Hofstede’s Model Of Organisational Culture Free Essays

ABSTRACT Organizational culture has become the buzzword in popular management with many experts suggesting it as an important determinant for organizational success. Management researchers have been quick to point out the impact that organizational culture may have on the effectiveness of the organization and have called for an increase in the attention paid to organizational culture. With more emphasis being placed on organizational culture, it becomes important to understand the appeal of this concept and examine its impact on management within the organization This paper thus explores on the concept of â€Å"organizational culture† and examines its impact on behaviours and management of the organization. We will write a custom essay sample on Hofstede’s Model Of Organisational Culture or any similar topic only for you Order Now This will involve identifying one associated mode or theory and evaluating or determining the extent to which the chosen model plays a part in defining the style of management. A case study of Sony Ericsson will also be employed to help illustrate the application of hofstede’s model of organizational culture. The study will also identify limitations of this model and the strengths that have enabled it to be used as a basis for most research analyses. INTRODUCTION Organizational culture has become the buzzword in popular management with many experts suggesting it as an important determinant for organizational success (Schein 1999). While the association between organizational culture and organizational success is far from certain, it is obvious that each organization has its own unique social structure which drives much of the individual behavior within that organization. Management researchers have been quick to point out the impact that organizational culture may have on the effectiveness of the organization and have called for an increase in the attention paid to organizational culture (Siehl Martin 1998). With more emphasis being placed on organizational culture, it is important to understand the appeal of this concept and examine its impact on management within the organization. This study thus explores on the concept of organizational culture and examines its impact on management style. This will involve identifying one associated mode or theory and evaluating or determining the extent to which the chosen model plays a part in defining the style of management. In this regard, Hofstede’s ideas will form the basis of our analysis of organizational culture. WHAT IS..â€Å"CULTURE†? The term culture has been given varied set of definitions by various scholars. Kroeber Kluckholn (1952), for example, defined culture as consisting of patterns of behaviour acquired and transmitted through symbols, and which constitute distinctive achievement of human groups including their embodiment in artifacts. Hofstede (1980), on the other hand, defined culture as the collective programming of the mind which differentiates members of one human group in the society from the rest. While Symington (1983) defined it as a complex whole which include belief, knowledge, morals, art, customs, capabilities and habits acquired in the society. These definitions suggest culture to consist of a set of value systems that are shared equally by members in the society and which binds people together. With the above conceptualization of culture, we can now define what we mean by organizational culture. ORGANIZAITONAL CULTURE Organizational culture can simply be defined as a set of values, assumptions and beliefs that define the behaviours and style of management in an organization (O’Reilly et.al, 1991). There are three main sources of influence believed to interact to create organizational culture. These are the beliefs and values held by the leaders of the organization, the characteristics of the industry in which the organization is within, and the broader society in which the organization operates (O’Reilly et.al, 1991). The most influential model used by management researchers and which has formed the basis of most analyses of organizational culture is Hofstede’s model. While most noted for his groundbreaking work on dimensions of national culture, Hofstede also identified six dimensions of organizational culture which can be used in defining the style of management in an organization. Process oriented vs goal oriented The process oriented vs result oriented dimension is concerned with the effectiveness of the organization. A key feature of a process oriented culture is the means or rather the way in which work has to be conducted. While in a result oriented culture, emphasis is placed on the goals of the organization. That is, employees are primarily out to achieve specific organizational goals even if the risks involved are substantial (Hofstede 2001). Parochial vs professional This dimension reflects the internal and external frame of the organization (Hofstede 2001). In a local culture the identity of the employees is with the immediate manager. Hence employees within this culture are internally focused and directed and there is also a strong social control. The converse is true in a professional culture where the identity of the employees is largely determined by the profession and content of the job. Open system vs closed system The open system vs closed system dimension reflects the communication climate of the organization (Hofstede 2001). For an open system, new employees are welcomed and there is the belief that everyone fits well in the organization. While for a closed system, it is difficult to join and it is believed that only a certain kind of individuals may fit in the organization. Employee oriented vs job oriented This dimension relates to the management philosophy in the organization. In an employee oriented organizational culture, concern is mainly on employee satisfaction. The staff members feel that their own personal problems and welfare is taken into account by the organization. While for a job oriented organizational culture, work is characterized by heavy pressure to perform the specific task at the expense of the employee (Hofstede 2001). Tighter control vs loose control This dimension relates to structuring, control and discipline in the organization. A tight control culture is characterized by seriousness and punctuality while the features of a loose control culture are casual and improvisation (Hofstede 2001). Examples of organizations that are often found within tighter controls are banks and pharmaceutical companies while those found in loose control are research laboratories and advertising agencies (Hofstede 2001). Normative vs pragmatic This dimension reflects on the methods employed by organizations when dealing with the environment in general and customers in particular. It describes the level of â€Å"customer oreintation†. Pragmatic cultures are flexible and more market driven while normative cultures are rigid and often emphasize on following applicable laws and rules (Hofstede 2001). Hofstede labeled organizations involved in the sale of services as pragmatic while those engaged in application of laws and rules as normative. CRITICISMS OF HOFSTEDE’S MODEL Hofstede’s ground breaking work on culture has indeed provided valuable insights into the management styles and dynamics of cross cultural relationships. However, his highly influential findings have not been without criticisms. A number of academics have discredited his work in part or whole. Critics have argued that survey was not an important instrument that could be used in accurately determining and measuring the culture of organizations (Jones 2007). A survey of a set of limited questions certainly cannot adequately and comprehensively provide an in-depth understanding of culture of an organization. In response to this criticism, Hofstede argued that survey was one method and certainly not the only method that was used. Hofstede’s model has also been criticized on the basis that the five or six dimensions did not provide sufficient information about cultural differences (Jones 2007). In this regard, Hofstede agreed that his analysis was too narrow to credibly argue for the universal validity and sufficiency of the six dimensions of organizational culture that he identified. And in fact, suggested for additional dimensions to his original work. He also noted that some of the six dimensions that he identified may be less useful when analyzing other types of organizations in other countries (Jones 2007). A third criticism is that Hofstede’s work is seen as outdated, especially with the rapid changes in the global environment (Jones 2007). This critique has further been put forward by Holden (2002) who points out that the data used by Hofstede in his dimensions of organizational culture seem to have been gathered over 30 years ago and is therefore no longer applicable to the modern day world. In response to this criticism, Hofstede (1998) pointed out that a number of recent replications had confirmed his findings. Hofstede’s model is also criticized on grounds of his one company approach. Hofstede’s analysis supposed that a single IBM organizational culture could be used to make inferences about the entire world wide organizational cultures (Jones 2007). A study fixated on one company certainly cannot be used to make inferences about the entire world wide organizational cultures. The validity of his dimensions of organizational culture has thus been questioned and his model considered to be non-comprehensive as the study was based on data collected from a single company using questionnaires that lacked academic foundation. Critics have also argued that Hofstede failed to recognize the diversity in his analysis of IBM culture (Jones 2007). He ignored extensive literature which suggested that there were multiple, dissenting and emergent cultures in an organization. If we are to ignore the assumption of a single culture in IBM and acknowledge the diversity in culture at IBM, then his analysis is likely to collapse. After years of publication of his analysis on organizational culture based on the IBM survey data, Hofstede begun to acknowledge the presence of cultural diversity within and between units in the same organization. However, despite recognizing flaws in his work, Hofstede fails to admit error or weakness in his analysis. Accepting that organizations had multiple cultures as opposed to his assumption of a single culture would seem to undermine a crucial part of his analysis. ARGUMENTS IN FAVOUR OF HOFSTEDE’S MODEL Despite these criticisms, Hofstedes work is widely acknowledged and used by many scholars and practictioners due to its mainly appealing attributes. Sondergaard (1994) noted that hofstede’s analysis on corporate culture received 1,036 citations in comparison with another highly regarded study by Miles Snow (1978) which only received 200 citations. Moreover, a number of researchers have replicated Hofstede’s study including Trompenaars Hampden-Turner (1997). Some of the strengths that have enabled it to be used as the basis of most research analyses include: Relevance: – Hofstede’s discoveries came at a time when there was very little known about culture and businesses were just globalizing and were in need of advice (Jones 2007). Hofstede’s framework exceeded this demand and became widely accepted by many scholars and practitioners. His work offered guidance to managers who were expanding their businesses as cultures were clashing and creating difficulties (Jones 2007). Rigour – Hofstede model is based on a rigorous research design with systematic data and is built on a coherent theory (Jones 2007). Simplicity: – Knudsen Loloma (2007) argues that hofstede’s model has remained influential and successful due to its simplicity of appliance. His analysis of culture offered a simple way of understanding organizational culture. The six dimensions that define organizational culture put forth by Hofstede made it easier for managers and researchers to understand corporate culture without the need of expert knowledge. Relative accuracy: – strength of Hofstede’s model is also reflected in its level of accuracy. Majority of the replications conducted by other researchers have confirmed Hofstede’s findings. Four replications have concurred fully with Hofstede’s findings while fifteen showed partial confirmation (Jones 2007). Moreover, Hofstede’s framework has become very influential in management studies and is most widely cited in social sciences. His work remains instrumental in the implementation of various business systems in organizations including entrepreneurial behaviour, workgroup performance and dynamics, leadership styles, participative management and management control systems among many others (Jones 2007). A CASE STUDY OF SONY ERICSSON In order to explore on the extent to which hofstede model plays a part in defining management style, we will conduct a case study of Sony Ericsson, a joint venture between Sony and Ericsson. Sony Ericsson has its headquarters and all of its management based in the UK. The firm aims at becoming the most innovative and attractive mobile brand globally (Cooper Ross 2007). ORGANIZATIONAL CULTURE IN SONY ERICSSON Organizational culture has long been acknowledged as an important factor for driving behaviour, decision making and shaping management style at Sony Ericsson. With regard to the rules and procedures, Sony Ericson follows a certain procedure laid down by the firm (Cooper Ross 2007). While it is not a requirement for employees to follow strict dress code and office timings, it is mandatory for employees at Sony Ericsson to abide by the business ethics and code of conduct (Cooper Ross 2007). Since the firm does not follow a strict dress code and office timings, it can be concluded that the organization employs a loose control culture. With regard to employee evaluation and performance, the staffs at Sony Ericsson are not differentiated on their individual performance and are allowed to participate in decision making except at the higher level which requires the executive management team only (Cooper Ross 2007). Sony Ericsson’s corporate culture is also more employee oriented with managers more concerned on the welfare and employee satisfaction. Sony Ericson’s organizational culture is also very professional as employees are subjected to scrutiny checks prior to their appointment to ensure that individuals hired are competent and have a certain level of experience deemed necessary for the position (Tayeb 2001). With regard to normative and pragmatic approach, the firm is seen in between, as its organizational culture is both normative and pragmatic oriented. While Sony Ericsson focuses on meeting customer and market needs, the firm also adheres to certain rules and guidelines in meeting these needs (Tayeb 2001). Clearly, Hofstede’s model plays a significant part in defining the management style and organizational behaviour at Sony Ericsson. CONCLUSION There is no doubt that Hofstede’s model is one of the most widely acknowledged and used piece of research. His ground breaking work on culture has indeed provided valuable insights into the management styles and dynamics of cross cultural relationships as evident in Sony Ericsson. A number of academics have however discredited his work in part or whole. Although Hofstede’s work on culture has been heavily criticized on grounds of his one company approach, survey methodological approach, and for fewer dimensions and his assumption of a single organizational culture; majority of his findings have had remarkable effect on practitioners and researchers and continue to guide multi-national practitioners into the â€Å"global† future. While there is a high level of controversy in his analysis of culture, there is no doubt that his study is one of the most influential in the analysis of organizational culture. REFERENCE Hofstede, G., 2001. Culture’s consequences. 2nd edition. Thousand Oaks, CA: Sage publications Hofstede, G., 1998. â€Å"Attitudes, Values and Organizational Culture: Disentangling the concepts.† Organization Studies 19(3): 477. Hofstede, G., 1980. Culture’s Consequences: International differences in work-related values. Beverly Hills, CA: Sage Publications. Hofstede, G., Neuijen, B., Ohayv, D. D., and G. Sanders, 1990. â€Å"Measuring Organizational Cultures: A Qualitative and Quantitative Study across Twenty Cases†. Administrative Science Quarterly, 35(2), 286-316. Holden, N., 2002. Cross-Cultural Management – A Knowledge Management Perspective. Harlow: Prentice Hall. Jones, M.L., 2007. Hofstede – culturally questionableOxford, UK. Kroeber, A. L. and C. Kluckhohn, 1952. Culture: A critical review of concepts and definitions. Cambridge, MA: Harvard University press Knudsen Loloma, 2007. The consequences of â€Å"culture’s consequences†. A critical approach to culture as collective programming applied to cross-cultural crews. Journal of Maritime Affairs. Vol . 8 (2), pp.105 -121 Miles, R and C. Snow, 1978. Organizational Strategy, Structure, and Process. New York, NY: McGraw-Hill. O’Reilly, C., Chatman, J., and D. Caldwell, 1991. â€Å"People and organizational culture: A profile comparison approach to assessing person-organization fit†. Academy of Management Journal, 34:487-516. Rose, R., 2008. Organizational culture as a root of performance improvement: research and recommendations. Contemporary management research. Vol.4, p. 43-46 Schein, E., 1999. The corporate culture survival guide. San Francisco: Jossey Bass. Schwartz, S.H., 1994. â€Å"Beyond individualism/collectivism†. In: Kim, U., Triandis, H.C. et al. (eds) Individualism and Collectivism: Theory, Method, and Applications: Vol. 18, Thousand Oaks, CA, Sage Siehl, C. J. Martin, 1998. â€Å"Measuring Organizational Culture: Mixing Qualitative and Quantitative Methods†. In: Jones, M.O, et al. (eds), Inside Organizations: Understanding the Human Dimension, Newbury Park, CA, Sage Publications, pp.79-103. Sinha, 2000. Patterns of work culture. Sage publications Sondergaard, M., 1994. â€Å"Hofstede’s consequences: A study of reviews, citations and replications.† Organization Studies 15(3): 447. Symington, J. W., 1983. Learn Latin America’s Culture. New York Times. Tayeb, M. H., 2001. International Business Partnership. New York: Palgrave. Trompenaars, F. and C. Hampden-Turner, 1997. Riding the waves of culture: understanding cultural diversity in business. London, Nicholas Brearley. How to cite Hofstede’s Model Of Organisational Culture, Essay examples

Advanced Practice Nursing- Delirium in Adult Hospitalized Patients

Question: Discuss about the Advanced Practice Nursing- Delirium in Adult Hospitalized Patients. Answer: Story about acute onset delirium in critically ill-hospitalized ICU patient This story is involved with a patient named John Simons who is suffering from dementia and has been admitted to the ICU two weeks ago. He stays with his wife and a son who is married and lives in the other city (Lee et al., 2013). The patient was known already to the societal services with a package of care already in position, so the doctors thought that the procedure of discharging the patient would be uncomplicated. The initial interdisciplinary meeting was arranged without informing his wife or son. When his son insisted the doctors and the other staff of the hospital to rearrange the meeting, they agreed for the same. After that the care of patient started in a proper way (Barr et al., 2013). The patient cannot be left unsupervised because he was not able to do anything by his own and the family had a feeling that he needs a high quality of care. He had a risk of dehydration, malnutrition and was prone to persistent infections. The doctors were not able to arrive at a conclusion regarding whether John was permitted to continuing healthcare and what is the best form of treatment for him. Then began the next battle, in which the care package of the patient had to be arranged by means of the team of social services of the hospital that meant that the patient could no longer be provided with the care, which he had been using since two years. The patient had the same carer who used to take care of him since two years. She had become familiar with the patient (Ryan et al., 2013). The community nursing team made a last attempt to obtain to get continuing funding for healthcare for the patient and he died before they turned him down. The family members of the patient said that the team of community nursing visited him one in a day to change the pump and the day sitter for the last two days was the health involvement to the care of the patient. The question in front of us is that why an individual at the last part of his/her life have to pay his/her own expenses for dying at residence (Fick et al., 2013). Best Practice Guideline (BPG) The development of this best practice guideline addresses the questions how to deal with the patients who are above 65 years and are critically ill as well as hospitalized in the ICU (Intensive Care Unit). This guideline focuses on the following: Recommendations for practice: The nurses are directed to guide practice concerning the strategies for caregiving for the older adults with delirium Educational recommendations: focused on the organizations and educational institutions in which the nurses work in order to support its execution Policy and organization recommendations: focused at the settings of practice and the environment to smooth the progress of nursing practices Indicators of monitoring and evaluation (Ward, 2015). It is recognized that the individual capabilities of the nurses differs between the nurses and across the nursing professionals categories and are based the critical analysis, knowledge, attitudes, skills and decision-making ability which are improved eventually by education and experience (Salluh et al., 2015). Since the strategies associated with the care for delirium are based on accurate assessments of screening of all these conditions, the panel of development for this guideline recommends the execution and accomplishment of this guideline in combination with the Registered Nurses Association of Ontario, best practice guideline entitled screening for delirium in the older adults. In spite of the high occurrence and unconstructive outcomes, delirium=m in the ICU is not detected and therefore remains untreated in the patient scores. For several years, delirium has been considered as a benign problem by the teams of medical and critical care nursing (Khan et al., 2012). A delirium goes undetected by the doctors as well as the nurses in more than 68% of the patients in the ICU due to the absence of a validated tool. This guideline underlines the necessity for the organized utilization of the standardized tools for assessment, which is in collaboration with the recommendations from the national and the internal guidelines. These tools are essential for the detection of delirium that might otherwise are not detected and therefore untreated. Two tools with robust dependability and validity are the Intensive Care Delirium Screening Checklist (ICDSC) and Confusion Assessment method (CAM) for the ICU. Both of these tools have a high accurateness and constructive compliance and needs minimal education (Inouye et al., 2014). References Barr, J., Fraser, G. L., Puntillo, K., Ely, E. W., Glinas, C., Dasta, J. F., ... Coursin, D. B. (2013). Clinical practice guidelines for the management of pain, agitation, and delirium in adult patients in the intensive care unit.Critical care medicine,41(1), 263-306. Fick, D. M., Steis, M. R., Waller, J. L., Inouye, S. K. (2013). Delirium superimposed on dementia is associated with prolonged length of stay and poor outcomes in hospitalized older adults.Journal of hospital medicine,8(9), 500-505. Inouye, S. K., Westendorp, R. G., Saczynski, J. S. (2014). Delirium in elderly people.The Lancet,383(9920), 911-922. Khan, B. A., Zawahiri, M., Campbell, N. L., Fox, G. C., Weinstein, E. J., Nazir, A., ... Boustani, M. A. (2012). Delirium in hospitalized patients: implications of current evidence on clinical practice and future avenues for researcha systematic evidence review.Journal of hospital medicine,7(7), 580-589. Lee, E. A., Gibbs, N. E., Fahey, L., Whiffen, T. L. (2013). Making hospitals safer for older adults: updating quality metrics by understanding hospital-acquired delirium and its link to falls.The Permanente Journal,17(4), 32. Ryan, D. J., O'Regan, N. A., Caoimh, R. ., Clare, J., O'Connor, M., Leonard, M., ... Meagher, D. (2013). Delirium in an adult acute hospital population: predictors, prevalence and detection.BMJ open,3(1), e001772. Salluh, J. I., Wang, H., Schneider, E. B., Nagaraja, N., Yenokyan, G., Damluji, A., ... Stevens, R. D. (2015). Outcome of delirium in critically ill patients: systematic review and meta-analysis.bmj,350, h2538. Ward, C. W. (2015). A decision tree model for postoperative pain management.Urologic nursing,35(5), 251-257.

Aliens Essays (3884 words) - Ufologists, Unidentified Flying Object

Aliens -- Copyright Information -- ? 1999 SIRS Mandarin, Inc. -- SIRS Researcher Spring 1999 Title: Scientists: UFO Reports May Be Worth Evaluating Author: Michelle Levander Source: San Jose Mercury News (San Jose, CA) Publication Date: June 28, 1998 Page Number(s): n.p. --------------------------- SAN JOSE MERCURY NEWS (San Jose, Calif.) June 28, 1998, n.p. (c) 1998, Knight-Ridder Newspapers. Distributed by Knight-Ridder/Tribune Information Services. SCIENTISTS: UFO REPORTS MAY BE WORTH EVALUATING by Michelle Levander Mercury News Staff Writer For more than 50 years, UFO investigators have scoured the skies for signs of alien life--completely snubbed by the scientific community as cranks. But today, in the first independent scientific review of UFO evidence in nearly 30 years, scientists gave a faint nod in their direction by concluding that it might be worthwhile to evaluate UFO reports, marking a major and important shift in the eyes of some UFO investigators. What we need are more scientists looking at this area if we are going to get answers, said Peter Sturrock, the Stanford University physicist who convened the international panel of skeptical scientists. Sturrock assembled the group after being approached by New York philanthropist Laurance S. Rockefeller, the grandson of John D. Rockefeller and someone who reportedly has a longstanding interest in UFOs and psychic phenomena. Sturrock, whose Society for Scientific Exploration promotes the examination of ideas outside the scientific mainstream, hopes the panel's review of UFO reports, to be published today in the alternative Journal of Scientific Exploration, spurs more solid research in the arena. To be sure, after a rare meeting between scientists and UFO investigators, the scientific panel remained skeptical. Nevertheless, they said the scientific community's refusal to even entertain the analysis of such information has been counterproductive. The history of Earth science includes several examples of the final acceptance of phenomena originally dismissed as folk tales, such as meteorites and sprites, the report says. It may therefore be valuable to carefully evaluate UFO reports to extract information about unusual phenomena currently unknown to science. One UFO investigator was pleased with the findings. OPENNESS, EVIDENCE Mark Rodeghier, of the Center for UFO Study in Chicago, interprets the panel's greater openness as an important step to bring the world of science--which demands empirical evidence-- closer to that of UFO observers, some of whom believe they now know what aliens do during human abductions. Taking a break from the national Mutual UFO Network conference, Rodeghier said, It would be extremely important for us to know if aliens are visiting the Earth surreptitiously. I didn't expect in five days that they would change their mind completely. I think it's sufficient that they say the subject deserves study. For its review, the panel examined evidence such as a 1981 photograph of a silvery oval-shaped object set against the blue sky, taken in British Columbia--the photographer swears it was not a trick photo of a frisbee--and a 1965 report by two French submarine crews in Martinique of a large luminous object (that) arrived slowly and silently from the west, flew to the south...and vanished like a rapidly extinguished light bulb. The last time scientists took a serious look at UFOs was in 1968, when Dr. Edward U. Condon, director of the Colorado Project, undertook a two-year study sponsored by the Central Intelligence Agency and the U.S. Air Force. His dismissive conclusion: Nothing has come of the study of UFOs in the past 21 years...and further extensive study of UFOs probably cannot be justified... Already some of this panel's scientists are steeling themselves for ridicule from peers. I haven't gone around and advertised I've done this. I thought I'd wait until our report came out and then let them take their jabs then, said Thomas Holzer, senior scientist at the National Center for Atmospheric Research. Still, he adds, he shares the panel's view that more openness is needed. NATURAL PHENOMENA Some UFO reports, the scientists concluded, could be explained by rare natural events such as sprites, or what appear to be huge sheets of light moving upward from cloud decks caused by electrical activity high above thunderclouds. Unusual radar patterns that UFO investigators interpret as flight patterns of alien craft are likely radar echoes caused by refraction in the atmosphere, said panel member and Stanford professor Von Eshleman, who studies the structure of the atmosphere through experiments on U.S. space missions. And, the scientists said, some in their community may be more

The World Goes Bang Band BOOM essays

The World Goes Bang Band BOOM essays ~recited by Japanese Emperor in 1945 On August 6, 1945 at 8:15am history was made. The first atomic bomb called "Little Boy" was dropped in Hiroshima, Japan. Again on August 9 a second bomb was dropped on Nagasaki, Japan. Hundreds of thousands of people died. With hundreds of thousands more injured. These days of radioactive heat rays of more then 3000 degrees Celsius instantly burning skin, bulldozing houses and even evaporating human existence was not needed to win war over Japan, nor should it have been. Causing a constant flow of deaths either instantaneously, or through untreatable radiation poison, these bombs were not needed. Creating cancer, leukemia, mental retardation, chromosomal "aberrations" and other lingering abnormalities, these bombs were not needed. Over 50 years later still having an operational 170 bed A-bomb hospital filled with continual suffering, these bombs were not needed. There is questions about this incident that have been asked around the globe for centuries, "Should the United States had dropped the Atomic bomb on Japan? Was it really necessary? Did they have to drop two? Did they have proper motives?" And more. A constant phrase comes up in all books, documents, and diaries regarding the decision to drop the A-bomb, that is that their main justification for using this weapon was, "to help save American lives in the Japanese war." However, what the US didn't consider was how the rest of the world including the American people, would accept use of this deathly device and if in fact their motive would actually be justified. Which most facts point to no. ~*~ Japan had officially gone to war shortly after they made their alliance with Germany in June 1941. This action caused the US, England, Netherlands, Philippines, and New Zealand to set an embargo on all goods for Japan leaving them without a drop of oil and other goods. At first this did not have much effect on the Japa...

Fictional hospitality operation -wedding event company- Essay

Fictional hospitality operation -wedding event company- - Essay Example Everything is designed with you, making certain your wedding day is truly individual. Our chefs are talented, unique, flexible and happy to meet the growing and personalized demands of each client. In 5 years, B & G will have a large network of customers in the neighboring regions with high exposure through a number of advertising techniques and through customer referrals. B & G will be a recognised events venue with a large clientele base and more function halls to accommodate for increasing customers. We make full custom packages for any budget - we even offer free wedding advertising through web or through media such as billboards, flyers, television, newspaper ads and radio. Advertising campaigns and websites for B & G have been made to assist the owner in becoming a known and distinguished wedding reception business. We evaluated the strengths, weaknesses, opportunities and threats involved in our wedding planning venture. A SWOT analysis can help establish a current position, and helps analyze reasons for the position of the firm. The prime function of the business is providing great service for own clients. Putting a smile on people’s faces is definitely important to our business, as gaining consumer loyalty and trust is very important, which is exactly outlined in the firm mission statement. These include: improve rostering and scheduling processes of arranging staff; use latest technology to help business perform different functions; finance; improve management accounting and reports for simple decision making; strategic goals; etc. The third objective that B & D wishs to complete relates to the staff members and keeping all employees happy and motivated. To keep all employees motivated, loyal to the firm and to keep working to the best of ones ability our company must provide the staff with monetary and non-monetary benefits. This strategy will work by using these benefits to ensure that the workplace is

Reading Responses of Long Day's Journey Into Night by O'neill, Essay

Reading Responses of Long Day's Journey Into Night by O'neill, Copyright 02 - Essay Example Most prominent in the book is the theme of addiction and drug abuse. The man of the family, James Tyron, is a worried man about his sons and wife. Mary, the wife is nursing morphine addiction as Edmund and Jamie struggle with alcohol addiction. In addition to these struggles, James has financial problems despite being a considerably wealthy man. All his wealth is tied up in assets. These tribulations befalling a man at the same time would make the strongest of men to crumble. Further, Tyron’s family is in chaos with itself. Everyone has problems and no one is willing to take responsibilities for anyone’s muddle. Act II begins as Jamie and Edmund taunt each other over stealing their father’s liquor. The two sons steal their father’s wine and top it up with water so that their father does not realize. Jamie is suspicious over everything. Edmund has an involving task of supervising his mother not to resume abusing morphine despite his addiction. He cares for his mother and is worried about her condition despite himself. Edmund is reluctant to take a test to ascertain his health condition for the fear of traumatizing his mother. He suffers but perseveres it for his mother’s sake. He says: promise not to worry yourself sick and to take care of yourself (ONeill, 23). O’Neill’s work is full of tension. James’s house is full of suspicion. In Act II, Edmund accuses his brother of being suspicious over everything. The characters in the play contribute to the dissonance. Jamie’s suspicion causes tension in the house. He complains that he had been put in the dark for 10 years about his mother’s addiction. He, therefore, trusts no one in the family. To him, everything that goes on is akin to a scheme. Moreover, the two sons are not sure of their mother’s morphine addiction state. When Mary left the main bedroom to go sleep in a spare bedroom due to her husband’s snore, Edmund suspected she was up

EDU 636 DB 5 Research Paper Example | Topics and Well Written Essays - 500 words

EDU 636 DB 5 - Research Paper Example Gagne’s Events of Instruction and Technology The learning environment has undergone massive changes with the integration of technology in the classroom over the past few decades. Schools have gone from mostly pencil and paper based learning to many students having their own laptops in the classroom. This shift has created a need for teachers to understand how to keep their students interested and engaged in the classroom, by presenting information in the most meaningful way. The basic structure for learning events as Gagne presented in his book, The Conditions of Learning, published in 1965, however, have not changed. So it is imperative to make the connection between the learning and teaching tools now available and how best to integrate them into Gagne’s nine events of instruction. To demonstrate this, an in-depth look into the difference between the following will be investigated in accordance with how they tie into Gange’s events of instruction: an instructio nal presentation and an instructional learning module, and an instructional authoring tool and a conventional presentation tool.