Four basic characteristics of a successful strategy

Four basic characteristics of a successful strategy 2.1.1 What is Strategy? So, what is strategy? Or, better, what it is not? According to Grant (2005) strategy is not a detailed plan or program of instructions; it is a unifying theme that gives coherence and direction to the actions and decisions of an individual or an organization. Furthermore, there are four basic characteristics of a successful strategy: goals that are simple, consistent and long term; profound understanding of the competitive environment; objective appraisal of the resources; and, effective implementation. Other definitions of strategy include:  · the determination of the long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals (Chandler, 1962),  · the pattern of objectives, purposes, or goals and the major policies and plans for achieving these goals, stated in such a way as to define what business the company is in or is to be in and the kind of company it is to be (Andrews, 1971),  · the match an organization makes between its internal resources and skills à ¢Ã¢â€š ¬Ã‚ ¦ and the opportunities and risks created by its external environment (Hofer and Schendel, 1978),  · the pattern or plan that integrates an organizations major goals, policies and action sequence into a cohesive whole (Quinn, 1980). To simplify things we could say that strategy is when a firm assesses its internal organization and external environment, sets its goals and objectives, and designs the action plan to accomplish them. 2.1.2 A Brief Presentation of some Strategic Concepts The concepts and theories of business strategy have their antecedents in military strategy. The term strategy derives from the Greek word strategia, meaning generalship, itself formed from stratos, meaning army and -ag, to lead. Another early contributor to the forming of the concept of strategy is the Chinese Sun Tzu (about 500 B.C.) with his classic piece of work The Art of War, which is regarded as the first thesis on strategy. In modern times, the field of business strategy has largely been shaped around a framework first conceived by Andrews (1971) in his classic book The Concept of Corporate Strategy. As weve seen above, Andrews saw strategy as the match between what a company can do on one hand (organizational strengths and weaknesses) within the universe of what it might do on the other hand (environmental opportunities and threats). This is how the famous concept of SWOT (strengths, weaknesses, opportunities and threats) has emerged. This concept is examined further in the following chapter. Although the power of the SWOT framework was recognized from the outset, managers were given very few insights about how to assess either side of the equation systematically. The first important breakthrough came from Porter (1980) in his book Competitive Strategy: Techniques for Analysing Industries and Competitors where he introduced the concept of the five forces model. This model focuses on the external side of the SWOT strategic balancing act, helping firms to understand those forces in an industry that give rise to opportunities and threats. In this framework, strategy becomes a matter of choosing an appropriate industry and positioning the firm in that industry according to a generic strategy of either low cost or product differentiation. Again, this concept is examined further in the following chapter. Fig. 2.1(1) The Five Competitive Forces Porter These theories have been criticized mainly because they do not help particular firms to identify and leverage unique and therefore sustainable advantages. Furthermore, studies have shown that internal characteristics of particular firms within an industry can make a difference in terms of profit performance. Based on these experiences, a new perspective, known as the capabilities approaches, which is focused on the internal, organisational part of the SWOT equation, has emerged. Based on this theory, firms are exhorted to compete based on their unique or distinctive capabilities, competences and resources. These approaches assume that the roots of competitive advantage lie within the organization and that the adoption of new strategies is constrained by the current level of companys resources. In this framework, external environment received little (if any) attention. Finally, another approach which tries to bridge the two parts (internal organizational element and external environment) and fulfill the promise of Andrews framework is the resource based view. Like the capabilities approaches, the resource based view acknowledges the importance of company specific resources and competences, yet it does so in the context of the competitive environment. It sees capabilities and resources as the heart of a companys competitive position, subject to the interplay of three fundamental market forces: demand (does it meet customers needs and is it competitively superior?), scarcity (is it imitable or substitutable, and is it durable?) and appropriability (who owns the profits?). 2.1.3 Towards a Knowledge Strategy Model Strategic management models have traditionally defined the firms strategy in terms of its product / market positioning (the products it makes and the markets it serves). The resource based approach, however, prescribes that firms position themselves strategically, based on their resources and capabilities rather than on the products and services derived from those capabilities. Resources and capabilities, especially organizational skills and practices learned over time, can become highly unique to a particular firm and hard to imitate by others. Therefore, competitive advantage based on these resources and capabilities is potentially much more sustainable than that based on product and market positioning. Products and markets may come and go, but the firms capabilities are more enduring. Creating a strategy based on unique resources and capabilities provides a more long-term view of strategy than the traditional approach, and one, which is more robust in todays uncertain and dynamic competitive environment. In modern business, knowledge is being considered the most important strategic resource, and the ability to create and apply it the most important capability for building and sustaining competitive advantage. The firm that knows more about its customers, products, technologies, markets and their linkages, performs better. This view is leading to a further development in the resource based theory called the knowledge based view of the firm. The firm is seen primarily as a vehicle for creating, integrating, storing and applying knowledge. Firms embracing the knowledge based view of the world have many difficult questions to answer in formulating their knowledge strategy. If we update the original model of strategy to reflect todays knowledge intensive environment, knowledge strategy becomes the way in which the firm balances its knowledge resources and knowledge processing capabilities with the knowledge required to create its products for its markets in a manner superior to its com petitors. In essence, firms need to perform a knowledge based SWOT analysis. Identifying which knowledge is a unique and valuable resource, which knowledge processes represent unique and valuable capabilities, and how those resources and capabilities support the firms product and market positions, are the essential elements of a knowledge strategy. The firm must identify what it has to know for a given product / market position. Every firm requires some level of knowledge about its technology, markets, products, customers and industry merely to participate and hold its own in its industry. The strategic choices that companies make regarding these factors directly influence what the firm and its members must know to effectively compete. Furthermore, these choices all set the stage for the development of future knowledge through the processes of learning and innovation. Conversely, the firm, given what it knows, must identify the best product and market opportunities for exploiting that knowledge. The creation of unique, strategic knowledge takes time, forcing the firm to balance short and long-term strategic resources decisions. The firm must therefore determine whether its efforts are best focused on knowledge creation, exploitation, or both, and then balance its knowledge processing resources and efforts accordingly. Other critical issues in knowledge strategy include organizational learning (the ability of an organization to learn, accumulate knowledge from its experiences, and reapply that knowledge is itself a skill or competence that can provide strategic advantage), the competition (the firm must assess the knowledge resources and capabilities required by its industry merely to play the game, those required to be competitive and those required to be uniquely innovative) and how easily the firms knowledge can be imitated (on the one hand, knowledge must be made explicit and transferable to share it among the firm, while, on the other hand, once made explicit it is subject to being appropriated by other firms, reducing or eliminating its competitive value). 2.1.4 Knowledge Strategies It has become clear, especially during the last few years, that the term Knowledge Management (KM) has been applied to a very broad spectrum of activities designed to manage, exchange and create or enhance intellectual assets within an organization. In other words, there is no widespread agreement on what KM actually is. For example, information technology applications that are using the term knowledge management in their title range from the development of highly codified help desk systems to the provision of video conferencing to facilitate the exchange of ideas between people. The one fact that there does seem to be agreement on is that different situations require different KM strategies. In this section we will examine a number of proposed different KM strategies and consider how they can be classified. Then we will look into a range of different driving forces behind the strategies and propose how we can select a suitable knowledge strategy. The main difference between the various approaches in knowledge strategy is that they emphasize different aspects of KM: some focus on the knowledge (content), others on the business processes / areas and some on the end results. (A) Knowledge Matrix One of the most widely accepted and widely quoted approaches is that of the knowledge matrix of Nonaka Takeuchi (see Figure 1.3-2 in chapter 1.3.1). This matrix classifies knowledge as explicit or tacit, and as either individual or collective. Nonaka Takeuchi also propose corresponding knowledge processes that transform knowledge from one form to another: socialisation (from tacit to tacit, whereby an individual acquires tacit knowledge directly from others through shared experience, observation, imitation and so on); externalisation (from tacit to explicit, through articulation of tacit knowledge into explicit concepts); combination (from explicit to explicit, through a systematisation of concepts drawing on different bodies of explicit knowledge); and internalisation (from explicit to tacit, through a process of learning by doing and through a verbalisation and documentation of experiences). Nonaka Takeuchi model the process of organisational knowledge creation as a spiral in wh ich knowledge is amplified through these four modes of knowledge conversion. It is also considered that knowledge becomes crystallized within the organisation at higher levels moving from the individual through the group to organisational and even inter-organisational levels. (B) I-Space In another well-known application, Boisot proposes a model of knowledge asset development along similar lines to that of Nonaka and Takeuchi. In Boisots scheme, knowledge assets can be located within a three dimensional space (Information Space or I-Space) defined by three axes from uncodified to codified, from concrete to abstract and from undiffused to diffused. He then proposes a Social Learning Cycle (SLC) that uses the I-Space to model the dynamic flow of knowledge through a series of six phases: 1. Scanning: insights are gained from generally available (diffused) data 2. Codification Problem-Solving: problems are solved giving structure and coherence to these insights (knowledge becomes codified) 3. Abstraction: the newly codified insights are generalised to a wide range of situations (knowledge becomes more abstract) 4. Diffusion: the new insights are shared with a target population in a codified and abstract form (knowledge becomes diffused) 5. Absorption: the newly codified insights are applied to a variety of situations producing new learning experiences (knowledge is absorbed and produces learnt behaviour and so becomes uncodified, or tacit) 6. Impacting: abstract knowledge becomes embedded in concrete practices, for example in artefacts, rules or behaviour patterns (knowledge becomes concrete) Fig. 2.1(2). Boisots I-Space I In his model, Boisot develops an interesting application of the laws of thermodynamics. This thermodynamic analogy points to the elusive and dynamic nature of knowledge. It seems that what is happening is a cycle in which data is filtered to produce meaningful information and this information is then abstracted and codified to produce useful knowledge. As the knowledge is applied in diverse situations it produces new experiences in an uncodified form that produces the data for a new cycle of knowledge creation. (C) Wiig Model Moving on to the business process side, one of the most widely accepted KM models is that of Wiig and the APQC (American Productivity and Quality Center). Wiig identified six emerging KM strategies in a study of organisations considered to be leading the way in this area. The strategies reflect the different natures and strengths of the organisations involved:  · Knowledge Strategy as Business Strategy A comprehensive, enterprise-wide approach to KM, where knowledge is seen frequently as the product  · Intellectual Asset Management Strategy Focuses on assets already within the company that can be more fully exploited or enhanced  · Personal Knowledge Asset Responsibility Strategy Encourage and support individual employees to develop their skills and knowledge as well as share their knowledge with each other  · Knowledge Creation Strategy Emphasises the innovation and creation of new knowledge through RD. Adopted by market leaders who shape the future direction of their sector  · Knowledge Transfer Strategy Transfer of knowledge and best practices in order to improve operational quality and efficiency  · Customer-Focused Knowledge Strategy Aims to understand customers and their needs and so provide them with exactly what they want. (D) Day and Wendler of McKinsey Company Along the same lines, Day and Wendler of McKinsey Company, identified five knowledge strategies employed by large corporations:  · Developing and Transferring Best Practices Like the Knowledge Transfer Strategy identified by Wiig and the APQC above, this strategy focuses on identifying best practices within an organisation and spreading them across a dispersed network of locations  · Creating a new industry from embedded knowledge This approach is to recognise that an organisation may have knowledge, which it can exploit in new ways. In particular, it may have built up knowledge about its customers, which reveals a gap in the market for a new product  · Shaping Corporate Strategy around knowledge This strategy was identified from the experiences of Monsanto, which encompassed two very different business groups: a chemicals group and a life sciences group. The chemicals group was focused on best practice while the life sciences group was an innovation-based business. The knowledge strategies for these two groups were perceived to be so different that Monsanto decided to sell off the chemicals group and concentrate on the life sciences business. This is an interesting example of the tensions between two very different KM strategies  · Fostering and Commercialising Innovation Similar to the Knowledge Creation Strategy identified by Wiig and the APQC above, this strategy focuses on establishing a competitive position by increased technological innovation and reduced time to market  · Creating a standard by releasing proprietary knowledge The cited example is Netscape who responded to the rapid decline of its market share in the internet browser market by making its source code publicly available at no cost. The strategy is an example of the Intellectual Asset Management Strategy identified by Wiig and the APQC study. In this case, Netscape felt that it could capitalise on a key asset (its source code) by giving it away. In return, it hoped to establish its browser as a widely used standard (increased by the adaptation to new specialty areas) and gain indirectly, by securing its share of a complementary product, namely: server software. (E) Three Value Disciplines (Treacy and Wiersema) Moving to the area of strategies based on the end results, we could refer to Treacy and Wiersema who proposed three value disciplines, as a way to focus an organisations activities. In this model, successful organizations concentrate their efforts on a particular area and excel at it, rather than trying to be all things to all people and failing to excel at anything. The three areas are:  · Customer Intimacy  · Product Leadership  · Operational Excellence These value disciplines reflect the fact that value is determined as a trade-off between convenience, quality and price. It is the inherent tension between these three qualities of a product that makes it necessary for an organisation to focus on excelling at just one of them. There are a few organisations that have managed to become leaders in two disciplines, but they have done this by focusing on one area first before turning to a second one. At a simplistic level, there are three primary elements to any competitive business: the business itself, its product(s) and its customers. Each of these components represents the focus of attention for one of the value disciplines. The focus is on the customers and their needs and desires when pursuing Customer Intimacy; the focus is on the product(s) when pursuing Product Leadership; and the focus is on the organisation itself and its delivery processes, when pursuing Operational Excellence. Some organizations will concentrate on their relationship with their customers (to increase customer satisfaction and retention by better understanding the customers needs and preferences). Other organisations will focus on their products (constantly developing new ideas and getting them to market quickly). The third group of organisations focus primarily on themselves and their internal processes (sharing best practices between different units, reducing costs and improving efficiency). (F) Zacks Strategy Another approach to identifying what KM strategy to take is proposed by Zack. He proposes a framework which helps an organisation make an explicit connection between its competitive situation and a knowledge management strategy to help the organisation maintain or (re-) establish its competitive advantage. He makes it clear that while each organisation will find its own unique link between knowledge and strategy, any such competitive knowledge can be classified on a scale of innovation relative to the rest of the particular industry as: core, advanced or innovative:  · Core knowledge is a basic level of knowledge required by all members of a particular industry. It does not represent a competitive advantage, but is simply the knowledge needed to be able to function in that sector at all.  · Advanced knowledge gives an organisation a competitive edge. It is specific knowledge that differentiates an organisation from its competitors, either by knowing more than a competitor or by applying knowledge in different ways.  · Innovative knowledge is that which enables a company to be a market leader. It allows an organisation to change the way a sector works and represents a significant differentiating factor from other organisations. Having identified the organisations competitive knowledge position, Zacks approach is to use a SWOT analysis to identify the strategic gaps in an organisations knowledge. This allows the organisation to identify where it has knowledge which it can exploit and where it needs to develop knowledge to maintain or grow its competitive position. This is achieved by analysing the organisations knowledge position along two dimensions:  · Exploration vs. Exploitation This is the degree to which the organisation needs to increase its knowledge in a particular area vs. the opportunity it may have to leverage existing but under-exploited knowledge resources.  · Internal vs. External Knowledge This refers to whether the knowledge is primarily within the organisation or outside. Some organisations are more externally oriented, drawing on publications, universities, consultants, customers, etc. Others are more internally oriented, building up unique knowledge and experience, which is difficult for competitors to imitate. Putting these two dimensions together, Zack describes organisations which are more exploitative of internal knowledge as having a Conservative KM Strategy while those that are more innovative (exploring external knowledge) have a more Aggressive KM Strategy. However, he points out that a KM Strategy cannot be made without reference to competitors. Thus, some industries (where knowledge is changing more rapidly) tend to be characterized by more aggressive firms, while other industries are generally more conservative. Summary Given that the classifications by knowledge listed above (Nonaka Takeuchis knowledge matrix and Boisots I-Space model) focus on the process of knowledge transformation and that most real world processes operate on a continuum rather than a step transformation, it is perhaps not surprising to find that some researchers have suggested that explicit and tacit knowledge should be considered to be at the ends of a spectrum of knowledge types rather than being the only two categories on that spectrum. Beckman has suggested that implicit knowledge is an intermediate category of knowledge that is tacit in form, but is accessible through querying and discussion. Nickols proposes that Nonaka Takeuchis categories should be further broken down according to whether they focus on declarative or procedural knowledge. What is needed is a classification that proposes a spectrum of knowledge management approaches. If this spectrum can accommodate the various approaches suggested previously, then it can be considered to be sufficiently comprehensive to be useful. Derek Binney provides a framework, the KM Spectrum, to help organisations make sense of the large diversity of material appearing under the heading of KM, and to help them assess where they are in KM terms. His focus is on the KM activities that are being carried out, grouped into six categories:  · Transactional KM: Knowledge is embedded in technology  · Analytical KM: Knowledge is derived from external data sources, typically focussing on customer-related information  · Asset Management KM: Explicit management of knowledge assets (often created as a by-product of the business) which can be reused in different ways  · Process-based KM: The codification and improvement of business practice and the sharing of these improved processes within the organisation  · Developmental KM: Building up the capabilities of the organisations knowledge workers through training and staff development  · Innovation/creation KM: Fostering an environment, which promotes the creation of new knowledge, for example through R D and through forming teams of people from different disciplines. Binneys analysis is interesting because it reflects aspects of both the knowledge-centred classification of KM and the business perspectives classification of KM. In terms of business perspectives, Binneys categories reflect activities that support particular perspectives; for example, Asset Management KM matches Wiigs intellectual asset management strategy, while Innovation and Creation KM reflects Treacy Wiersemas product leadership strategy. Yet, Binneys categories also form a progression from the management of explicit knowledge at one end to tacit knowledge at the other. So, for example, Transactional KM involves codifying knowledge and embedding it in applications such as Help Desk Systems or Case Based Reasoning systems, while Innovation and Creation KM focuses on facilitating knowledge workers sharing and creating new knowledge which rests in a tacit form in their heads. For each element of the spectrum, Binney also lists a set of enabling technologies used to implement those kinds of KM Applications. This provides an alternative way to identify KM activity already being undertaken within an organisation, even if not previously perceived in KM terms (Table 1). Table 1 Enabling technologies mapped to the KM Spectrum (Binney, 2001) Transactional Analytical Asset Management Process Developmental Innovation Creation Expert Systems Cognitive Technologies Semantic Networks Rule-based Expert Systems Probability Networks Rule Induction Decision Trees Geospatial Information Systems Intelligent Agents Web Crawlers Relational and Object DBMS Neural Computing Push Technologies Data Analysis and Reporting Tools Document Management Tools Search Engines Knowledge Maps Library Systems Workflow Management Process Modeling Tools Finally, we should note that the latest developments in the field suggest that the KM strategy in a modern, rapidly changing business environment should be dynamic, meaning it should change to follow the developments in the way the business functions or the competition is progressing in the industry. Scholars even go on to propose different KM strategies for different departments of the same organization.

Importance of Sports

Hi how are u I need a paper for school so let me get a bucking paper before I rip your dick off and feed it to my hamster. Ms. Fleeter told me to put this down. She needs to get fired so she can eat her fried chicken and blow up like Ms. Finch. Like the big blob she is. She can be used as a trampoline. Because all she does is sit there and don't teach. She Just sits there and tats till she eventually blows up and pukes up 4567857483904 children. Because that's how fat she is.Well I'm going to tell you why. Sports keep you healthy and fit In many different ways. Plus who would want and old back that's always slouched over and hurts. Another reason Is their very fun to play. A birthday party or sleepovers are some places that sports are fun to play. You can also play sports for a team and those are also fun. My third and IANAL reason Is that they can get you money when you're older.If you're good at the sport and want big money this Is the way to do It. Now let's move on to see how the y keep you healthy. The way that sports keep you healthy are In many different ways. First off they take your mind off things. For example, say somebody died or got hurt In your family. Sports are a good way to get your mind off of It. Next, you have to keep healthy to play the sports. You don't want to be slow when playing the sport. Importance of Sports Hi how are u I need a paper for school so let me get a bucking paper before I rip your dick off and feed it to my hamster. Ms. Fleeter told me to put this down. She needs to get fired so she can eat her fried chicken and blow up like Ms. Finch. Like the big blob she is. She can be used as a trampoline. Because all she does is sit there and don't teach. She Just sits there and tats till she eventually blows up and pukes up 4567857483904 children. Because that's how fat she is.Well I'm going to tell you why. Sports keep you healthy and fit In many different ways. Plus who would want and old back that's always slouched over and hurts. Another reason Is their very fun to play. A birthday party or sleepovers are some places that sports are fun to play. You can also play sports for a team and those are also fun. My third and IANAL reason Is that they can get you money when you're older.If you're good at the sport and want big money this Is the way to do It. Now let's move on to see how the y keep you healthy. The way that sports keep you healthy are In many different ways. First off they take your mind off things. For example, say somebody died or got hurt In your family. Sports are a good way to get your mind off of It. Next, you have to keep healthy to play the sports. You don't want to be slow when playing the sport.

The Unusual Mystery Into Essay for College Samples

The Unusual Mystery Into Essay for College Samples If quality work is all you want, you should look at giving us an opportunity to obey you and supply you with college essay help that will provide you with value for each penny you pay. My experience in college gave me the opportunity to sharpen my skills in the specialty of my pick. Our service is utilized by students all around the world. A superb education is something which all of us aspire to have. The Basics of Essay for College Samples The introduction must incorporate a concise background on the primary points of discussion, the objective of developing such work and clear indications on the way the assignment is being organized. Regardless of what's the aim of your essay, there's a preset number of points you will be expected to handle. In order to earn a point, you need to have one. The point is to make sure you communicate your information in the most suitable way possible. Essay for College Samples - the Conspirac y Learn more about the way the essay is scored. Essays are your very best friend. The essay offers you a chance to reveal how effectively you are able to read and comprehend a passage and compose an essay analyzing the passage. Biography Essays are extremely different from the autobiographical ones where the writer is the field of discussion or the book. Possessing a crystal clear and structured plan is the foundation for any very good bit of writing, and a college essay is the same. Bridget's essay is extremely strong, but there continue to be a couple little things that could be made better. Possessing good essay examples provides the reader an in-depth and on-the-court idea about what a well structured and coherent essay appears like. A fantastic college essay introduction is essential to making your essay stand out, so there's lots of pressure to receive it exactly perfect. Debt, trade and globalization will likewise be analyzed as factors that resulted in escalation of the issue. As a consequence, spending money to deal with your essays could possibly be challenging. You may also speak about how you might respond differently later on. Even in the event that you land up finding one, you aren't sure of its quality or the credibility of the info. It is possible to find more in the net. Perhaps you are reluctant to find help because you were once conned by means of a scam on-line help. Generally, searching over the web for free essays are often quite challenging. The Key to Successful Essay for College Samples Running through the fundamental outline of your paper in the introduction offers readers an opportunity to preview what your paper is all about and your stance on the matter or maybe to evaluate how objective you're be. In truth, it's probably the most essential part of your essay, as it draws in the reader. There are a number of easy steps that you may take to make sure your introduction hooks the reader's interest and sets the stage for the remainder of your paper. The introduction may have tons of responsibility but that doesn't indicate you should sweat writing it. New Step by Step Roadmap for Ess ay for College Samples Our admission essay examples can prove that we're here in order to provide simply the very best assistance to assure you which you submit an application essay you can be confident in. Numerous quotations might also get the job done. A quick sentence is utilised to make the emotional resolution of the admission essay. College life includes writing essays and application letters whether you're in the business of company or literature. To offer you a remedy about how to compose an impressive college essay, here are a number of ideas you may wish to consider. Now, employing a sample college essay isn't the exact same as plagiarism. Your college application essay is the solution. The Basics of Essay for College Samples If you don't, you may actually hurt your odds of admission. If you would like to create a college essay which works, you will need to provide importance on the content you will give the admissions officer of your intended university with. If you're going to write college admission essay all on your own then don't neglect the suitable structure of the paper. An admission essay is a sort of essay that consists of student's individual statements and her or his vision of a specific college. Essay for College Samples: the Ultimate Convenience! Employing a hook that also sets you up for a typical thread throughout the essay is a remarkable method to set up flow. Writing a college essay can arrive in various forms and styles based on your taste. The structure of private statement is easier. Ultimately, the detail of real speech makes the scene pop.

Comparison Between The Crucible by Arthur Miller and...

Comparison Between The Crucible by Arthur Miller and Vinegar Tom by C. Churchill We are currently performing a piece of drama called The Crucible and have studied a play called Vinegar Tom. The Crucible was written by Arthur Miller in 1953 and was set in Salem, Massachusetts USA in 1692. Vinegar Tom was written in the 1970s and was set in the 17th century. Although Vinegar Tom was written about the 17th century, the ideas parallel those of the issues of the 1970s. The issue was feminism. Although women were beginning to work the same jobs as men, their wages were drastically different, with men being paid a lot more for the same job. More women started to go to university in order to gain the qualifications that†¦show more content†¦This is the same as the plot of The Crucible. John Proctor will not give other peoples names in order to free his, and so is charged of being a witch. Arthur Miller was accused of being a communist and as he wouldnt give the names of others in order to free his name. After this was when The Crucible was written. Both stories tell of false accusations, and of people scapegoating others. In Vinegar Tom, anyone who said anything bad against anyone else, or anyone who was different to the normality, was scapegoated against and was rumoured to be a witch. If anything bad happened to anyone, then the same would be done- someone would be blamed and then accused of witchcraft against others. In The Crucible the plot is roughly the same. The accused would be given the chance to clear their name, as long as they gave the names of other people they knew were involved in witchcraft. Religion was very important at the time of both stories, perhaps not so much in The Crucible but religion was still quite a large part of peoples lives. To not attend church was breaking the law. The puritan people frowned upon people who did not fit into the normality of their village. Satan was believed to pick out the weakest individuals to do possess- women, children. I have used what I have found out from studying the two plays and adapted it into my production of The Crucible. I play Abigail, the girl who starts up the accusations and is theShow MoreRelatedManagement Course: Mba−10 General Management215330 Words   |  862 PagesManagement, Fourth Edition I. Management 17 17 2. The Evolution of Management Thought Hughes−Ginnett−Curphy †¢ Leadership, Fifth Edition I. Leadership is a Process, Not a Position 51 51 70 1. Leadership is Everyone’s Business 2. Interaction between the Leader, the Followers the Situation Cohen †¢ Effective Behavior in Organizations, Seventh Edition 11. Leadership: Exerting Influence and Power 94 94 Text Palmer−Dunford−Akin †¢ Managing Organizational Change 2. Images of Managing Change

All Quiet on the Western Front Symbolism, Imagery Allegory

All Quiet on the Western Front Symbolism, Imagery Allegory Iron - In the book we hear the term The Iron Youth used to describe Paul s generation. The Iron Youth is an ideal of a strong Fatherland-lovin group of young soldiers who enlist and fight in the war as a way of showing pride for Germany and its history. The author and characters in the book tear this ideal apart, feeling it to be useless and empty when compared with the realities of war. These young soldiers are not made of iron, but of flesh and blood. The term iron would suggest they are protected emotionally and physically against all weapons of war, but this book proves to us that that is completely false. Lives melt away in the arms of this violent war. Iron†¦show more content†¦Rather than praying to a god for protection, or thanking a god for protection, Paul celebrates the Earth. Consider his words: To no man does the earth mean so much as to the soldier. When he presses himself down upon her long and powerfully, when he buries his face and his limbs deep in her from the fear of death by shell-fire, then she is his only friend, his brother, his mother; he stifles his terror and his cries in her silence and her security; she shelters him and gives him a new lease of ten seconds of life, receives him again and often for ever. Earth! – Earth! – Earth! Earth with thy folds, and hollows, and holes, into which a man may fling himself and crouch down! [†¦] O Earth, thou grantest us the great resisting surge of new-won life. (4.23-4.25) The earth has the power to protect and shelter soldiers when they hide in trenches or in holes made by shells. Earth proves to be a match for the man-made weapons that seek to kill men; for, even though Earth cannot fight back, it can protect Paul and his friends. Notice how Paul uses words like thy and grantest – it s as though he s reciting an old prayer. You could argue that he s praying to the only power that can help him. Quiet - If you re looking for a task that will take you, oh, all week to complete, count how many times the word quiet appears in this novel. We didn t have that much time on our hands, but we ll just say that this wonderful wordShow MoreRelatedAll Quiet On The Western Front1313 Words   |  6 PagesDustin Chapman Mrs. Smith English IV Honors January 10, 2015 Symbolism in All Quiet on the Western Front It’s no surprise that soldiers will more-than-likely never come home the same. Those who have not served do not often think of the torment and negative consequences that the soldiers who make it out of war face. Erich Remarque was someone who was able to take the torment that he faced after his experience in World War I and shed light on the brutality of warRead MoreDickens Symbolism in Hard Times4703 Words   |  19 PagesHard Times Symbolism, Imagery Allegory Sometimes, there’s more to Lit than meets the eye. Fairy Palaces and Elephants (a.k.a. Factories and the Machinery inside them) This one is from the narrator and runs throughout the novel: the idea that the ugly, square, fact-based, oppressive mills look like fairy palaces with elephants in them when they are lit up at night. The image first pops up as something a person riding by Coketown in a fast-moving train might say – in other words, someone whoRead MoreHumanities11870 Words   |  48 PagesBooks and Research Center Manila. The mechanics of expression via art work If we show some apples to ten persons, and ask them to tell us what are their opinions about the apples, we will probably get ten different answers, although they are all looking at the same apples. The reality is that different people react differently to the same object or events. The artist will have his/her own interpretations of things. In order to present this interpretation, the artist needs to decide onRead MoreA Picatrix Miscellany52019 Words   |  209 PagesLecture on Alchemy by Terence McKenna On the Moon and the Lunar Mansions IV. Extracts on the Moon V. The Mansions of the Moon: â€Å"On the Creation, Proportion and Composition of the Heavens for the Fashioning of Images† VI. The Picatrix: Lunar Mansions in Western Astrology VII. W. B. Yeats and â€Å"A Vision:† The Arab Mansions of the Moon On Ritual and Talismans Picatrix Astrological Magic Aphorisms Extracts on Planetary Ritual Clothing Twenty Two Benefic Astrological Talismans Astrology, Magical Talismans and

The Religion of Islam Free Essays

The religion of Islam, unfortunately, has been exposed many unfair criticisms from nonmuslims. Especially about how Islamic Laws are treated towards the women. There are plenty of misinterpretations and accusations. We will write a custom essay sample on The Religion of Islam or any similar topic only for you Order Now It needs to mention about fundamental and basic principles in Islam.According to Islam, human beings are not evil and sinful creatures, and they do not come to the world with tendency to sin. Human beings are not sinful until they choose to sin. Unlike Christianity, a newborn baby considered to be pure, innocent, and considered as if s(he) a given present from Allah. There is even a saying in Turkish ‘like a paradise-scented child’. This saying refers that the children are innocent and as if they are coming from the paradise. Also, every human is equal in Islam regardless of their race, color, and class. Islam is not definite with only one age, it is for every age. Khurshid Ahmad describes the aim of Islam as, Islam aims at establishing an equilibrium between these two aspects of life – the material and the spiritual. (36)Another detail in Islam is that how Quran describes Eve. In Quran, Eve is not represented an evil or a seductive woman. Quran puts an equivalent blame on Adam’s and Eve’s mistake. It does not separate Eve from Adam. Eve is not portrayed as a deceiver or a seducer. Eve is not blamed for seducing Adam to eat the fruit from the forbidden tree. Actually, in Quran Surah Taha, verse 121† †¦ Thus, Adam disobeyed his Lord, and fell.† This verse states that Adam is especially blamed for the sin not Eve. Another important detail is that the original sin concept. It does not exist in Islam. For this reason, Adam’s sin is not inherited to the other human beings like it does in Christianity. This is because Adam and Eve repented to Allah and they had forgiven. Allah does not punish anyone for other’s sins. Therefore, in Islam, everyone is responsible for their own actions, and their own sins.The Quran provides clear-cut evidence that woman in completely equated with man in the sight of Allah in terms of her rights and responsibilities (Ahmad 136). In Quran Surah Al- Imran verse 195 † Their Lord answered the Prayer thus: â€Å"I will not suffer the work of any of you, whether male or female, to go to waste; each of you is from the other†¦Ã¢â‚¬  This part of the verse simply refers that there is no discrimination between a man and a woman in the presence of Allah. In Islam, the superiority only occurs when it comes to the actions. Other features are not important. For instance, being a man or a female, noble or ignoble, those features do not affect the actions that have done. It is crystal clear that there is no difference between a man and a woman. Later on, the Quran states again that there is no discrimination between a man and a woman in Surah An-Nisaa verse 124 † But whoever works righteousness, whether male or female, and is a believer— those will enter Paradise, and will not be wronged a whit.† The only thing that matter is the actions. Another Surah emphasizes the same topic again, in Surah An-Nahl verse 97 † Whoever works righteousness, whether male or female, while being a believer, we will grant him a good life—and We will reward them according to the best of what they used to do.† As long as following Allah and embrace the religion, believers will be rewarded by their works and actions. In Islam there are some religious obligations, for instance, routine prayers, fasting, alms, and going on a pilgrimage. A man and a woman have same obligations and duties for those religious obligations. Except some circumstances, to give an example, a woman can be privileged from prayers throughout her mensuration. The same case applies for fasting. There can be some exceptional for the women, otherwise the man and the women are equally responsible for the obligations. In the Pre-Islamic age of ignorance, if someone has a daughter as his or her first child, burying her was vastly common amongst the various Arabian tribes. Surah An-Nahl verses 58-59 describe the how people react when they have a daughter. † And when one of them is given news of a female infant, his face darkens, and he chokes with grief. He hides from the people because of the bad news given to him. Shall he keep it in humiliation, or bury it in the dust? What an evil choice they decide on?† Quran unquestionably and strictly forbids the infanticide. With the acceptance of Islam, the daughters were protected and treated fairly. Females had gained rights with the Islam. Surely, during the age of ignorance women were treated as if they were the objects, and they had no right. Prior to the advent of Islam, woman had no rights to speak of. When a woman’s husband died, any of his male relatives would simply appropriate her, as if she was an animal or a commodity ( Al-Ghazili)The Prophet Mohammad (pbuh) has a saying about treating the daughters † Whosoever has a daughter and he does not bury her alive, does not insult her, and does not favor his son over her, Allah will admit him to Paradise because of her.† (Ibn Hanbal Hadith No 1957). Even just by deducing from this Hadith that in Islam, the daughter has an equal position with the son. Moreover, it can be said that how treating a daughter significant for awarding the father with the Paradise. Woman in the marriage in the Quran states in one of the Surah which is Al-Rum verse 21 † And among His Signs is this, that He created for you mates from among yourselves, that you may dwell in tranquility with them, and He has put love and mercy between your (hearts): verily in that are Signs for those who reflect.† The Quran clearly indicates that marriage is sharing between the two halves of the society, and its objectives, beside perpetuating human life, are emotional well-being and spiritual harmony. Its bases are love and mercy (Ahmed 138). Furthermore, a woman cannot force into marriage without her own approval according to Islamic Law. The rules for married life in Islam are clear and in harmony with upright human nature. A woman and a man both have equal rights and claims on one another, except for one responsibility, that of leadership. This is a matter which is natural in any collective life and which is consistent with the nature of man (Ahmed 138). In Surah Al-Baqarah verse 228 † †¦ And they (women) have rights similar to those (of men) over them to what is reasonable, but men have a degree (of responsibility) over them. And Allah is All-Mighty, All-Wise.† Having a degree has to do with the maintenance and protection of a women, and as Khurshid Ahmed refers that it is the natural difference between the sexes which entitles the weaker sex to protection. It does not imply no superiority or advantage before the law, and the man’s role of leadership in relation to his family does not mean the husband’s dictatorship over his wife (138).One of the distinction between Islam and Christianity is about remarriage of the widows. Unlike Christianity, the widows or divorced women do not expose to discrimination against the unmarried women or another. According to Islam, a divorced or widowed woman has the right to remarry without any shame or denunciation. In fact, the Quran allows the betrothal of a divorced or widowed woman even during her period of transition (Jawad 34). In Surah Al-Baqarah 235 states as: It shall be no offence for you openly to propose marriage indirectly to such women or to cherish them in your hearts. Allah knows that you will remember them. Do not arrange to meet them in secret and, if you do, speak to them honorably. But you shall not consummate the marriage before the end of their waiting period. Know that Allah has knowledge of all your thoughts. Therefore, take heed and bear in mind that Allah is forgiving and merciful.This verse mentions there is no sin in offering a marriage implicitly to a woman whose husband died and waiting for the iddat. The explanation of Iddat is a period of time during which a divorced or widowed woman may not remarry (oxforddictionaries.com). This offering can be through expressing the intention of the man by asking questions or stating his wishes to the woman. By this way, woman’s opinion will find out, and if the woman wishes to marry that man, it will be prevented the woman to promise someone else. Islam values the treating respectful and kind to the parents, but especially to the mothers. In Islam, women are also valued being a mother too. For instance, In the Quran, there is a suggestion for the polite behavior for the mothers. In Surah Luqman verse 14 † And we enjoined upon man to be dutiful to his parents. His mother bore him in weakness upon weakness†¦Ã¢â‚¬  Likewise, in Surah Al-Ahqaf verse 15 † And We have enjoined upon man, to his parents, good treatment. His mother carried him with hardship and gave birth to him with hardship†¦Ã¢â‚¬  Surah Al-Ahqaf verse 15 indicates that Allah ordered to us to treat our parents kindly and take care of them. It is also emphasized that how our mothers suffered during her pregnancy with having sickness and at the same how challenging her labor was. Similarly, in Surah Al-Isra verse 23 is regarding the good and polite treatment towards the parents †Your Lord has commanded that you worship none but Him, and that you be good to your parents. If either of them or both of them reach old age with you, do not say to them a word of disrespect, nor scold them, but say to them kind words.† There are several sayings of The Prophet Mohammad (pbuh). One day, The Prophet Mohammed (pbuh) stated: † Be regretful!† when they say † Who? O The messenger of Allah!† The Prophet Mohammad (pbuh) replied as † It is the person who cannot enter the Paradise because he did not show respect one or both of his parents in their old age.† (Birr and S?la 251) Furthermore, The Prophet Mohammad has a well-known saying † Paradise is at the feet of mothers† (Ibn Hanbal). One more case can be given as:A man came to Mohammad (pbuh) asking, † O Messenger of Allah, who among the people is the worthiest of my good company? † The Prophet (pbuh) said, †Your mother.† The man said, †Then who else?† The Prophet (pbuh) said †Your mother.† The man said, † Then who else?† The Prophet (pbuh) said, †Your mother.† The man said, †Then who else?† Only then did the Prophet (pbuh) say †Your father.† (Al-Bukhari and Muslim) The financial status of a woman is secured in Quran. It can be easily seen in the verses of the Quran. How to cite The Religion of Islam, Papers

Downsizing and Organizational Performance

Question: Discuss about the Downsizing and Organizational Performance. Answer: Introduction: The business environment is currently characterized by high competition that has caught organizations in a quagmire of struggle for survival, forcing them to reconsider the traditional ways of conducting business. Most organizations have realized that they must work very hard to reduce costs so as to remain competitive given dynamic turbulence in the current markets. Some of the efforts that have been adopted include layoffs, restructuring, downsizing, delayering, and rightsizing among others. However, downsizing seems to be gaining more impetus than the rest of the strategies. The effective of downsizing as a business tool for improving organizational performance depends on the strategies and approaches adopted by the management during the process of implementation. Downsizing has impact on the work process of an organization since it reduces the number of workers available for specific tasks. The aftermaths of downsizing can be both positive and negative to the organization and per sons affected. The two categories that results from downsizing as the victims (those laid off) and the survivors (those remaining) (Van Dierendonck , Jacobs, 2012). In their article, Cheruiyot Kinanga (2015) found out that effective employee reduction can indeed improve the performance of an organization. When effectively implemented, downsizing can be an effective business tool for enhancing organizational performance. This paper seeks to add to knowledge on the relationship between downsizing and organizational performance. Downsizing can be defined as intentionally designed set of activities aimed at improving the efficiency, productivity, and performance of an organizations and it affects the size of the work force, work processes, and operating costs (Reihman Naeem (2011). Downsizing is one of the ways organizations can improve productivity and profitability at minimal costs. Even though it was specific to America companies, it has also been adopted global corporations as a vital business tool. Different organizations give different reasons for downsizing as well as adopt different strategies to the same. An organization can either gain or suffer from downsizing depending on the approaches adopted and strategies put in place to curb the aftermaths. This is because downsizing affects the operating costs, the size of the workforce, and the work processes. Economically, organizations have resorted to downsizing as a means of enhancing future productivity as well as economic performance. When the management of an organization realizes that the organization is not operating optimally, they often look for ways to increase the productivity. One of the ways to achieve this is through downsizing which entails reducing the organizations size and operating costs (Bhattacharyya, Chatterjee, 2005). Apart from cutting costs, financial-well organizations opt for downsizing for the purpose of gaining strategic flexibility. Given the rapid technological advancements in business arena, most of the products are becoming obsolete. Organizations are forced to figure out how to keep in pace with such changes or risk being phased out of the market. As a result, organizations have had to do away with some of products they produced initially and come up with totally new products. In the process, some employees have to be laid off since their work becomes irrelevant to the organization. Coupled with this is the need to remain lean and competitive. Organizations downsize for process improvement. So when an employees task has changed and he or she lacks the required skills to perform the new task, he gets laid off. Downsizing impacts both the employees and the organization. The two categories of employees that results from downsizing is the victims and the survivors. Victims are the employees who were laid off and survivors are those that remained in the organization. Obviously, the victims often suffer the impacts of losing a job. On a positive look, it is a chance for them to further their career elsewhere which could ultimately be better for their lives. The survivors are often the central focus when determining organizational performance following downsizing (Rai, Lakshman, 2014). Survivors can be impacted both positively and negatively. Downsizing may harm the feelings of the survived employees since it creates job insecurity to an extent that a once committed and dedicated worker can become demoralized and even resign from the organizations (Maertz, Wiley, Lerouge, Campion, 2010). Survivor may exhibit dissatisfaction, stress, and increased absenteeism. However, when the internal culture and external environment are kept suitable, wages enough to meet their needs, and chances for career advancement are assured, the survivor can remain loyal and even improve their commitment. Following, a downsizing, there is always a perceived reduction in the bond between survivors and the organization and efforts to maintain the loyalty from the management may not yield any much fruits (Reihman Naeem, 2011; Iverson Zatzick, 2007). To the organization, downsizing affects the work processes which may lead to overworking of employees thus substandard productivity. Few employees left to do the same work affects the amount of work being done and how it is done (Cheruiyot, Kinanga, 2015). On the other hand, when downsizing is targeted at redesigning work strategies, the organization is capable of achieving high level of efficiency because of the lean (simplified) structure. Following downsizing, organization can lose many more workers due job insecurity. The survivors may also start feeling not part and parcel of the organization and start looking out for other opportunities (De Meuse, Bergmann, Vanderheiden, Roraff, 2004). The success or failure of a downsizing process depends on several implementation strategies. One of these strategies includes communication and participation of employees. The reason and plan of downsizing should be openly and honestly communicated to all employees. If this is not done, the organizations risk experiencing negative ripple effects from both victims and survivors. In order to succeed, the management should also be ready to listen to the employees and offer necessary comfort and assurance so as to keep the morale of the surviving workers. When suggestions on improvement are solicited from employees on what and how the downsizing should be done as well as guidance is provided on implementing the downsizing success is guaranteed. One of the dangerous methods that would yield failure and impact negatively on organizational performance is attrition. This involves forceful implementation of hiring freezes and not replacing the fired workers in time. As a result, the survivors are often left scared Proper planning and implementation: Downsizing should not be done abruptly rather gradually and incrementally so as to avoid interfering with the normal operations of the firm. This will also help eliminated unnecessary fear and anxiety among workers and administered the pain gradually to the victims. There is need to invest time and resources in analyzing personnel skills, process redundancies and inefficiencies. This enables the organization to eliminate unnecessary processes, positions, and work as well as identify areas of deficiency. Downsizing is important in monitoring the performance of an organization. It helps the organization to get rid of processes, positions and work that are no longer relevant for the success of its operations. The three main strategies for downsizing are employee reduction, work design alterations and systematic changes. Organizations should opt to adopt the latter two which is often accepted faster than the former (Muoz-Bullon Snchez-Bueno, 2008). Work design strategies aims are reducing work instead of reducing workers. This approach involves removing hierarchical levels, functions, groups, and products. It may also entail redesigning work, merging units, and reducing the hours of work. The work design strategies require time to implement but it helps in avoiding the problem of piling more work on fewer workers which can derail their morale. The strategy also helps the employees to know that the changes are targeted at work processes and not individuals. Lastly, an organization can also adopt systematic strategies. This involves alterations in the organization culture and values (Rai, Lakshman, 2014). It tends to define downsizing as a way of life and not an occasional act targeting employees. The employees are made aware that the downsizing is for the purpose of simplifying various aspects of the organization for the benefit of everyone and not only the management (Muoz-Bullon, Snchez-Bueno, 2008). References Bhattacharyya, S. Chatterjee, L. (2005). Organizational Downsizing: From Concepts to Practices. VIKALPA, Vol.30, No. 3. Cheruiyot, A.C. Kinanga, R. (2015). Does Downsizing Strategy affect the Retained Employees Performance? Journal of Human Resources Management Research. Vol. 2015 (2015), Article ID 232566, DOI: 10.5171/2015.232566 De Meuse, K. P., Bergmann, T. J., Vanderheiden, P. A. Roraff, C. E. (2004). New evidence regarding organizational downsizing and a firms financial performance: A long-term analysis. Journal of Managerial Issues, 16: 155-177. Iverson, RD Zatzick, CD (2007). High-Commitment Work Practices and Downsizing Harshness in Australian Workplaces. Industrial Relations: Journal of Economy and Society, 46:3, pp 456 480. Maertz Jr, C.P., Wiley, J.W., Lerouge, C. Campion, M.A. (2010). Downsizing Effects on Survivors: Layoffs, Offshoring, and Outsourcing. Industrial Relations: Journal of Economy and Society, 49: 2, pp 275 285. Muoz-Bullon, F. Snchez-Bueno, M. J. (2008). Does downsizing improve organizational performance? An analysis of Spanish manufacturing firms. Working Paper 08-30, Business Economic Series 07. Rai, S., Lakshman, C. (2014). Organizational Culture and Commitment Among Lay-Off Survivors: A Tale of Two MNCs in India. South Asian Journal of Management, 21(4), pp 7 - 26 Reihman, W. Naeem, H. (2011). The impact of downsizing on the performance of survived employees: A case study of Pakistan. African Journal of Business Management Vol. 6(7), 2429-2434 Van Dierendonck , D Jacobs, G (2012). Survivors and Victims, a Meta-analytical Review of Fairness and Organizational Commitment after Downsizing. British Journal of Management, 23, pp 96 109.