demanding environment. Few months after this announcement, the Marketplace Performance Unit (responsible for generating information on customer preferences and perceptions) was scrapped. In 1997, a task group was created and responsible for missions including that of getting the basics of customer service right; but basics are supposed to be mastered if customer service belongs to the four main objectives specified one year ago. The same illogical thing can be noticed concerning putting people first or not. Ayling pretends to put people first and a little bit later states he is going to put people first now. His credibility can also be damaged when he promises staff, concerning the value of their BAs share, we are never going back to that price again and when three months later the share loses 14p. He should not make promises on something he does not master. A leader needs of course to make decisions but needs also to listen to people and especially staff. Ayling thinks he takes employees in account in building a new hotel, create an open concept in the new headquarter but is it really what employees want and need? Several opinion surveys are mentioned but analysis or corrective measures do not seem to be done and taken, which means that those surveys did not match their targets and resulted in losing time, money, frustrating staff and enabling managers to have good conscience. Ayling also wants people to do exactly what he wants them to: People have got to be theyve got to do. Often worn thin, revealing an intensely ambitious and stubborn individual who is only happy when he gets his way. He is excessively exigent maybe with himself but also with others, he seems to be never satisfied and demands a constant improvement. Even when a good news is announced (BA: second most admired company in Europe according to the Financial Time for example), Aylings ambition looms (he asks on the same days 5000 volunteers to leave the company), which reveals a huge lack of diplomatic skills. As a conclusion, we could say that Bob Ayling did not take enough people in account and that his vision was blurred by his ambition. 2.3- A structure which does not square enough with the company Firstly, actions on BAs structure did not correspond to Aylings strategy. Indeed, the second objective of Ayling for building on BAs existing success was to improve customer service. However, his actions on the structure did not match with this objective. For example, Ayling sold BAs in-flight catering operations, BAs ground fleet services, which were both significant aspects of BA customer service. By selling them, Ayling loosed any possibility of controlling the quality of this customer services. It was only after the strike of June 1997 that Ayling decided to set up a task force to ensure the airline gets the basics of customer service right. The words used clearly reflect a discrepancy with the initial objective. Thus, it appears that the structure did not emphasis enough the necessary development of customer service. Secondly, BAs structure did not favour employees effectiveness and involvement. As we already pointed it, BAs staff morale was at a time low. Employees needed to be motivated, to identify themselves to the company. The typically centralized structure of BA (the tasks of BAs board were not divided into many units) did not foster employees motivation and employees feeling of identification to the firm. Consequently, the structure did not seem adapted to BAs culture. In the same way, the centralized structure of BA did not square with environment and activitys field: environment is characterized with an extreme sensitivity of airlines to economic cycles, which requires the necessity of reducing any risks the company could run, as well as a certain reactivity of the companies of this field. More and more demanding clients characterize the field of activity, what requires a non-negligible adaptability of the company to the market. In that context, BAs centralized structure did not facilitate the reduction of risks (compared to a more decentralized structure) and did not enable a great adaptability to the market. For these reasons, the structure did not match with the environment. Having analysed the reasons of Aylings management failure, we will now consider how Eddington should manage BA internal factors to implement the strategy. 3. What should be Eddingtons main concerns for the future? It seems that Bob Ayling often tried to reach many objectives, which were not completely compatible. For example, he could not at the same time improve the level of service and constantly reduce costs. Now that he is gone, his successor has to focus on his strategy and on a few objectives, so that he can reach all of them before defining new ones. That means he probably will have to define some priorities between all his targets. He will also have to make sure they really are well matched so that they do not cancel each other. Rod Eddington claims that he wants to concentrate on people in the front-line, and to work hard with each level of responsibility. He seems to be conscious that an airline is a very particular type of company, where quality of customer service is decisive. Let us see how he can work and which tools he can use to meet his objectives. 3.1- Increase the level of service thanks to structure and culture Improving quality of service means two things: employing an obliging staff and making new fitting-outs in aircrafts. To achieve a high level of service, BA can use two main tools: First of all, he can act on structure and organisation. BA could create for instance a marketing department, which could play two roles: studying clients satisfaction and dealing with complains; and searching far in amount the likings of the customers to offer them what they expect. Thus, they will feel they really are BAs priority. Then, company culture could also help reaching objectives. If managers constantly praised the idea of the client king, everyone and especially front-line employees will take as an evidence that clients must be treated as stars. BA could also set up training programs so that everyone has the skills to deal with customers: for instance languages trainings for front-line employees who have to be able to answer any question asked by a client, wherever he may come from. 3.2- Maintain and improve internal cohesion through a better communication As Human Resources represent a precious asset for a company providing services, and especially for airlines for which the prestation is barely differentiating, BAs managers have decided to focus on their staff. Therefore, they will have to enhance internal cohesion, thanks to structure. Indeed, an internal communication department could be created in order to update and communicate to everyone decisions taken by the CEO and the executive committee. Thus, employees would maybe understand more easily where the company is going and would certainly feel more concerned with the objectives. We can not reach objectives that we are not aware of. Then BAs managers could use their speeches as a means to reach their objectives. If they let know while officially speaking (annual report, to journalists or directly to staff during trainings periods for example) that staffs well-being is on top of agenda, and if they prove to be themselves coherent in doing exactly what they promise, then they will probably enter a new era of social relationships. 3.3- Go on improving rentability through organization and new values Since BA has to preserve its margins, it will have to go on saving money. But as one of Bob Aylings former co-worker explains, all the easy savings are already achieved at the beginning of the year 2000: it means that there are not many possibilities to cut purely costs any more. Thus, the challenge consists in finding new ways of saving money that would not injure service quality. Here again, structure can be used: a new service could be created, that would immediately adapt tickets prices to demand: if many seats have been sold for a flight, then prices should maybe increase. However, if a little part of available seats has been sold, then the prices should decrease until all seats are sold. Such an initiative would avoid half-empty flights, and would eventually lead to savings. Then a work could be done on internal culture: an economy-awareness could be implemented, encouraging everyone in the company to make savings. For instance, managers could show the example in booking middle-class hotels instead of four-stars ones when they have to travel. At last, BA could go on focusing on rentable activities, providing higher margins, as for instance North Routes and First Class flights. Conclusion British Airways needed a charismatic leader; Bob Ayling was just an economic manager. He overestimated the ability of his people to change the way they considered their company and their implication in its evolution. Although he had got indisputable skills to deal with external constraints and to anticipate the environment evolutions, he forgot to take in account the importance of internal factors, such as the firm history and what it involved. Rod Eddingtons first reaction as he came over was to express his respect and his will to make BAs employees happy. It is very likely that the new chief executive had drawn the lessons of his predecessors experience, and that he wanted to start from new bases. Maybe he is the right man for the job

The Use of Technology in New York Rescue Efforts on September Eleventh

The Use of Technology in New York Rescue Efforts on September Eleventh On the eleventh of September, two planes flew into one of the most recognizable skylines in the world. Two high jacked planes were flown into the upper floors of One and Two-World Trade Center or more commonly known as the Twin Towers. At 9:50 that morning, Two World Trade came thundering down to the ground and shortly after that, One World Trade Center came crashing to the ground. With debris covering sixteen acres of lower Manhattan, and making it difficult for rescue workers to make it around the site, they turned to satellites, robotic cameras, and small lipstick cameras to look in voids where humans could not reach. The Fire Department of New York City and the City of New York worked close with spaceimaging and I –cubed. Three-dimensional modeling was used in the search and rescue phase. This technology generated pictures that showed the area of ground zero in a three dimensional model. This let emergency planners get a better perspective of what ground conditions and difficulties they would face. [1] Three-dimensional modeling is currently used by the military to simulate war operations in areas where they may be deployed. They are now wondering if this type of technology would be great to be used for fire departments in a pre-fire model that would allow firefighters to simulate conditions prior to an emergency. In an interview with Congressman Curt Weldon, he stated â€Å"When new technology is made available to our military – our international responders, it must immediately be made available to our domestic first responders.† Also after this national tragedy many powerful technology companies came together to provide their servic... ...ws people broadcasting this news all over the world. Satellites helped to relay the signals from New York City to all over the world so people could witness this generation’s biggest historical event. Days after the collapse, satellites too pictures of lower Manhattan to show the debris field and what area of the east the possible contaminated air was going over. These technologies will be helping our troops who will be fighting in a foreign land to help preserve our rich history of freedom. In this paper, I discussed some of the technologies that emergency rescue personnel used to search the debris of ground zero for possible trapped people and eventually people who perished in the collapse. Also I showed how many different agencies could assemble in a short time and assemble their resources to go do a job on such an enormous job.

If I Could Tell You Essay Essay

TimeTime, said to be eternal, possess neither a beginning nor an end. Yet however there is a fixation on being able to measure it in years, months, days, hours, minutes and seconds. Trying to save time with new technology, manage time with multi-tasking activities. All in the hopes of giving meanings to the past, present and future. The past is able to been seen but not changed, today is in the present yet still unpredictable, and tomorrow is not guaranteed. If I Could Tell You by W. H. Auden is a villanelle much like others using rhyme, repetition, and meter, that revolve around the main idea of the continuity time and its unforeseeable nature. The rhyming of the alternating ending lines, â€Å"Time will say nothing but I told you so† (1) and â€Å"If I could tell you I would let you know† (3) keep the rhyme scheme which stays on the central themes. â€Å"Time will say nothing but i told you so† shows that time keeps going, because this is a statement. Although the things of the future are unforeseeable, it is guaranteed that in the end the only one who will know what will happen is Time. â€Å"If I could tell you I would let you know† show how unforeseeable Time is. Auden knows that he can not see into the future, which is why he says â€Å"If I could†¦ †. These two phrases depict the speakers understanding of the continuity of time even though he shows to have a desire to know ahead of time what to do before certain events. The villanelle itself has a rhythm as a whole through periodical thinking. The beginning shows how Time does not wait for anything or anyone, â€Å"nothing but I told you so†. He later goes on to question Time in the second stanza and if we should fight back, which is why he says â€Å"weep when clowns put on their show† and â€Å"stumble when musicians play† which are juxtapositions since these actions are not likely given the circumstances. The third stanza shows the shift as he begins to understand that Time is necessary and things have to happen for a reason, â€Å"the winds must come from somewhere†. In the fourth stanza his train of thought is nearing a conclusion as he begins to wonder if not only do things have to happen, but are they meant to happen for the greater good, â€Å"Perhaps the roses really want to grow†. The ending shows Audens maturity throughout the villanelle and ends with â€Å"If I could tell you I would let you know † stating that Time is out of his hands, but it is acceptable and if there was anyway he could help, he would. Throughout the villanelle, time is personified and introduced to the reader as an unreliable character, through. Auden blames Time for unwanted changes in life, and he repeats the line because he observes that all changes, even those that are unintentional, come with Time. The repetition of Time at the end of the stanza rather than the beginning or end display how eternal time is. The first part of each stanza question Time, but all ends with â€Å"Time will say nothing but I told you so†, explaining that whatever Auden thinks or observes, will all be part of the past in the future. Much like poetry as a whole, used to express emotion and speechless opinions, the villanelle is almost perfect fitting for the theme of time. A villanelles structure alone portrays almost a near exhibition of time. Through the first five stanzas, a villanelle is predictable with tercets although the last stanza is a quatrain. This depiction could be metaphorical that time can be planned although in the end, everything may not come to together as hoped. The meter only emphasises this metaphor more by breaking the alternating line in each of the tercets before at the end. Audens desire to be able to match time is emphasized by the repetition of two phrases by the structure of the poem, which in itself helps portray the author’s idea about times continuity and its unforeseeable nature.

Management and Planning Essay

Planning involves in every aspect of people’s life. If an individual wants to achieve success, he or she must have a proper preparation. It is also the same in business. † Organizations that fail to plan are planning to fail†, I do agree with this opinion. A plan demonstrates your intentions, mission, vision and method to carry it out. It is an important part of doing business. Without planning, an organization may not operate smoothly and may lead to failure. This essay will examine both the advantages and disadvantages of planning and show why planning is essential in business. In this era of hyper-competition, globalization and technological revolution, companies are forced to make speedy decisions in order to keep up with the market. Responding to the pressure of making quick and right choices, many firms have reduced or even emulated the time allocated to planning. Based on how rapid the market change in today business, cut down planning in doing business seems to be appropriated since the uncertainty and fast timing of entrepreneurial warrant quick action. (Matherne, 2004, p. 156) But should founders of new ventures plan or should they act immediately? Is planning still a useful activity in doing business? Let’s take a look at planning and what benefits it brings to business. Planning is an activity which consists of defining the organization’s goals, establishing an overall strategy for achieving those goals and developing a comprehensive set of goals to integrate and coordinate activities. It is the primary functions of management since it sets the basic path for managers in organizing, leading and controlling their cooperation. Planning can also be defined in terms of formal or informal. (Robbins, DeCenzo, Coulter & Woods, 2012, p. 6). Most managers do planning in their works whether it is informal like planning in their head or setting up a formal plan after carefully examined the situation and collect ideas from the staffs. Informal plans are rarely written down onto paper and publicly announced to other people. In contrast, formal planning always takes lots of time and effort of many people. The goals are specific and set with a period of time to achieve. Although it takes time, effort and not always guarantee success but formal planning is still remain as a priority thing to do for every manager. Planning establishes goals and direction for organizations. With a clear mission and vision, employees can coordinate their work together and managers can make sure that they are on the right track. Goals can also improve the performance of a firm. Latham (2004, p. 216) stated that â€Å"a goal is a standard of for assessing one’s satisfaction†. Achieving a goal will not only bring rewards and praises to individual but it can increase their satisfaction. When one’s morale is high, he or she will have a tendency to work better and expect a more difficult challenge. It is always a benefit for companies when staffs commit to their work and demand harder mission. Also, with a step by step direction, people will not be distracted from outside factors that affect performance. Wasteful, overlapping activities and uncertainty are reduced through planning. In the process of planning, managers have to anticipate changes, gather information and develop responses which help avoid mistakes. (Robbins et al. , 2012, p. 86). It allows people to make faster decisions since things have been predicted and unnecessary trials do not have to be conducted. Planning also helps people manage their resources, minimizing factors that can slow down their activities. By giving an idea about the availability of resources, the efficiency and effectiveness of works will be increased. (Delma & Shane, 2003, p. 1167). Furthermore, planning provides time for each mission so that each person can track their own process and organize the work to keep up with the whole company. One thing that contributes to the important of formal planning in business is strategic planning. It is proved that the relationship between strategic planning and organization performance is positive. The standard theory of strategic management surrounds planning of a mission and objectives, implementing a hierarchy of strategies to achieve and controlling to ensure the goals are achievable. The purpose of strategic planning is to make organization’s management become more effective. Combine these two things, indirect improvements of performance could occur. (Falshaw, Glaister & Tatoglu, 2006, p. 12). Moreover, making a strategic plan means manager have to go through the process of collecting data, forecasting, modeling and creating alternatives to respond to unexpected scenario. Strategic planning also promotes long term thinking, reduces uncertainty, identifies and evaluates alternatives strategies. By doing that organization with proper plans has already had an advantage to those that don’t. There is a link between company size and the use of strategic instruments. As smaller companies possess less time, resources and knowledge, they have a tendency to cut down on planning process and focus more on operational activities. The more the companies grow, the more formal the plan will be. Big enterprises have stable structure so it is more suitable to planning. Also with more resources in term of personnel, knowledge and time, it will be easier to have a good strategic plans. (Kraus, Reiche & Reschke, 2007, p. 11-12). However, new ventures should not skip the planning process since it is a guideline for long term success. Plans will remind managers about the goals and giving clues on responding to changes. If a new firm just focus on operational details, it might be hard for them to grow bigger. Therefore, a plan could be useful in maintaining as well as developing the company. Tulane University in New Orleans, Louisiana is an example of successful planning. The university was severe damaged in 2005 by Hurricane Katrina. By 2006, it was reopened thanks to the renewal plan created by its students. The plan is based on the current situation of the university at that time. After going through many processes and revisions, taken student affairs goals accordingly, the university could face the disaster’s aftermath in the best way. (Cherry & Clark, 2010). Having a plan does not guarantee success. There are criticisms about how formal planning were long and does not bring as many worthwhile suggestions as it should. As the business environment is often changed with a fast pace, a long process like making strategic plans may not give managers suitable choices at certain time. In order to respond to an uncertain environment, plans have to be flexible, but that is what formal planning lacks. A traditional strategic plan is created with specific goals and limited time to achieve those goals. It creates rigidity and may lead to failure if the managers follow the plan strictly without paying attention to changes. Strategic planning is useful when it drive decision making. Surprisingly, according to Mankins and Steele (2006, p. 77), the structure and timing of strategic planning make it hard to produce a good decision. In their survey which confirmed what they observed over many years, only 2. 5 major strategic decisions are made from companies with standard planning. It demonstrates the fact that, traditional planning model is out of sync from what executives and managers want or need. Therefore, organizations should change their approach in planning. Plans must be specific but also flexible so that managers can respond to changes better without going off track. A successful plan can also be a path leading to disaster. Since it is hard for people to leave their comfort zone and try something new. Success may breed success, but it can also breed failure, especially in an uncertain environment. (Robbins et al. , 2012, p. 87). Unfortunately, business environment is very unpredictable and with the development of new technology, a plan can be out of date in a short period of time. In order to remain successful, managers must face uncertainty and brave enough to make changes. Nowadays, in some organizations, planning just contributes a small part in their success. The decisions are made based on sparse information and rely upon shortcuts or heuristics to save time. (Kirsch, GoldFarb & Gera, 2008, p. 487). Another way is making decisions based on actual works. Some of those organizations do success with that method. The best example must be Google. It is a company well-known for freedom at workplace and the majority of its plans are informal. Employees can do whatever they want, work with whoever they like and they can spend 20% of time on their own project. A company with little structure like that is now very successful and consistently outperformed their competitors in stock market since 1998 (Gargiulo, 2011). Google’s success does not come from those long and unrealistic plans but come from the way they manage people. Motivation, giving benefits and making employees excited going to work are the keys to their success. Managers at Google make their staffs feel like family at workplace. Although there is downside of not having a plan. It could be difficult to figure out the responsibility of each person. Google had no legal representative for the company at a Belgian law suit. (Schjndel, 2012, p. 17). Still, the benefits are more than enough to make up for problems caused by unstructured way of operating. At the age of 18, I know the important of planning in a person’s life. Most of my failure in the past came from not having a suitable plan or having no plan at all. I used to do thing at the last minutes, therefore, the result was not as good as it should be, especially in study. I now pay more attention to planning and after practicing for a period of time, my planning skill has improved a lot. When making a plan, I analyze what I need to do, then arrange the task in order and give time to each task. Since the works have become structure, I not only save my time but the efficiency and effectiveness of my works have increased. However, I still have a lot to improve in my planning skill. The plans cannot make impact if you do not carry it out. Sometimes, I made plans and did not do it. Moreover, some of my goals were very hard to achieve. These kinds of goals need a lot of effort and you may not achieve it after all. In order to prepare for future management challenge, I will practice analyzing the situations, setting more realistic goals and arrange my work more logically. I also find some part time jobs that demand planning or management skills to have practical experience. Practicing in a business environment will help me have a better understanding of all the things I studied as well as give me an idea of how managers do their work. Spending more time research about management theory to expand my knowledge and finding a suitable style to manage people. By doing that my skill will theoretically and practically improved. I will make a plan to develop my skill in a short time so that I can be more confident in dealing with future challenges in my life. In conclusion, planning is still a useful process for any organization regardless of its size. Formal planning give companies a structure way of operating. Based on the plans managers can at least maintain a stable level of performance and avoid unnecessary mistake. It is also a stepping stone for developing organizations. Although it still remains some disadvantages but nothing is perfect. Planning is just a tool to help managers run the business comfortably. Whether an organization success or not depends on variety of factors: the environment, personnel and so on. It is up to the managers to make adjustment when unexpected things occurs and make the right decisions. In an era where changes happen at a fast paced, having a plan means better preparation and better chances to achieve success. That is why planning is essential and every business should take planning seriously even though it is a long as well as hard process. The benefits it brings worth the effort. If you fail to plan, there is a high chance that you are planning to fail.

Happiness Essay final draft Research Paper Example

Happiness Essay final draft Research Paper Example Happiness Essay final draft Paper Happiness Essay final draft Paper First we must understand what happiness is. Most would describe it as an emotional state of well-being distinguished by positive emotions. How do experiences vs.. Material possessions affect ones happiness? Many people tend to believe that money can buy happiness, but others believe that experiences are much more appealing and pleasing when it comes to happiness and would rather go on a vacation or to a concert than have a large house or fast car. Its true that going to a concert does cost money but not the kind of money needed to buy a house or car. Myers (2000) found that an estimate that only 10 to 15 percent of Americans think Of homeless as truly happy (56). Does this mean that America as a country is not collectively happy? Or are these self-evaluations incorrect? We need to find out why Americans do not find themselves as truly happy. Some would say that it is because we expect material possessions and money to bring us happiness. I think that when the phrase money can buy happiness is used, it is meant by the use of money when buying large material items such as a car or a house. This past summer I was able to go to the Jason Alden concert and Country Explosion, which is three days of concerts. To me, this was one of the best ways to spend my summer days. I got to spend quality time with my family and friends and on top of that, I was able to listen to some of my favorite country artists. At the Jason Alden concert I was able to go with novo of my best girlfriends and a few days before the concert some of my best guy friends decided to come as well. We bought cheap tickets not caring if we would have the best seats. We were just excited to go to the concert. : Once we got to the concert we moved to an area where there werent many people just talking and having fun in between Jake Owen and Jason Alden, when this lady came up to us and asked if we wanted floor seats. All we had to do is give her Our Old tickets and she would give us floor seats. None Of us could believe it. We were so close to the stage you could see the sweat dripping off the guitarists face. Obviously we didnt pay the money to get the best tickets but either way, we were able to have fun when we were up in the stands and also down on the floor. Hint that most people would rather spend their money on this type of experience, than they would on a car. L, personally would rather drive my old truck and be able to go to concerts and have experiences like that at the Jason Alden concert. In this case, money was used and the result was a good experience and a memory that will last a lifetime. Money can increase OR decrease happiness, depending on how it is used (Myers 2000, 59). This can mean that money can improve happiness or ruin it depending on how you spend it. One thing that this is proving is that if one were to buy a new car thinking that it will bring you happiness, there will always be better cars out there that they will want. But if you spend your money on a vacation, even if at the time is not the best experience, it will always be a great memory that can be talked about and eminences by everyone who was a part of it. Previous investigation proves that money oriented objects have negatively affected happiness and psychological well-being (Van Oven 2005, 132). Van Oven proves that material items can have a negative an effect on our happiness. How can being happy create better relationships? A large part of our happiness is based on the relationships we have. But in reverse, how can being happy create a better relationship in your life? Those who have good relationships in life are usually happier. If you think about it, if one were to have a bad day or something goes wrong or if something really exciting happens to someone, one would usually go and talk to a loved one or a close friend about what happened. Creating good friendships is very important, especially for those suffering from depression. Noted in The Funds, Friends, and Faith of Happy People, Compared with those who are depressed, happy people are less self-focused, less hostile, and abusive, and less vulnerable to disease. They also are more loving, forgiving, trusting, energetic, decisive, creative, sociable, and helpful (as cited in Myers 2000, 58). For most, this would be their spouse. This is showing how much healthier and ore positive happy peoples lives are. They focus more on others rather than themselves and are quicker to forgive and trust others. While some may say this is a bad thing, would think this is very good. When it comes to trusting people that is one hard thing for me to do, but personally, I love it when meet someone and know instantly that I can trust them. There is a large amount of data that shows those who are attached are much happier than those who are unattached (Myers 2000, 62). A great deal of people say that those who are married are more happy people but why? When marked by intimacy, marriage-friendship sealed by commitment educes loneliness and offers a dependable lover and companions (as cited in Myers 2000 63). Having someone you can always trust and lean on is important in leading a happy life. If there isnt anyone one could tell their frustrations too, it is almost impossible for one to be happy. Whether one feels so or not, after telling someone about their frustrations it helps most to feel better and appreciate those who they can trust, making them a more trustworthy person. Scientists have perceived that unlike material items, we are more likely to continue to develop positive emotions after we have attained a close relationship. Relationships like these create psychological space and safety in our lives (Connection and happiness, 2011). This shows how healthy relationships are in our life. How do bad relationships influence our happiness? When we dont get along well with someone or are always disagreeing with one, we tend to keep our distance from them and avoid them. But when it comes to a spouse or a family member, it is hard to avoid. In the American Nightmare it noted, Divorce rates in the United States are still the highest in the West. And staying together is often no better. The percentage of Americans unhappy in their marriages is a full 10 points higher today than it was in the polls 30 odd years ago (Candler 2011 , 33). Some people choose to stay together instead of getting a divorce for the children, but if children are seeing their parents constantly fighting how is that supposed to be best for the kids? Personally speaking, it is not better for the children. Grew up with my parents constantly fighting, it didnt matter if we were at the dinner table or trying to go to sleep at night they had no problem fighting in front of their children. It has made it very hard for me to trust people and allow them into y life, especially men. Although they had their difficulties in the past, they have gotten past that and have gone on to have a better marriage. It has taught me and my siblings how a healthy marriage should be, and how to work through relationships even though all relationships are never perfect. In most cases people choose not to work at their relationship thinking that it will be smooth sailing when in reality no relationship is perfect. Candler (2011) stated that Social scientists have found that a poor marriage may be worse than staying single (33). It seems as if people have the image of a perfect spouse that they will array. Jean Twinge said, Now we expect our marriage partner to be our best friend, and a great lover, a great parent, and a soul mate, really good looking and have a great sense of humor. We have these expectations for marriage we cant possibly fulfill (As cited in The American Nightmare 2011, 33). Of course a marriage has to be based on a solid friendship, but all of these expectations cannot possibly be realistic. No relationship or marriage Will be perfect but all relationships take work. Most all relationships do bring us happiness in one way or another whether We realize it or not. Before this essay, I had never taken a step back and realized how truly happy and grateful I am with the relationships I have in my life. Conclusion With that, we can gain a new perspective on how we can truly be happy through experiences and relationships and the effects that each of those have on our happiness. Relationships, both good and bad will obviously have an effect on our happiness. Sometimes we take the little things in life for granted, but once we realize what we have we realize how the little things in life can make our happiness that much greater.

amademous essays

amademous essays The main actors and their characters they played are: Wolfgang Amadeus Mozart Tom Hulce Antonio Salieri Murray Abraham Mozarts dad Roy Dotrice Mozarts wife Elizabeth Berridde Emperor Joseph II Jeffery Jones The movie Amadeus was based on two composers, Mozart and Salieri. In the begging of the movie Salieri tries to commit suiside. A priest comes to see Salieri to ask him if he has anything to confess. Salieri then begins to unravel the story of Mozart and Salieris life together. Mozart has been a great composer since he was four years old. Salieri on the other hand not as good and would never be as good as Mozart. In the movie you can see how jealous Salieri is of Mozart. Salieris father was against him playing music, and on the other end Mozarts father praised it and insisted on it. Salieri wanted to play music more than anything in the world. One day while in church, Salieri asks God to let him be a great composer and in return he would give him his chastity and write for God. The next day Salieris father died and this was a miracle in Salieris eyes. His family had to go to Vienna where Salieri then became discovered. Salieri worked his way up to the courts and was the Emperors composer. Mozart was to perform for the Emperor, when Salieri got news of this he grew anxious to meet the great composer. He wanted to see what this marvelous composer looked like with all the talent he possessed. The story then goes on about Mozart composing operas and pieces for the Emperor. More and more Salieri was growing to hate Mozart, because he was not as good and realized he would never be. In the middle of the movie Mozart finds out that his father has died. This slowly kills Mozart, he cant write, he drinks more and more, and his relationship with his wife is suffering. Salieri sees how Mozar...

Reading Responses to a Poem Assignment Example | Topics and Well Written Essays - 500 words

Reading Responses to a Poem - Assignment Example The following paper is a response to "La Belle Dame Sans Merci" by John Keats. It explains the elements in the poem that are interesting or engaging. There are four major elements that can be discovered in this poem. They make it interesting and captivating. These include a theme of love, imagery, points of view and tone. Use of imageries is very strong in the poem. The diction has a deep literal meaning that the whole poem paints a mental picture. In stanza 4, the poet writes, â€Å"I met a lady in the meads, Full beautiful- a faery’s child,† which creates a mental picture of the extent of beauty of the lady (Enotes, 2011). This is mainly because of the use of a â€Å"faery’s child† which implies that the lady was very beautiful. This image portrayed is vital to an extent that the speaker is tricked into a trap by the lady. The tenth stanza has also an imagery which makes the poem interesting. This comes about as the ghosts of the lady’s past lovers caution the speaker of being duped, this last image is important since it connects the whole poem to the being state of the knight being alone. A theme of love used in this poem makes it quite captivating too (Melani, 2010). This is because love is a universal topic which the poet wisely chose since it connects with almost all of poem readers. In â€Å"La Belle Dame Sans Merci†, Keats elegantly portrays love as being imperfect at times. This is because of the misfortunes that the knight encounters after he falls in love with a lady who is alleged to be performing tricks to her lovers’ disadvantage. Tone is conveniently used in this poem. The dreamlike tone in the poem brings out a surreal environment. The poet then shift to a loving tone with his attitude in the 5th stanza. This is when he gives the lady some flowers and goes for a walk with her. The tenth stanza changes the tone

Value Chain on Black Berry Essay Example | Topics and Well Written Essays - 4250 words

Value Chain on Black Berry - Essay Example The researcher has chosen BlackBerry Smartphone as the product for the study, and the discussion is on a particular phone model that is BlackBerry bold. Bold is a variety product of BlackBerry, which is leading in the technology. It is faster performing, with a very long lasting battery back up, and ofcourse it is a 3G phone as well. It has BlackBerry messenger also. BlackBerry Bold is in many ranges, there are around four different blackberry bold models, such as â€Å"Bold 9780, 9700, 9650, and 9000†. The main feature of this phone model is that, it gives more focus to the professional choice, as it is mentioned earlier Blackberry phones are well known for business uses as it includes many business features and applications that are really helpful for businessmen. Another main feature of this phone is that it is helpful in multitasking; customers can use additional features at same time, with no hang ups for the phone. Social networking is very easy and elabaorated in this p hone, there are many options in social networking sites. Web experience is faster and it would be a new experience for the customers. Both Wi-fi and 3G connnectivities are available in this phone; 3G creates a fantastic experience for the customers who use it. It has a powerful connectivity option, wi-fi connectivity helps to shop online, browse, open mails etc very fastly. GPS feature is also an important factor that creates unique value to the product. Camera and video recording has fine quality and the phone provides a 5 mega pixel camera. Media player also is of superior quality. 2.3 Value of the Product/Service to the Customer: â€Å"The value of a product reflects the owner(s)'/buyer(s)' desire to retain or obtain a product. The individual's level of desire to retain or obtain a product depends on how much the product details and/or its performance agree with the value system of the individual. To an individual, therefore, value of a product includes cost and a subjective par t associated with cost† (Neap & Celik n.d.). Blackberry started of mainly as a business phone but it is trying to influence a larger audience by adding new features and simpler user-interfaces. BlackBerry Smartphone be able to work with BlackBerry Enterprise Server software, this facility allows a businessman to exchange data and