The Globalization of Mcdonald’s

Leading the Global Enterprise System Abstract The organization chosen is McDonald’s. McDonald’s is a multibillion dollar corporation that has concurred the fast food industry around the globe. McDonald’s has grow by expanding into new competitive spaces, attaining a complex mixture of financial knowledge, custom understanding, developing material and knowledge assets, to expand the market possibilities and replicating and standardizing their practices to be duplicated in similar markets across the globe.McDonalds as a western corporation had to make adjustments in the way they think and react to situations and customs. This paper will demonstrate how McDonald’s developed an open-mindness on the part of their leadership. Outline and Annotated Bibliography Globalization A. Introduction 1. The globalization of a multi-billion dollar corporation. 2. This paper will provide a guide through a corporation that addresses its western effect on other nations through food. B. Points of discussion 1. Anti-globalization movement against the west. . There are several reasons why leadership fails to support the organization and its goals. 3. Increasing performance through deep change. 4. The Five stage approach competency model. C. Conclusions 1. Lack of leadership coupled with cultural sensitivity can provide success or failure. 2. Further research into developing leadership styles that would support and enhance the service provided in other non western nations. Introduction McDonald’s a multi-billion dollar corporation that utilizes local employees in each community.The mega giant has developed a tier of progression of success as it has an on going development of a component of the corporation’s strategic plan to educate their managers and line level employees. This occurs by developing a nurturing and ever developing environment for its staff. As such, McDonald’s has demonstrated its dedication throughout its globalization a cross the street and around the world through the development of a university designed to teach the managers how to lead. The Hamburger University is designed to teach basic management skills with an emphasis on consumer’s behavior and leadership skills.The university also focuses on restaurant specific skills to operate a specific restaurant in a particular geographic location. The utilization of the university has lead to the development of a global leadership program. In turn it has strengthened the management staff that supports its line workers in an achievement –oriented environment. The employees can meet with their managers to be challenged and empowered to find the solutions. This paper will address the techniques and measured outcomes of the globalization of the multi-billion Dollar Corporation and how it develops the staff through the leadership and training it provides.Culture (from the Latin cultural stemming from colere, meaning â€Å"to cultivate† )[1] generally refers to patterns of human activity and the symbolic structures that give such activities significance and importance. Cultures can be â€Å"understood as systems of symbols and meanings that even their creators contest, that lack fixed boundaries, that are constantly in flux, and that interact and compete with one another†[2] Culture can be defined as all the ways of life including arts, beliefs and institutions of a population that are passed down from generation to generation.Culture has been called â€Å"the way of life for an entire society. â€Å"[3] As such, it includes codes of manners, dress, language, religion, rituals, norms of behavior such as law and morality, and systems of belief as well as the art. (Wikipedia, 2008)) Cultural diversity is explaining the differences between people, such as language, the way they dress and traditions and the way societies organize themselves, their conception of morality and religion, and the way they interact with the environment. (Wikipedia, 2008) Cultural competence refers to an ability to interact effectively with people of different cultures.Cultural competence comprises four components: (a) Awareness of one's own cultural worldview, (b) Attitude towards cultural differences, (c) Knowledge of different cultural practices and worldviews, and (d) cross-cultural Skills. Developing cultural competence results in an ability to understand, communicate with, and effectively interact with people across cultures. Globalization Globalization is defined as the process of social, political, economic, cultural, and technological integration among countries around the world. (Hodgetts, Luthans, Doh) This process has occurred in almost every nation across the globe.Globalization has influenced international interaction of various cultures in order to exchange and educated other parts of the world. This process is designed to trade the culture’s services, ideas and products. Moreover, the enc ouragement of globalization has a significant impact on the political and economic involvement throughout the world. A major influence of globalization is food. Styles of foods are easily globalized throughout the world as each of us is made up of some sort of hybrid of a different culture. It is not uncommon for a grandmother to make a dish from the â€Å"old country† during a festive holiday.The consumption and preparation of the dish in its original ethnic form is what allows the globalization to continue throughout the generations. If changes occur to the originality of the food its cultural beliefs are somewhat diminished. McDonald’s a multi-billion dollar mega corporation decided to go global with the westernized fast food industry into foreign countries. This transformation bought one of the US most beloved foods to other geographical locations and impacted a generation. Most cultures infrequently accepted such a new concept of a food so its introduction was unf amiliar and extremely different.McDonald’s was the first corporation to introduce new eating habits and changes to other nations. As the introduction occurred throughout the world Catherine Schnaubelt wrote in her study that â€Å"McDonald’s has over 1. 5 million franchises in the United States and about half of the total franchises are outside the U. S. in over 120 countries. † As a result of the widespread introduction of McDonald’s the company has demonstrated its willingness to conform to the local culture by the pervasive enhances rather than contaminate its culture.As a result of these enhances McDonald’s has permitted most of the foreign franchises to be locally owned and operated however utilizing the core values of the corporation without creating undesirable affects on the culture. This is called franchising. A franchise is a business arrangement under which one party (the franchisor) allows another (the franchisee) to operate an enterpri se using its trademark, logo, product line, and methods of operation in return for a fee. (Hodgetts, Luthans, Doh) With that said, the individual culture and norms are integrated within the menu.This includes the religious and the culture’s diversity. However, in some nations McDonald’s is viewed as the west and its global movement away from long-established culturally based foods towards the consumption of fast food. This process Americanizes the culture it infiltrates by the restructuring of the local diet at some level. This infiltration is viewed in a negative manner by some and as hip by the younger generation that is exposed to more of American development through movies, music and the internet. Anti-GlobalizationIn 1999 a French farmer named Jose Bove of Brazil ransacked a McDonald’s only to become a hero to anti-globalization. His emergence at anti-globalization gatherings across the world and even in the US has given him overnight fame for his intrepid move in destroying a McDonald’s restaurant. Bove’s aspiration came from the desire to support the local farmers and to stop the destruction of the fields by extracting the goods and mixing them with unhealthy chemicals to enhance the flavor. Eric Schlosser (2002), states that â€Å"By eating like Americans people all over the world are beginning to look more like Americans, at least in one respect.The United States has one of the highest obesity rates of any industrialized nation in the world. † (p. 240). â€Å"As people eat more meals outside the home, they consume more calories, less fiber and more fat. † (p. 241). The introduction of unhealthy foods and eating habits of foreign foods into outside cultures radically affects the traditional culture found in the nation’s foods despite McDonald’s attempt to incorporate the nation’s culture and religious beliefs in the menu. Many Europeans worry about globalization's effects on their fo od from the west.However, the prominent anti-globalization movement is actually a small minority. In fact, a clear majority of Europeans, especially the young, accepts that increasing global economic, political, and cultural exchange can enrich their country and their lives. They believe that a strong European Union can help them take advantage of globalization's benefits while shielding them from its negative effects. Despite the views of others some Europeans believe globalization is what is right for Europe. Leadership Competency ModelThe types of leadership perspectives that McDonald’s incorporates in their management is the Leadership Competency Model. The Leadership Competency Model utilizes a leadership appraisal program. Each organization has its own process and culture to nurture its employees. Some processes often fail as they do not provide ownership to the participants and fail to account for the different cultures, climates, and nuances found in every organizatio n. For effective change to take place you must involve the individuals in the development and implementation of any process.This guide uses a five stage approach for building a competency model: * Stage One – Assemble Focus team and create a list of processes. * Stage Two – Build behavioral indicators for each process. * Stage Three – Categorize the data. * Stage Four – Order each category. * Stage Five – Validate your competency model. The first stage in building a Leadership Competency Model is to assemble a Focus Team composed of a cross-functional mix of first-line leaders, middle leaders, and senior leaders.McDonald’s provides the Leadership Competency Model in conjunction with Hamburger University to develop leadership. Graduates from the university and those who participates in the Leadership Competency Model development of processes are considered the experts practitioners in their field. That is, they should be the finest in their f ields. Using interviews, surveys, observations, including information on how individuals act, think, and feel while doing their jobs and other activities, create a list of the major processes and the requirements needed y leaders to disseminate in the workplace. In Stage Two, the members of the team identify the major behavioral indicators for each competency that must be performed to produce the desired outputs. Going through each competency, list the major behavioral indicators (Skills, Knowledge, attitudes) needed for superior performance (normally two to four). These behavioral indicators need to be: *Future-focused rather than need or problem-focused. * Part of a strategic planning or organizational change process model.In Stage Three, you categorize the data to include a leadership competency list divided into three categories, Core, Leadership, and Professional; with the behavioral indicator listed for each process. The core competencies is required of all individuals within the organization, the leadership competencies are specialty items for managers and supervisors, while the professional competencies are specific for each position. The competency list will insure that the chosen behavioral indicators are really the required skills, knowledge, or attitudes.The method used to organize the competencies is reduced to smaller, more manageable bundles of information that can easily be identified and used throughout the organization. Stage Four provides order to each category. Stage Four allows the identification of importance for each category. This allows the opportunity to discard unnecessary or excessive categories from the list. Stage Five allows validation of the instrument. This can be completed by utilizing duplication through replicating the original results: Replicate the original research results.This is done by obtaining another sample of superior performers, conducting interviews, and deriving a competency model. Creating departmental focus gr oups to allow more people to become involved, while at the same time, giving you less information to accumulate. Structured Interviews/Observation: Perform one-on-one interviews and observations with a random number of leaders throughout the organization to determine which competencies they perform and to get their opinions of which ones are the most important for the execution of their job.In order to develop a program to achieve this goal a strategic understanding and planning need to occur. Understanding motivation, the key to success, relates to the adhered interest and involvement in a goal-oriented task by a member of the team. There are a variety of ways to view what rewards affect learning and behavior in the workplace. Two such ways are intrinsic desires and external controls. Intrinsic desire is the desire of the learner to reach mastery of a skill, as well as situational factors, based on personal desires that drive or motivate the employee.External controls are those tha t are governed by the policies and procedures of the organization. These procedures prevent and/or protect the necessity and essence of the organization. Generally, lack of having available the sources of motivation which are the primary reason to retain an employee with a corporation is divided into two categories; each containing a number of components responding to related strategies. McDonald’s has developed a university to combat poor development within the company. In 1961, Fred turner, a former senior chairman and Ray Kroc’s first grillman founded Hamburger University.The university was developed to provide training that emphasized consistent restaurant operations to include procedures, services, quality and cleanliness. It is the company’s global center for training and leadership development. Currently there are more than 5,000 employees that attend the university each year. Since 1961 more than 80,000 managers, mid-managers and owner/operators have gra duated from the university. Hamburger University was developed to foster the company mission to be the best aptitude in each of its employees.For employees who attend the university the hope is to instill Quality, Services, Cleanliness and Value (QSC;amp;V). Increasing Performance| | | | To attain excellence, an individual, group or organization must care enough about an activity to insist that it fully meets and exceeds the demands of its audience (either internal or external), and this involves a fair amount of risk. (Leslie, J. Velsor, E 1996) McDonald’s utilizes the five stage approach for building a competency model as a means to devise a road map of development for the employees within the company.The utilization of Hamburger University, the five stage approach and grasping the view of the Quality, Services, cleanliness and Value (QSC;amp;V) gives the employees the opportunity to reach for a deep change for success. Leadership and Culture Sensitivity Despite notable pro gress in the overall acceptance of globalization there continues to be continuing disparities in effects of the west emerging into other cultures. The acceptance status among the east and others compared to the U. S. opulation as a whole shows a vast difference in how corporations such as McDonalds can grow globally. In addition, the global system is becoming more challenged as the population becomes more ethnically diverse. Therefore, the future of globalization in areas such as China will be directly impacted by the influence of McDonalds to the social economical environment to provide substantial improvements. Cultural, ethnic, linguistic, and economic differences impact how individuals and groups access and use globalized products.They can also present barriers to effective communication between the leader and the employee if there is a lack of understanding of the language, culture or norms. This is especially true when leader’s stereotypes, misinterpret, make faulty ass umptions, or otherwise mishandle their encounters with employees who are viewed as different in terms of their backgrounds and experiences. The demand for culturally competent leaders in the United States is a direct result of the need for leaders to handle operations that have gone global.The term cultural competence refers to the ability to work effectively with individuals from different cultural and ethnic backgrounds, or in settings where several cultures coexist. It includes the ability to understand the language, culture, and behaviors of other individuals and groups, and to make appropriate recommendations. Cultural competence exists on a continuum from incompetence to proficiency. Cultural sensitivity, which is a necessary component of cultural competence, means that leaders make a significant effort to be aware of and understand the culture in which they work.Cultural competence cannot be achieved through short workshops or classes. A long-term commitment is required to le arn a second language and become familiar with other cultures to deliver an effective service for the ethnically diverse world and the potential and actual cultural factors that affect their interactions with a client. It also means that they are willing to design programs and materials and implement those programs to make recommendations that are culturally relevant and culturally specific. The terms cultural competence and culturally effective and are sometimes used synonymously.Culturally effective training is, indeed, related to cultural competence and cultural sensitivity. However, it goes beyond these concepts in describing the dynamic relationship between leader and employee. Effective communication between leaders and employees may be even more challenging when linguistic barriers exist. Cultural competence is a developmental process that requires a long-term commitment. It is not a specific end product that occurs after a two-hour workshop, but it is an active process of le arning and practicing over time. Becoming culturally competent is discuss than to implement.Individuals working with different ethnic and cultural groups can become more culturally competent by advancing through three main stages: developing awareness, acquiring knowledge, and developing and maintaining cross-cultural skills. Developing cultural awareness includes recognizing the value of the population and its cultural diversity. It also means an honest assessment of one's biases and stereotypes to include limits of their understanding. One can never learn enough about another culture. However, acquiring knowledge about other groups is the foundation of cultural competence.In addition to understanding other cultures, it is essential to understand how different cultural groups view themselves. Knowledge of another culture includes assessments of facts to include relevant norms, values, worldviews, and the practicality of everyday life and how that reflects in the business as a whole . Even though the United States is a pluralistic society, most employers have been trained in a mono-cultural tradition. In addition to this some leaders operate as if ethnic and cultural differences are insignificant.Cross-cultural skills are developed through formal training, informal interaction and experience. Organizational Responsibilities It is important for leaders to articulate a commitment to cultural competence and to initiate cultural-competence initiatives. Many companies receive social and legal pressures to do this from different segments of the cultures they impact. The development of professional preparation programs can play a significant role in providing the knowledge and skills for culturally competent leaders.These programs can provide on the job training and other formats developed with the sole purpose of addressing cultural competence and/or cultural sensitivity. They also can provide specific educational components on cultural competence and/or cultural sen sitivity within the program. Trainings and in house development of skills is one thing but leaders need to go beyond educating their employees and providing workshops on cultural sensitivity they must also change institutional policies and procedures.This can be done by constant review and ongoing development of the skills needed. Steps to Becoming Culturally Competent Developing Awareness * Admitting personal biases, stereotypes, and prejudices * Becoming aware of cultural norms, attitudes, and beliefs * Valuing diversity * Willingness to extend oneself psychologically and physically to others * Recognizing comfort level in different situations Acquiring Knowledge * Knowing how your culture is viewed by others * Attending classes, workshops, and seminars about other cultures * Reading about other cultures Watching movies and documentaries about other cultures * Attending cultural events and festivals * Sharing knowledge and experiences with others * Visiting other countries before placement. Developing and Maintaining Cross-Cultural Skills * Making friends with people of different cultures * Establishing professional and working relationships with people of different cultures * Learning another language * Learning verbal and nonverbal cues of other cultures * Becoming more comfortable in cross-cultural situations * Assessing what works and what does not Assessing how the beliefs and behaviors of the cultural group affect the client or family * Learning to negotiate between the person's beliefs and practices and the culture of your profession * Being more flexible * Attending continuing education seminars and workshops * Learning to develop culturally relevant and appropriate programs, materials, and interventions * Learning to evaluate culturally relevant and appropriate programs, materials, and interventions * Ongoing evaluation of personal feelings and reactions Overcoming fears, personal biases, stereotypes, and prejudices *Developing and implementing a st rategy to recruit, retain, and promote qualified, diverse, and culturally competent administrative, and support staff * Promoting and supporting the necessary attitudes, behaviors, knowledge, and skills for staff to work respectfully and effectively with patients and each other in a culturally diverse work environment * Developing a comprehensive strategy to address culturally and linguistically appropriate services, including strategic goals, plans, policies, and procedures * Hiring and training interpreters and bilingual staff Providing a bilingual staff or free interpretation services to customers and employees with limited English skills * Translating and making available commonly used educational materials in different languages * Developing structures and procedures to address cross-cultural ethical and legal conflicts, complaints, or grievances. While cultural competence has increased significantly, there is still much to be done on the personal, organizational, and societal levels. Education and training to enhance the ability of a culturally effective leader must be integrated into lifelong learning.Through these activities, current and future leaders will be prepared to meet the needs of cultures from across the street and around the world. Conclusion In conclusion, globalization through the fast food industry has allowed the west to develop in other countries. McDonalds has been a dominating force in the immergence of western culture. The globalization within the food industry is not always received warmly by everyone in other nations. The fast food industry offers food items that change or may violate religious or cultural beliefs.However, McDonald’s has taken extreme efforts to develop a corporation that offers education and training to all of the employees. This training gives each restaurant the opportunity to develop within the five stage model utilized for leadership. By allowing restaurants to be locally owned by other nations through franchising allows for community owned companies. This thus allows them to drive changes in the menu to support the traditions and religious beliefs. With local owned restaurants it’s difficult to believe that there would be any resistance through anti-globalization.Anti-globalization only impedes global progress and can cause significant economic issues. McDonalds as a global leader has been successful in the development of its staff and support in the community.References | | Kaye, B and Jordon-Evans (1997) Love’em or Lose’em: Getting Good People to Stay O’Hagan, K. (2007) â€Å"Social Work Practice: â€Å"A Practical Guide for Professionals. † Jessica Kinglsey Publishers, 15 – 19 Northouse, P. (2007) Leadership Theory and Practice Sage Publications. Hodgetts, R. , Luthans, F. Doh, J (2006) â€Å"International Management† Culture, Strategy, and Behavior. | | Quinn, R. (1996) Deep Change: Discovering the Leader Within Taylor, J. ;am p; Riess, M. (1989). A field experiment of â€Å"self-serving† attributions to valenced causal factors. Personality and Social Psychology Bulletin, 15, 337-348. Leslie, J. Velsor, E (1996) A Center for Creative Leadership: a Look at Derailment Today: North America and Europe Mann, R. D. (1959). A review of the relationships between personality and performance in small groups. Psychological Bulletin, 56, 241-270. Ekvall, G. , ;amp; Arvonen, J. (1994). Leadership profiles, situation and effectiveness. Creativity and Innovation Management, 3, 139-161. McCall, M. W.. , Jr. ;amp; Lambardo, M. M. (1983). Off the track: Why and how successful executives get derailed. Greensboro, NC: Center for Creative Leadership. Eric Schlosser (2002). Fast Food Nation American Academy of Pediatrics (1999). â€Å"Culturally Effective Pediatric Care: Education and Training Issues. † Pediatrics 103:167–170. Chin, Jean Lauu (2000). Culturally Competent Health Care. † Public Health Report 115:25–33 Kumanyika, Shiriki, and Morssink, Christian (1999). â€Å"Working Effectively in Cross-Cultural and Multicultural Settings. † In Nutrition and the Community, 4th edition, ed. Anita Owen, Patricia Splett, and George Owen. Boston: WCB McGraw-Hill. Internet Resource Office of Minority Health. â€Å"Assuring Cultural Competence in Health Care: Recommendations for National Standards and an Outcomes-Focused Research Agenda. † Available from <http://www. omhrc. gov/clas>

Is Bottled Water Safer than Tap Water?

The question on whether on whether bottled water is safer for drinking than tap water is marked with many controversies and therefore it is a subject of discussion. This paper seeks to discuss reasons as to why bottled water is not safer than tap water. The National Resource Defense Council confirmed that the rules regulating bottled water were not sufficient to guarantee the people’s safety. The food and drug administration was responsible for the bottled water at national levels and allowed carbonated water (NRDC, 2008).Further to this, bottled water is not often tested for bacterial or any other contamination and this creates loop holes for unsafe water to be bottled. Bottled water has been confirmed by the Natural Resource Defense Council (NRDC) through a four year research review to be not necessarily safe. This research study was inclusive of the safety standards that regulate the bottled water industry in comparison with the national rules governing the tap water.The NR DC after carrying out test on over 1000 bottles come to the conclusion that a reasonable percentage of all bottled water was just tap water, which was not treated (NRDC, 2008). The fact that different water bottling companies exist and carry their bottling procedures differently need to be appreciated right at the beginning of this paper otherwise its content could be generalized unnecessarily. This is because as per the National Resource Defense council, some companies’ product was found to satisfy the safety rules but others proved to be contaminated by harmful chemicals which were put with an aim of improving test.Research studies have shown that plastic bottle which are commonly used for bottling water have some chemicals which can disassociate and leach into the water. These chemicals are known to affect testosterone which is a vital hormone in human beings. References Natural Resource Defense Council. (2008). Bringing Safe Water to the World. Retrieved August 11, 2010, from http://www. nrdc. org/international/safewater. asp

Louis XIV and the Greatness of France by Maurice Ashley

For all of his foibles and eccentricities, King Louis XIV of France stands in history as an important and effective leader in 17th century France.   His impact on the course of French history is undeniable, and the story of his life and rise to power is fascinating to study.   One of the pivotal works on Louis XIV in the last several decades is â€Å"Louis XIV and the Greatness of France† by Maurice Ashley.   In this book review, Ashley’s work will be discussed within the historical context of 17th century France in an effort to better understand Louis XIV and the writing of Ashley himself. Overview of the Work Maurice Ashley, in writing â€Å"Louis XIV and the Greatness of France† created a work that is rich in historical details about the life and rule of the man who would come to be known throughout history as The Sun King (Ashley, 1965), combined with literary techniques and contemporary viewpoints, which will be presented in subsequent portions of this review. The work takes a biographical format, beginning literally with the conception of Louis XIV and following the course of his life and monarchy to its conclusion, and ultimately, discussing how France continued forward after the end of his life and reign.   In retrospect, Ashley’s book has come to be known as one of the pivotal modern writings about The Sun King as well as a highly regarded historical record. The Use of Descriptive Language in the Work Interestingly, Ashley uses vivid descriptive language to bring Louis XIV to life for the reader by describing his physical, emotional and monarchical presence, written in the third person.   In doing this, the reader is able to relate to Louis XIV as a character in the drama of French history, rather than just as a statistic or footnote to history.   Because of this, one gains additional insight into the psyche of the king, and can better evaluate his decisions and rule. A perfect example of personal information about Louis XIV comes in the form of a direct quote form deMotterville, one of Louis XIV’s contemporaries, when he observes: â€Å"I often noticed with astonishment that in his games and amusements, the king never laughed† (Ashley, 1965, p. 11).   The text is full of such quotes, which make the book more understandable and enjoyable. Central Theme of the Work If a central theme were to be assigned to Ashley’s book, it would be absolute power, or as historians would describe it, Absolutism, which is to say that Louis XIV sought to hold control of all of the government of France, which went against the parliamentary systems that other nations were adopting during this time (Ashley, 1965).   The author makes an excellent point when he implies that Louis XIV’s rule, which ran contrary to the popular opinion of the world at that time, did not continue despite France’s greatness, but because of it.   Not even an autocrat like Louis XIV could destroy the French empire. Use of Contemporary Viewpoints Ashley wisely utilized commentary from his contemporaries to add depth to â€Å"Louis XIV and the Greatness of France†.   By including modern leaders such as Winston Churchill as part of the book, Ashley cleverly brought hundreds of years of history into the modern arena of thought, again helping the reader to better understand Louis XIV in a present-day context. Summary In closing, what should be noted about Maurice Ashley’s â€Å"Louis XIV and the Greatness of France† is that the author wove literary technique and solid facts to create and informative and entertaining work that has withstood decades of scrutiny to become one of the pivotal works about this formative period in the history of France. References (Ashley, 1965) (Ashley Maurice 1965 Louis XIV and the Greatness of France)Ashley, Maurice (1965). Louis XIV and the Greatness of France. New York: Free Press.      

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Emotioonal intelligence - Assignment Example There is a great deal of education about social and emotional effectiveness but many other factors and traits of personality are better predictors of success; skills, dispositions, and tendencies. It is thought possible to increase emotional knowledge and improve social and emotional functioning and because of the popularity of the thought many have sought to do though it does not necessarily make a vast difference in one’s life and the other factors are still thought more important in the overall patterns of one’s life. Emotional knowledge needs much more research before it can conclusively be depended on to change or enhance one’s patterns of success or interpersonal effectiveness. Jack Mayer believes that you cannot teach emotional intelligence and that it must instead be developed. Defining intelligence can sometimes present a problem as there are many different ways in which it can be defines; ability, skills, potential and capability are just a few of the possible definitions that are usually synonymous with

ART Essay Example | Topics and Well Written Essays - 500 words - 12

ART - Essay Example Zellij Panel is made from polychrome earth ware mosaic and resembles a panel of a wall covering from Bahia palace. The famous Bahia Palace in Marrakech, Morrocco incorporated polychrome mosaic with Zellij Panels on the walls of the palace. In fact, this piece originates from this palace as it was rescued during its abolishment. The name Bahia means brilliance. Bahia Palace got its name from the beautiful polychrome mosaic used to build it. Therefore, Zellij Panel is a beautiful art, which adopts a design of star shapes, squares, and triangles (El Khatib-Boujibar web). Zellij Panel comprises of blue and black lines that originate from the centre and cross each other assuming star shapes, squares, and triangles. According to Khatib-Boujibar, Zellij Panel is a Thin network of lines alternating between blue and black spread from a centrepiece. The network consists of 16-pointed stars surrounded by a black fillet to form a large cross shape delimited by black knot work. On the inside, the re is a myriad of small white twinkling stars (web). Another set of yellow lines join the network outside the centre making larger compositions and star motifs. Zellij Panel use lines that pass around an enclosed area in horizontal, vertical, diagonal, and curve shapes to create three-dimensional shapes. According to Getty Museum, â€Å"A line is an identifiable created by a point moving into space,† (web). These shapes express breadth, length, and depth. The shapes created by different lines create balance to the space, texture, and the colours used. The balance created is symmetrical since similar lines pass through every direction of the square. The central part has a radial balance and although some lines differ on the sides, a symmetrical balance is still achieved. The artist emphasized the central part by making it lighter than the other parts to depict the source of the lines flowing form it. The artist uses colour to capture

Giving up densities of rabbits Research Paper Example | Topics and Well Written Essays - 1000 words

Giving up densities of rabbits - Research Paper Example The purpose of the study was to determine how far the cottontail would go from its natural habitat for the food set up in the trays. The prediction was that the cottontail rabbits would not venture too far from their home for the food set up in the trays at a further distance. There were two trays set up at a closer distance. In the one tray the food was easier for the rabbits to get to than in the other tray that was set out at a close distance to the proximity of the rabbits natural habitat. The prediction was that the rabbits would not want to venture to far away from the habitat to find the food that was set out for them. The rabbits would not work as hard at the closer two trays that were set up with the rabbit nibble, because the rabbits would be too frightened that a predator would come and hunt the rabbit. The rabbits would devour the food from the tray that was easier to grab at, and easier to get to the food, because the rabbits would not want to stand there too long to get the food. The rabbits would want to hurry, and eat so they would not be discovered by any predators. The importance of a rabbit giving up density is because the rabbits do not want to be discovered while going through extra lengths just to get the food. The rabbits give up density for safety, and will always go for the easier food that is closer to their habitat, than go for food that is far away from their habitat. â€Å"When we say ‘habitat’ we are referring to a location that suits best the basic needs of the living organism,† Cottontail Rabbit Habitat, (1). Materials and Methods The materials used for this experiment were four feeding troughs. The troughs were filled with dry sand, and then filled with rabbit chow. The rabbit chow was mixed with the sand. There was the same amount of food put into two troughs, and the same amount of food put into the other two troughs. The troughs were filled with unequal portions of sand. When the sand was poured into the t roughs with the food the food was then blended well with the sand. The two troughs with the most food in them were placed further in the field. The two troughs with the least amount of food were left near the habitat of the rabbits. When the rabbits came out in the night the rabbits ate from the two troughs that were closest to the habitat. â€Å"Cottontail rabbits generally forage for food at night and stay concealed in brush during the daytime,† Moore, (1). The researchers put the troughs out at night, and expected the rabbits to eat from them during the night. The experiment was conducted in the same spot over the course of the three nights. The experiment warranted the use of the troughs in the same spots over the course of the three nights as not to have inconsistencies with the results of the experiment. The rabbits ate more food from the trough that was closest to their habitat, and not filled with as much sand. The researchers found that the rabbits ate more from the trough that did not have as much sand in it, because the rabbits found it easier to get to the food with less sand in the trough. The rabbits did not want to linger too long at the troughs to get the food. The rabbits were afraid of any predator coming around and harming the rabbits as the rabbits were trying to eat. Results The results of the experiment were that the rabbits ate less out of the two troughs that were far away. The rabbits ate more out of the trough that was close to their habitat,

Barclaycard's Marketing Case Study Example | Topics and Well Written Essays - 3250 words

Barclaycard's Marketing - Case Study Example This research will begin with the statement that Barclaycard has been a success story of a creative media campaign sustained by a system of persistent value creation. Branding is a strategic approach adopted by organizations to create favorable perceptions about products among consumers. Barclaycard too adopted such an approach with a series of products including its debit card and the credit card. However, its subsequent success with the credit card came with the innovative brand value-creating efforts of t of brand value management. Some hitherto unheard of concepts were adopted by its management in order to innovate, reorient, strategically position and redefine its then existing strategic branding techniques. An articulate strategy of brand value creation along with a customer loyalty management approach was adopted in response to competitors’ threat to its core business. It was around this time that the management of the company realized the relative significance of a str ategic shift in its brand management and value creation approaches. Coupled with a mammoth advertising campaign, the company sought convincingly to introduce innovation, value for money and an individual value parameter as the new dynamic concepts in a customer-oriented promotion campaign. This strategic shift in company’s brand equity policy approach worked to such an extent that soon its rivals began to copy some of its fundamental principles... However its strategic environment as divided in to product and marketing strategy, competition strategy, growth strategy and financial strategy indicates that the organization has been faced with many constraints. Despite these constraints in its organizational environment, Barclaycard has successfully initiated some far reaching policy related outcomes. For instance Barclaycard related product and marketing strategy have been oriented towards achieving a series of positive mergers & acquisitions (M&A) related synergies including growth and competitive capabilities (Gaughan, 2007). This outcome is qualitativley and qunatitatively influenced by Barclay's M&A activity. IntroductionBarclaycard has been a success story of a creative media campaign saustained by a system of persistent vaslue creation. Branding is a strategic approach adopted by organizations to create favorable perceptions about products among consumers. Barclaycard too adopted such an approach with a series of products including its debit card and the credit card. However its subsequent success with the credit card came with the innovative brand value creating efforts of t of brand value management. Some hitherto unheard of concepts were adopted by its management in order to innovate, reorient, strategically position and redefine its then existing strategic branding techniques. An articulate strategy of brand value creation along with a customer loyalty management approach was adopted in response to competitors' threat to its core business. It was around this time that the management of the company realized the relative significance of a strategic shift in its brand management and value creation approaches.

The Calculation of the Federal Non-Refundable Tax Credit Assignment

The Calculation of the Federal Non-Refundable Tax Credit - Assignment Example She was originally married but later on divorced due to domestic violence. She is a Canadian citizen who lives in Ontario province, Toronto city 2 vines Avenue. She is blessed with four children born in 1990, 1993, 1997 and 2001 respectively. As per now, the client does not pay the family caregiving amount. She earns a basic employment income of $100000 with the following deductions: $3000 for elected split-pension, $4000 for the annual union for professionals as he is in a union of accountants union and $8700 for her children expenses. She has credits such as $4468 for two children whom he doesn’t claim for the family caregiver, $8548 for other two children who claim for family caregiver and $5120 for CPP contribution through payment from box 16 and box 17 of all T4 slips, $891.12 for employment premiums. He, however, pays $1117 for being a Canadian employer, $2500 for public transit, $3000 for children fitness, $1500 for children’s arts, $3500 for home buyer’s, $5200 for medical expenses for herself and her children. The client has got two more types of income which is interest on bond and dividends. In the case study, the client earns a salary of $100000 in 2012 and was not a member of DPSP and RPP so he is entitled to contribute (18%*100000) = $18000 as contribution limit but he contributed $1500 to a spousal RRSP in 2013. His earned income is sufficient for maximum $24270 as the deduction in the year 2013. He will contribute and deduct up to $16500 in 2013 (18000+ {18000-1500}) the RRSP contribution is recorded in line 129 Capital gains: in April 2013, the client owned 500MBF (1000 board) of wooden boards that lasted for more than a year. It had a depletion of $60 per MBF. She is a calendar year taxpayer. On January 1, 2013, the boards had a fair market value of $45 per MBF. She sold all of them in April. On her 2013 tax return, she elected to treat the cutting of timber as the exchange. We report the difference between client’s fair market value and her adjusted basis for depletion as a capital gain.  Ã‚  

The throne of Saudi Arabia Essay Example for Free

The throne of Saudi Arabia Essay The throne of Saudi Arabia fell vacant in 1982, following Khalid bin Abdul Aziz’s assassination in 1982. King Fahd took the reins and was the King of the Saudi kingdom until death in 2005. His half-brother, Abdullah officially came to power the same year, although he has been ruling the country since Fahd’s incapacitating stroke in 1996. Average lifespan of a Saudi ruler is approximately 78 years. The present ruler King Abdullah is the eldest, while King Khalid was the youngest. Women have never ruled Saudi Arabia; all of the Kings of Saudi Arabia have been sons of King Abd al-Aziz Al Saud, the founder of modern Saudi Arabia. Inheritance has been the common way of ascendance to power, while natural death particularly due to heart attack has been the reason for leaders’ fall from power Algeria Chadli Bendjedid, President (Feb 9 1979 Jan 11 1992) Mohamed Boudiaf, Chairman of the High Council of State (Jan 14 1992 June 29 1992) Ali Kafi, Chairman of the High Council of State (June 29 1992 to Jan 31 1994) Liamine Zeroual, Head of State (Jan 31 1994 Apr 27 1999) Abdelaziz Bouteflika, President (Since Apr 27 1999) Algeria in the 1980s was under the one-party rule of President Chadli Bendjedid. Opposition from religious parties forced the country’s first multi-party elections in 1991. The military intervened to stop religious political parties from ruling the country and Mohamed Boudiaf was appointed the Chairman of the High Council of State in 1992. Following his assassination, Ali Kafi became his successor in the same year. In 1994, Liamine Zeroual took over as the Head of state and was in power till 1999. Civil unrest led to the Algerian Civil War followed by a military-backed government to ascend into power in 1999. Abdelaziz Bouteflika has been the President of Algeria since 1999. The average age of Algerian leaders is about 68 years, while Boudiaf was the eldest leader being 73 years when he died. Libya Muammar Muhammad al-Gaddafi, Military Colonel (Since 2 Mar 1979) The power in Libya is controlled by Colonel Al-Gaddafi, the leader of the Revolutionary Command Council as well as the unconstitutional head of state. He established the General Peoples Congress (GPC) to reform the political system, thereby vesting only theoretical control and retaining absolute control over Libya (El Fathaly and Palmer 529). Al-Gaddafi is now 68 years old and his rose to power through a revolution governed by Islamic socialism. Egypt Mohamed Hosni Mubarak, President (Since 14 October 1981) The Republic of Egypt follows a multi-party presidential system. Mubarak has been elected as the President for the past five times in elections since 1981, since Egypt has conventionally practiced single-candidate elections. He is now 53 years old and has promised to reform the country’s election laws for the next election. Jordan Hussein bin Talal, King (11 Aug 1952 – 7 Feb 1999) Abdullah bin al Hussein, King (Since 7 Feb 1999) Abdullah bin al Hussein inherited the throne of the Hashemite Kingdom of Jordan in 1999, following the death of his father Hussein bin Talal. Abdullah is now 46 years of age, while his father was 64 years old when he passed away. Syria Hafez al-Assad, President (13 Nov March 1970- 10 June 2000) Bashar al-Assad (Since 10 July 2000) Hafez al-Assad was actually the Defense Minister in the Baath Regime. After the Black September incident, his popularity rose and he claimed power through a military coup to become president. He ruled Syria for 30 straight years until his death; Hafez was 70 years old when he died. The minimum age in the constitution was amended to facilitate his son Bashar becoming the next President. Afghanistan Mohammad Najibullah (30 Nov1987 – 16 Apr 1992) Abdul Rahim Hatef (16 Apr 1992 – 28 Apr 1992) Sibghatullah Mojaddedi (28 Apr 1992 – 28 June 1992) Burhanuddin Rabbani (28 June 1992 – 27 Sep 1996) Mohammed Omar, Islamic Emirate President (27 Sept 1996 – 13 Nov 2001) Burhanuddin Rabbani, Islamic Transitional State President (27 Sep 1996 – 22 Dec 2001) Hamid Karzai, Islamic Transitional State Chairman and President (22 Dec 2001 – 7 Dec 2004) Hamid Karzai, Islamic Republic President (Since Dec 2004) Soviet withdrawal from Afghanistan in 1989 caused them to back up former Afghan spy Najibullah as the President. However, after the breakup of USSR and withdrawal of support, the Taliban gradually rose to power and enforced religious fundamentalist rule. Following the World Trade Center bombing, America invaded Afghanistan and power was transferred back to the Mujahideen led by Rabbani. Elections were held in 2002 and Karzai was elected President. Iraq Saddam Hussein, President (1979 2003) Ghazi Mashal Ajil al-Yawer, Interim President (9 April 2003 – 28 June 2004) Jalal Talabani (Since 6 April 2005) Saddam ascended to power by either arresting or murdering his rival leaders. He was 66 years old when has captured. After that, the Coalition Provisional Authority nominated Ghazi as the interim president, after which Talabani was elected president. Iran Grand Ayatollah Ruhollah Khomeini, Supreme Leader (3 Dec 1979 3 June 1989) Grand Ayatollah Ali Khamenei, Supreme Leader (Since 4 June 1989) The Islamic Republic of Iran was formed in 1979 following the Islamic revolution; Ayatollah Ruhollah Khomeini, being highest ranking religious and political authority, became the Supreme Leader of Iran. Ruhollah Khomeini was 87 years old when he died, and Ali Khamenei was elected as the next Supreme by the Assembly of Experts. Israel Yitzhak Navon (19 April 1978 5 May 1983) Chaim Herzog (5 May 1983 13 May 1993) Ezer Weizman (13 May 1993 13 July 2000) Moshe Katsav (1 August 2000 1 July 2007) Shimon Peres (Since 15 July 2007) In Israel, the President is elected by either an absolute or simple majority in the parliament. Yitzhak Navon is now 84 years old and the oldest surviving Israeli President. Yemen Ali Abdullah Saleh (22 May 1990) He has been the first President of unified Yemen since 1990 and is 60 years old now. Kuwait Emir Jaber III Al-Ahmad Al-Jaber Al-Sabah (31 Dec 1977 – 15 Jan 2006) Emir Saad I Al-Abdullah Al-Salim Al-Sabah (15 Jan 2006 – 24 Jan 2006) Emir Sabah IV Al-Ahmad Al-Jaber Al-Sabah (Since 29 Jan 2006) Lebanon Bachir Gemayel (23 August 1982 – 14 September 1982) Amine Gemayel (23 September 1982 – 22 September 1988) Prime Minister Michel Aoun (22 September 1988 – 13 October 1990) Prime Minister Selim al-Hoss (22 September 1988 – 5 November 1989) Rene Moawad (5 November – 22 November 1989) Elias Hrawi (24 November 1989 – 24 November 1998) Emile Lahoud (24 November 1998 – 23 November 2007) Fouad Siniora (Since 24 November 2007) Mauritania Mohamed Mahmoud Ould Louly, Head of State (June 1979 4 Jan 1980) Mohamed Khouna Ould Haidalla, Head of State (4 Jan 1980 to 12 Dec 1984) Maaouya Ould SidAhmed Taya, Head of State (12 Dec 1984 to 18 Apr 1992) Maaouya Ould SidAhmed Taya, Head of State (18 Apr 1992 to 3 Aug 2005) Ely Ould Mohamed Vall, Chairman (3 Aug 2005 to 19 Apr 2007) Sidi Ould Cheikh Abdallahi, President (Since 19 April 2007) UAE Sheikh Zayid ibn Sultan Al Nuhayyan (2 Dec 1971 2 Nov 2004) Sheikh Maktum ibn Rashid Al Maktum (2 Nov 2004 3 Nov 2004) Sheikh Khalifa ibn Zayid Al Nuhayyan (Since 3 Nov 2004) Sudan Gaafar Nimeiry, Head of State (25 May 1969 6 April 1985) Abdel Rahman Swar al-Dahab, Head of State (6 April 1985 6 May 1986) Ahmad al-Mirghani, Head of State (6 May 1986 30 June 1989) Omar al-Bashir, President (30 June 1989 16 Oct 1993) Tunisia Habib Bourguiba (25 July 1957 7 Nov 1987) Zine El Abidine Ben Ali (Since 7 Nov 1987) Turkey Kenan Evren (9 Nov 1982 – 9 Nov 1989) Turgut Ozal (9 Nov 1989 – 17 April 1993) Suleyman Demirel (16 May 1993 – 16 May 2000) Ahmet Necdet Sezer (16 May 2000 28 Aug 2007) Abdullah Gul (Since 28 Aug 2007) Morocco King Hassan II (1961–1999) King Mohammed VI (Since 1999) Oman Qaboos ibn Said (Since 23 July 1970) Pakistan Muhammad Zia-ul-Haq (16 Sep 1978 17 Aug 1988) Ghulam Ishaq Khan (17 Aug 1988 -18 July 1993) Wasim Sajjad (18 July 1993 14 Nov 1993) Farooq Leghari (14 Nov 1993 2 Dec 1997) Wasim Sajjad (2 Dec 1997 1 Jan 1998) Muhammad Rafiq Tarar (1 Jan 1998 20 June 2001) Pervez Musharraf (Since 20 June 2001) The trend in rising to power in most of the countries mentioned above is through brute force, inheritance, revolution or religious fundamentalism. The concept of real democracy is seldom prevalent in these countries; people of these countries have very little control over their future. The leaders are usually old and past their physical and mental prime. Unlike the Western world, women are usually not considered for such higher positions. Works Cited Page El Fathaly, Omar, and Palmer, Monte. â€Å"Political Development and Social Change in Libya†. The American Political Science Review, Vol. 75, No. 2 (Jun. , 1981), pp. 529-530.

Group Culture Analysis: Narcotics Anonymous (NA) Meeting

Group Culture Analysis: Narcotics Anonymous (NA) Meeting Certificate in Drugs Counselling, Theory and Intervention Skills. Eamonn Keogh In this case study we will look at the inner workings of a group that I was involved in. This paper will be broken into four different sections. In the first section I will give a description of the group covering: the context; the setting; frequency and length of the group; finishing with a description of my role within the group. The second sections will identity the group culture. In this I will explain what the group norms and belief systems are. My feeling around being a member of this group will also be discussed in this section. The third section will be a reflection on the efficacy of the group. The main points in this section are what does/does not work well in the group and why; is the group addressing its task; what do I think could improve the group. In the final section I will be pointing out the key learnings I got for this module and how would I put this learning into practice. Description of the Group: The group being used in this case study is a step meeting of Narcotics Anonymous (NA). NA is an international community based organisation for recovering drug addicts. Na members learn from each other how to live a drug-free life and recover from the effects of addiction in their lives. NA’s primary approach to recovery is its belief in the therapeutic value of one addict helping another. Members take part in NA meetings by talking about their experiences and recovery from drug addiction. The NA programme is one of complete abstinence from all drugs, including alcohol. The only requirement for membership is the desire to stop using. The core of the NA programme is the twelve steps. These steps are a set of guidelines outlining a practical approach to recovery. Apart from the regular meetings there are also step meeting in the NA programme. I’m going to use the step meetings for this case study. The task of step meetings is to broaden its member’s knowledge of eac h of the twelve steps. The format of these groups is one step is covered each week starting with 1 finishing with 12. The meeting lasts one hour. The room is set out with all the chairs in a circle so each member is able to see each other. One benefit of this is that there is a sense of belonging and togetherness. A NA moto about why they are in a circle is â€Å"that no addict will stand alone.† At the start of the meeting one person will open up the meeting and give their experience, strength and hope around the particular step being covered that night. This opening is called a ‘chair’. The person that gives the chair is someone that has completed this step previously and has in excess of six months clean time. The chair will last up to 15min long. When the chair is finished the other members of the group will share their experiences and knowledge of the step or identify with what the person giving the chair said. This ties in nicely with the ethos of NA that o ne member helping another. I have a couple of roles to play in this group. Firstly I’m a member going to the group to learn about of each of the steps individual and to broaden my knowledge around my own recovery. The second role I will fill in this group is that of the person giving the chair at the start of the meeting. Identification of Group Culture: As pointed out by Chase (2013) the group’s culture underlies all of its behaviours and actions. The culture of groups is constantly developing as it adapts to each new situation or event it confronts and to the needs of the group and its members. The group’s culture is an abstinence based group. In my group each member has a common intellectual purpose for being together and that is to gain greater knowledge of the step involved on the night and the NA programme as a whole. The artefacts used in these meeting would be the ‘Big Book’ and a step working guide. Both of these were developed over time by members for members using collective knowledge they acquired over the years. Some of the group norms are as follow: Each member in the group is given a chance to talk: The last 10 minutes of the meeting is given up to new members or people that have less than 90 days clean time: Speak honestly and with consideration and respect of others and their efforts: Maint ain confidentiality: Members will place phones on silent: Members will listen to each other and not interrupt. With the NA programme being a spiritual programme, the main belief involved with NA is the belief in a higher power. NA is not a religious organisation. Each member can choose their own higher power. Some examples are the god we grew up with, the group itself, past family member. The belief in a higher power is that a power greater than ourselves can restore us to sanity. As a whole the behaviour in the groups is good. Members respect each other and where they are in their own recovery. There is a great sense of comradery and concern for each other. The ethos of the step meeting leads itself towards this in the way the person that does the chair is trying to help the newer members, that haven’t taking that step yet, gain a greater knowledge of the step or to get someone who has to maybe look at that step in a different light. If there are conflicts or members become unhappy with the way the group is developing they have a medium in group contions. This is held once a month and members get to address any concerns they have around the meeting as a whole. This is a very important tool in making sure the group guidelines are being followed and the group is achieving its goal. Some of the benefits of being an active member of this group are I feel very comfortable in the group. I get great support from the group and its members. I feel like I belong to the group and my voice is heard. Having completed the 12 steps I felt a sense of achievement and spurred me on to do the chair which was extremely humbling. Reflection on the efficacy of the group: When thinking what works well in my group Weegman (2004) make a valid point that â€Å"Group members learn they can help each other identify and modify in self and others their tendency to be unaware, deny, or remain oblivious to their pain, suffering, defences and the costly nature of their addictive solutions.† This is one of key strengths of the group. The nature of the group is that one member does the chair and explains their experience, strength and hope surrounding the step being covered that night. One member passing knowledge gained to another. This can get members to thinking about their issues in a different light or take action similar to that taken by the person that done the chair. A bond of togetherness comes from this and this is one of the main reasons that N.A. meeting stay together. Yalom (1985) points out the therapeutic factors in group work. I can see my group putting some of these factors into practice and benefiting from them. Instillation of hope is the first one and plays a big role in my group. This is evident even in the literature we read as it was written by member years ago who to this day are still clean and sober. This is helpful with new members as they can see that recovery is possible. Universality is major a factor in helping the members feel part of the g roup. After hearing other members share concerns similar to their own, members report feeling more in touch with the group and they don’t feel alone. Development of socialising techniques is another therapeutic factor pointed out by Yalom that the group often represents members the first opportunity for accurate interpersonal feedback. It can also point out a variety of social habits which, unbeknown to the member, have been undermining their social relationships. More senior members develop their social skills and have learned how to be helpfully responsive to other and acquire methods of conflict resolution. The reasonability of the group addressing its task lies with the group itself because any decisions or issues about the group are discussed and teased out in group concions. The secretory of the meeting is also decided here. I feel the group is addressing its task as the secretory chooses someone who has completed the step already to give the chair. The chair sets the tone of the meeting surrounding the step being covered in that meeting. Having pointed out some of the factors that help the group I will now point out some of the factors that hinder the function of the group. As the only requirement for membership is the desire to stop using from time to time members can come in under the influence of drugs. Due to the chaotic nature of drugs someone under the influence can cause a big hindrance to the group on a number of levels. Firstly the disturbance caused but also it can trigger something off in someone that makes them believe drugs are attractive again. Another hindrance to the group as pointed out by Hough (1998), the conflict stage, members jostle with positions and roles and sub-groups may form. When this happens members tend to be judgmental, critical and advice is freely offered without any real understanding of the problems which people have. The step meeting are a crucial part of the N.A. programme and if these two areas could be addressed and resolved I think the group could improve to reach higher goals than it is already achieving. Identification of key learning from the module: I’ve grained a lot from this module. One of the key areas of learning came in the first couple of sessions regarding the necessary decisions when planning a group. Up to now any involvement I’ve had with a group was in a group that was already set up when I joined. I’ve learned that the setting up of an effective group can cause as much stress as the running of a group. I can put this learning into practice as the youth projects I work in are setting up a stabilisation programme. Group therapy is an important factor of the programme with 3 sessions a week. As a result of my learning I feel comfortable I my ability to assist the project in taking the necessary steps when setting up the group. Moving on from the process of setting up the group the next area of key learning was the development of the group. Having watched the group develop and go through the five stages pointed out by Hough (1998) as we learnt them was very interesting. Again going forward the knowl edge of these five stages ranging from anxiety to closure will put me at ease when I observe the group going through them. I fell without both facilitator prior knowledge of the development stages of a group it would be very hard for the group to address its task even from the start. The final key learning for me was how the group dealt with absenteeism and the working out of this issue. The group was angry at first with the members that had missed a group but by working through it and voicing the anger the group was able to move on. It was decided that an empty chair be left in for the member that was missing. It was profound the effect the empty chair had on the group. The group member was nearly noticed more in the empty chair than if they were sitting in the group. I feel this is valuable and effective tool to have when working in a group setting. This learning is something that I will use in the stabilisation programme being set up in my work place. With this knowledge I will b e able to implement the empty chair from the beginning of the group so the clients won’t have to experience the anger which was felt in the experiential group . I’ve also had a huge insight as to what way I am in a silence. What way do I internalise this silence and what have I learnt from it. In the first couple of groups there were a few silences and unknown to me my taught would drift away. It was only when asked about the silence and what I was thinking that I realised that my taught were always on other people and things never about myself. For me this was very interesting and showed me that I had some personal stuff still to work through. Having worked through it and realised that it was an old trait of mine to protect myself when I was in active addiction. Another benefit from this insight going forward in my practise is that counter transference won’t be as big an issue for me having done this module and acted on the learning. Bibliography Chase, R.S (2013) Elements of Effective Communication, 4th Edition, Plain and Precious Publishing, Washington. Hough, M. (1998) Counselling Skills and Theory. Hodder and Staunton London. Chapter Nine: The Group Context. Part two pages 213-226 Yalom, I (1985) the Theory and Practise of Group Psychotherapy 3rd Edition Basic Books: USA. Chapter One: Therapeutic Factors in Group Therapy. Yalom, I (1985) The Theory and Practise of Group Psychotherapy 3rd Edition Basic Books: USA. Chapter Eleven: In the Beginning

Hindustan Unilever Limited Is Indias Largest Company Marketing Essay

Hindustan Unilever Limited Is Indias Largest Company Marketing Essay HUL was formed in 1933 as Lever Brothers India Limited and came into being in 1956 as Hindustan Lever Limited through a merger of  Lever Brothers, Hindustan Vanaspati Mfg. Co. Ltd. and United Traders Ltd. Its headquarters is in  Mumbai, India. It has employee strength of over 15,000 employees. The company was renamed in June 2007 as Hindustan Unilever Limited. Hindustan Unilevers distribution covers over 1 million retail outlets across India directly and its products are available in over 6.3 million outlets in the country. It estimates that two out of three Indians use its many home and personal care products, food and beverages. In the villages: HUL has also revamped its sales organisation in the rural markets to fully meet the emerging needs and increased purchasing power of the rural population. The company has brought all markets with populations of below 50,000 under one rural sales organisation. The team comprises an exclusive sales force and exclusive redistribution stockists, under the charge of dedicated managers. The team focuses on building superior availability, while enabling brand building in the deepest interiors. HULs distribution network in rural India already directly covers about 50,000 villages, reaching about 250 million consumers. Political Factor It means to what degree government intervenes in the economy. Political factors include areas such as tax policy, labour law, environmental law, trade restrictions, tariffs, and political stability. Political factors may also include goods and services which the government wants to provide or be provided. Further more, governments have great influence on the health, education, and infrastructure of a nation. Economic Factor -These include economic growth, interest rates, exchange rates and the inflation rate. For example, interest rates affect a firms cost of capital and therefore to what extent a business grows and expands. Exchange rates affect the costs of exporting goods and the supply and price of imported goods in an economy. Social Factor These include the cultural aspects and include health consciousness, population growth rate, age distribution, career attitudes. Trends in social factors affect the demand for a companys products and how that company operates. Technological Factor -These factors include technological aspects such as research and development activity, technology incentives.They can determine barriers to entry. Furthermore, technological shifts can affect costs, quality, and lead to innovation. Here are some more factors which can affect a business:- Environmental Factors -These include ecological and environmental aspects such as weather, climate, which may especially affect industries such as tourism, farming, and insurance. Furthermore, growing awareness of the impacts of climate change is affecting how companies operate and the products they offer, both creating new markets and diminishing or destroying existing ones. Legal Factors These include different type of laws such as discrimination law, consumer law, employment law, and health and safety law. These factors can affect how a company operates, its costs, and the demand for its products. The impacts of these factors on Hindustan uniliver limited. These 6 are the most common factors which can affect a business directly or indirectly. Hindustan uniliver limited is an old organisation.It has produced many products like soaps,surfs,detergents and etc.In all the retailing Stores we will find the products of hidustan uniliver limited as there products are very famous all over the country.A company like hul is all affected with some factors.The factors we have discussed earlier. There are factors like political and now the political factors can affect the working of an organisation in a big way.Political factors includes tax policy, labour law, environmental law, trade restrictions, tariffs.These are the some items which can affect a organisation politically.Government can change the Tax policy or tarrifs etc.Government can impose the restrictions on trade etc and company will have to accept the changes as they are made by the government. The second factor which have affected Hindustan uniliver limited is economic factor. Economic factor include many things like economic growth, interest rates, exchange rates and the inflation rate. These are the main things which are considered in economic factors. Economic growth means the rate at which the the growth of the economy is going. Exchange rates means the rates at which the exchange takes place between two organisations. Inflation means where there is excess demand and shortage of supply.If the inflation rate goes high then the organisation will be affected as demand will be more and supply of goods will be less. The third factor which have affected the Hindustan uniliver limited is social factor.Social factor include health consciousness, population growth rate, age distribution, career attitudes. Social factors also affects the organisation in a big way.If the population is growing at a high rate then it will affect the organisation as there are more demand for products than supply. The fourth and the most important factor is technological factors. Technology is the most important factor which the organisation have to look. As we know that technology changes very quickly.we see in daily life that almost everyday a new technology is invented.The organisation will have to keep updated with the new technologies and it should also educate the employees about the technologies.Hindustan Uniliver is affected by the technology factor because the company has not adopted the new technologies.

The Red Tent - An Unforgettable Testimony to Women’s Strength and Power

The Red Tent - An Unforgettable Testimony to Women’s Strength and Power The Red Tent by Anita Diamant illuminates one of the greatest testimonies to women’s strength: childbirth. On a creative level, Diamant did something extraordinary. She took a small passage from the Bible about the character Dinah, and made her story into an unforgettable testimony to women’s strength and power. Overlooking women’s role in Biblical life is easy because there is practically nothing written by or about women. Even though Diamant’s story is fictionalized, there is truth in showing that women did exist, that there was a very important role played by women of that time period, and in showing the power and strength of women in a way that can never be forgotten. Images inspired by Diamant’s work flooded my conscious. Perhaps I was experiencing flashes of my rememory, my collective unconscious coming to life on the paper in front of me. However, it was not just The Red Tent providing me with stimulation, but other works such as Toni Morrison’s Beloved, Ntozake Shange’s for colored girls who have considered suicide/ when the rainbow is enuf, Mary Oliver’s â€Å"The Fish,† Judy Chicago’s â€Å"The Dinner Party† and The Book of Genesis. Each work embodied themes of childbirth and motherhood to self-love and social standing, in which I could find connections that affected me creatively. Aesthetically, I intended my visual art to be full and consistent in texture and fecund in my use of sensuous lines. My hope is to celebrate women and the strength that comes from battling adversity, challenge, victimization and in actualizing the power of childbirth. In all of these works, a connection is made: th ese are stories of women that need to be remembered and cel... ...or the strength and power that they possess. Inspired by other great women artists, my intent was to capture that strength and power brought to life through their words. In a world where women’s lives, contributions and powers are easily overlooked and forgotten, my hope is to give a voice to the strength of women. Works Cited Diamant, Anita. The Red Tent. New York: Picador, 1997. Morrison, Toni. Beloved. New York: Penguin Group, 1987. Oliver, Mary. â€Å"The Fish.† Twelve Moons. Little, Brown and Co., 1979. Shange, Ntozake. â€Å"for colored girls who have considered suicide/when the rainbow is enuf.† Ed. 1st Collier Books. Ntozake Shange: New York, 1977. Sullivan, Stephanie. The Dinner Party. N.pag. On-line. Internet. 7 May 2001 Available WWW: http://public.csusm.edu/public/thedinnerparty/index.html The Catholic Study Bible, The Book of Genesis.

Computer Crime :: essays research papers

According to term computer crime means Criminal activity directly related to the use of computers, specifically illegal trespass into the computer system or database of another, manipulation or theft of stored or on-line data, or sabotage of equipment and data. There are many ways to commit computer crime. Some examples of computer crime are: 1) Accessing a computer, system, or network. 2) Modifying, damaging, using, disclosing, copying, or taking programs or data. 3) Introducing a virus or other contaminant into a computer system. 4) Using a computer in a scheme to defraud. 5) Interfering with someone else ¡Ã‚ ¦s computer access or use. 6) Using encryption in aid of a crime. 7) Falsifying e-mail source information. 8) Stealing an information service from a provider. Over the last twenty years, a technological revolution has occurred, as computers are now an essential element of today ¡Ã‚ ¦s society. In the world of computers, computer fraud and computer crime are very prevalent issues facing every computer user. Computers without any means of security are vulnerable to attacks from viruses, worms, and illegal computer hackers. A definition of computer crime has changed over the years as the users and misusers of computers have expanded into new areas. When computer were first introduced into businesses, computer crime was defined simply as a form of while-collar crimes committed inside a computer system. Computer crimes are hard to define, because the term is not subject to a precise definition, and it requires vast amounts of computer knowledge to understand how and why it happened. If we defined the term "computer", it means an electronic, magnetic, optical, electrochemical, or other high speed data processing device performing logical, arithmetic, or storage functions, and includes any data storage facility or communications facility directly related to or operating in conjunction with such device, but such term does not include an automated typewriter or typesetter, a portable hand held calculator, or other similar device. Computer crime laws in many states prohibit a person from performing certain acts without authorization, including others listed above. To prevent computer fraud and computer crime the government had to take a few steps. In 1974, they passed a simple Federal Privacy Act of 1974. A decade later, the computer crime was increasing rapidly, the government amended the acts and made it a federal crime. In the summary of the Acts, they are as follows: „à  Federal Privacy Act of 1974: Goes further that the Freedom of Information Act in that it requires that individuals be able to correct federal information about themselves, by requiring that agency information not be used for alternate purposes without the individual's consent.

Filipino People and Family Planning Essay

The alarming increase of population in the country has caused many individuals to seek help in Family Planning. Discussing family planning is not just giving out condoms, pills and more but also on caring for our reproductive health (RH). One organization that has been serving its clients especially women is the Family Planning Organization of the Philippines, Inc. (FPOP). It is a private, non-stock, and non-profit voluntary organization that promotes quality of life through RH care service delivery, information, education and communication (IEC) activities; and policy advocacy initiatives. It is also the leading NGO RH champion and one of the oldest FP NGOs. It has the widest national network/coverage across the country. And the only RH NGO, with a strong binary structure, with volunteers coming from strategic sectors of society, backed up by professional staff. FPOP was founded by Dr. Jose Catindig (PPMP) and Dr. Gregorio Lim (FPAP) in August 4, 1969 through the merging of two separate and dynamic organizations: the Planned Parenthood Movement of the Philippines (PPMP) and the Family Planning Association of the Philippines (FPAP). Now it has 26 chapters and 8 community health care clinics (CHCC) to 40 provinces in the country. It is also an affiliate of International Planned Parenthood Federation (IPPF), the world’s largest voluntary family planning organization. FPOP has a binary organizational structure. These are the national and chapter –based volunteers and professional staff. It has volunteers within the organization and program volunteers at the community level. These volunteers serve as FPOP’s link to the community as a contraceptive distributor, community educator, and community organizer. Thus, realizing its vision of empowering families and communities and also taking full responsibility of their health and quality life. What they do? RH is not only a concern of women but of people from all walks of life. Men and women have a different reproductive organ, thus RH is necessary to both. The concern on sexually Transmitted Diseases is also for men, women, and all those who are sexually active. Family planning as a way of life and Reproductive Health as an integral part of individual well-being and development are FPOP’s thrusts. With these, it promotes life through its RH Care Service Delivery, Reproductive Health Advocacy Project in Philippines (RHAPP) and Development and Family Life Education for the Youth (DAFLEY). | RH Care Service Delivery is designed for those who are in communities and lack enough information on RH. And with people who are sexually active in these communities, pills, contraceptives and other family planning methods are just bought over the counter. And thus causes some effects to those who were not properly educated how to use such. With this, FPOP’s conviction on educating people on this matter are realized thru the various activities for couples, adolescents, men, women etc. to help them in family planning and reproductive health. Thus counseling, information disseminations and community education programs are organized. Thru these activities, FPOP ensures its chapters and Community Health Care Clinics provide a comprehensive package of family planning or RH health services. These packages include legally and medically safe family planning methods, the maternal and child health care services. Other concerns that it provides to its clients are health and nutrition, gender sensitivity, prevention and management of reproductive tract infections (RTIs) like HIV/AIDs. Violence against women, children, men’s RH an involvement in Family Planning, Breasts and reproductive tract cancers and other gynecological conditions, RH for older persons and adolescent sexuality and RH. The Reproductive Health Advocacy in the Philippines Project (RHAPP), is FPOP’s advocacy for a positive policy environment for RH-related issues at the national and sub-national (local governments and regions) levels. It is also empowerment of Filipino women, men and the youth in with the Participatory Reproductive Health Advocay Workshops in baranggays, National and Regional Fora for Advocates among others. They also have national and local legislations for RH and Population. Another thrust of FPOP is educating the youth. In DAFLEY project, it addresses the dynamic needs and concerns of adolescents and youth. This services for young people include interactive counseling through media, telephone, internet, or face-to-face counseling. Others are done in training peer counselors, educators, symposia, forums, referral to clinics and professionals for medical related and RH concerns. Philippine Rural Reconstruction Movement The Philippine Rural Reconstruction Movement, abbreviated as PRRM, is a non-governmental organization and institution formed in 1952 in order to assist the poor members of society in the Philippines. As a movement, it was initiated by upper and middle class group of individuals based on the experiences gained from the rural reconstruction and development done in China during the beginning of the 1900s. After World War II, among its tasks had been the establishment of cooperatives in rural communities. It was the inspiration of the founding of the Federation of Free Farmers in 1953, as well as the birthing of organizations similar to PRRM in other countries such as Thailand, Colombia, India, and GuatemalaIts main office is currently based in Quezon City. , which became possible through Dr. Yen’s establishment of another related organization during the 1960s, namely the International Institute of Rural Reconstruction (IIRR). Vision And Mission PRRM envisions a world of equity and sustainability. The future is one where society is free of ignorance, poverty, disease, and powerlessness; and development takes place within the environment’s carrying capacity. ————————————————- To enhance the capacity of rural communities in the planning, advocacy and implementation of sustainable development, through an integrated program of education, livelihood, health, habitat, environment, and self-governance. ————————————————- ————————————————- Values ————————————————- The PRRM believes in several values. Firstly, PRRM believes in justice and equity, which means that the poor should be treated with a preferential bias since they would have already been faced with much inequality in the past. PRRM also wishes to promote gender inequality and this would be shown in the projects done by PRRM. ————————————————-. Secondly, the PRRM believes that one key ingredient for authentic development would nonetheless be unity and peace. It is especially essential for the Philippines as it is a vibrant nation with a diversity of culture and religious beliefs. The variances and differences should be overcome so that the Filipinos can achieve their goals as one united nation, and this will eventually lead to development for the country. ————————————————- The PRRM also believes that nationalism, a reflection of a common ideology, is the key to authentic development. The people of the Philippines need to truly believe in their capacity in achieving what they want. Indeed, special attention to utilizing and developing the indigenous efforts is essential in promoting self reliance. ————————————————- Furthermore, PRRM believes that all development must take into consideration the protection of the environment. This will ensure that the environment will not be heavily strained on and that the future generations can continue to benefit from the Mother Earth. ————————————————- With regards to culture, PRRM believes that the Filipino people have a vibrant and beautiful culture which they truly enjoy sharing with others. ————————————————- Last but not least, PRRM also believes that development is for the people and by the people. Genuine people’s participation at every stage of development is the essence of community empowerment. ————————————————- ————————————————- Goals. ————————————————- Among its present-day roles is the promotion of sustainable agriculture, technologies in the fishing business and farming, agroforestry, planning and implementation of managing resources in communities, the fight against ignorance through education, the fight against proverty through livelihood training, the fight against diseases through health education, improvement in access to justice, restoration of cohesion and connection among and between communities, creation of livelihood, environmental stewardship, awareness of public policies, and the dissemination of information to other Philippine and Asian non-governmental organizations. ————————————————- ————————————————- Future Goals ————————————————- A core objective of the Philippine Rural Reconstruction Movement is to build up the Conrado Benitez Institute for Sustainability (CBIS), which functions as the educational, research and technical troubleshooting wing of the PRRM. By focusing on education for sustainability through providing educational courses which cover topics such as sustainable local economy, agriculture, coastal resource management, new and renewable energy, and gender issues, CBIS aims to inculcate sustainability into the future generation. ————————————————- In addition, the PRRM intends to advocate issues related to environment and sustainable development, economic development, social development and the rights of women, children and youth, and governance and citizen’s participation. ————————————————- Other long term goals also include the creation of an organization information database and the implementation of a â€Å"report card† system. The former acts as the basis for monitoring the ongoing projects and operations and the aim is to boost the efficiency of the different operations by at least 25% . While for the latter allows progress and accomplishments of ongoing projects to be recorded and reported. The PRRM aims to achieve workflow streamlining, publication exposure and quality, improved staff training and management accountability. ————————————————- ————————————————- Historical background ————————————————- In the 1900s, the Philippine Rural Reconstruction Movement was founded and inspired by its then leader Dr. Y. C. James â€Å"Jimmy† Yen (also known as Yan Yangchu), a national of China. It was brought the Philippines, specifically in Nueva Ecija and then also in Rizal province, by Filipinos such as Conrado Benitez, a person connected to the University of the Philippines, with the vision to empowering and developing rural communities and the aim of providing training on self-government and on how such communities can sustainitself globally, nationally, and locally. ————————————————- Apart from Conrado Benitez, original members of PRRM’s Board of Trustees also included Salvador Araneta, Cornelio Balmaceda, Cecilio Putong, Juan Salcedo, Jr. , Asuncion A. Perez, Gil Puyat, Paul R. Parrette, and Albino Z. Sycip. Apart from Benitez, Sycip, Putong and Salcedo, Jr. , PRRM’s original incorporators also included Esteban E. Abada,Eulogio Rodriguez, Jr. , Roland Renne, Juan Cojuangco, Oscar B. Arellano, and Jose S. Camus. [11] ————————————————- In 1970, former Philippine Secretary of Health and Senator Dr. Juan Flavier, conveyed his experiences while working with and for PRRM by writing his book entitled Doctor to the Barrios. ————————————————- In 2009, PRRM became a partner of the Ayala Foundation USA, with the task of building potable water facilities within chosen Philippine barangays.