Website for an organization which has a campaign promoting a core Assignment

Website for an organization which has a campaign promoting a core issue that interests you - Assignment Example Morris Dees SPLC uses current laws to bring lawsuits to change current unjust laws. One example is when Dees sued the United Klans of America on behalf of Beulah Mae Donald. Donald’s son had been killed due to the Klan’s incitement toward violence against blacks. This suit bankrupted the last majorly nationally organized Ku Klux Klan in the United States. By challenging unfair laws and bring lawsuits, the SPLC has challenged and won lawsuits against discrimination against those living in the United States. The primary message is written with photographs at the top. These messages are informative. The website is set up like a news organization. Articles are current news around the United States involving issues of discrimination against minorities, Lesbians, Gay, Bisexual, and Transgender (LGBT), and immigrants. The message is clear. Although America does have more tolerant laws today than in the 1950’s, there is much work to still be done. The target audience is average Americans that might not be aware of incidents of discriminations in their area. An example is the Hate Watch map. The Hate Watch map tracks hate groups. These groups are skinheads, KKK, black panthers, anti-government groups, and any group that promotes hate against others. The map shows the locations of hate group members and more information on each group. It must be noted that although the SPLC was founded during the Civil Rights Movement, the group is not anti-white or pro-black. The SPLC was founded to promote equality among all Americans. The SPLC also has teaching material for educators to teach children. These messages are targeted toward the younger audience. These materials, books, worksheets, videos, and recordings are provided for free. History and current events are covered in these materials. The materials can be requested by a teacher or adult for free. The noise or confusion that

Cultural Protectionism Essay Example | Topics and Well Written Essays - 2750 words

Cultural Protectionism - Essay Example Conversely, other countries’ cultures are portrayed as backward, oppressive and at times, barbaric. Recently, many countries have tried to protect various cultures especially through the film industry. As expected, this has drawn varied reactions with some criticising this move while others in support of the same. This paper will analyse if movies are just like any other goods. Furthermore, it will dig out the various ways countries ought to shield respective film industries. The critics of the cultural protectionism often argue that movies are like any other commodity hence, there is no point to emphasize on the same. According to Sanson (2014), movies are just used as a form of entertainment just like other commodities that are bought by people from different countries. Baughn and Buchanan (2011) made an argument that cultural protectionism especially in the movies is unrealistic. To solidify the argument, a case of France was cited where the government tried to reduce the importation of movies but the local consumers still failed to buy the local content. As a result, it is argued that cultural protectionism is unrelated to movies. Often, in order to ensure cultural protectionism is done, governments employ the tactic of high tax for imported movies. Additionally, local film industry is funded in a bid to enable it produce more of the content the government would prefer. It is here that critics argue that this step does not guarantee protectionism because the industry would then be subjected to manipulation (Heinemann, 2012). Instead of using movies as a way of cultural protectionism, the government is urged to employ other methods. In short, these critics are arguing that the film industry has nothing to do with the issue of culture. Notwithstanding these assertions and examples provided by the critics, the proponents

Opposite of Loneliness Essay Example for Free

Opposite of Loneliness Essay In the article â€Å"Opposite of loneliness† by Marina Keegan, it explains about the life of a young adult who started her adulthood in Yale University. A place she had found happiness and most certainly the opposite of loneliness. Moreover, she finds herself completely attached to it as she had said in the first paragraph â€Å"What I’m grateful and thankful to have found at Yale and what I’m scared of losing when we wake up tomorrow and leave this place†. This phrase shows us that Yale brought out the best in her, something she fears losing and that she is actually very reluctant to have to leave. She is afraid that all her memories and experiences she has gone through would be gone once she steps out of Yale. This article shows the basic development of a young adult’s social life beginning with a simple circle of friends or a clique and the attachment that became stronger as one grow fonder of the people around her which is exactly what she faces in her experience in Yale where it was mentioned in paragraph three, â€Å"Yale is full of tiny circle we pull around ourselves†. She found that even though not everyone knows everyone, there is still unity and a sense of togetherness among the students in Yale. She also added that the experienced they shared among themselves were priceless and unforgettable and that she felt safe and loved whenever in the company of her peers during her time in Yale. This article allows us to see that the writer begins to discover herself and learns to comprehend about life as she faces challenges along the way while being in Yale. The fear of knowing the truth or fear of not knowing at all is something every individual learns to adapt to however the word â€Å"fear† should never conquer a person as it would only demotivate ourselves instead f seeing the positive side of life just as she had mentioned in paragraph 4 â€Å"But let us get one thing straight: the best years of our lives are not behind us. They’re apart of us† The writer starts comparing the her past and the possible future where she wished that she could wind back time and correct her past mistakes and regrets if given the chance to. It makes us realize that in life there will be scenes playing in our minds like a 1980’s classical film in which the â€Å"What if† takes place. There are times that every individual wished they could go back in time and do something good for themselves or be a the chairperson of a certain society, things they never knew they had it in them or things they went through and it never crossed their mind that they actually did it which is exactly what she felt in herself, â€Å"I’ve looked back on my high school and thought: how did I do that? How did I work so hard? † Everybody would have their standards of living and expectations of succeeding however the article also makes us realize that no matter how perfectly we plan, we may not have the ending that we wished for. We can never be certain of what the future holds for us, however as life goes on, we understand that a human being tends to regret her decisions and change their minds ample of times which explains what she had mentioned in paragraph nine â€Å"If only I had majored in biology, if only I’d gotten involved in journalism as a freshman† The writer also shared uncertainties for what the future would hold for her. She starts comparing herself to others who have accomplished more than she has. Life is all about choices and it is these choices that she is most afraid of. The writer also stated that during her time in Yale, she never had to make any life changing choices and knows she has to start doing it once she graduated and is afraid to make the wrong choices. However, she added that however our lives turned out to be, the future is uncertain and that it can be altered at any point of our life. This can be seen when she said â€Å"What we have to remember is that we can still do anything. We can change our minds. We can start over†. At a young age especially an undergraduate student would always feel that there’s always something missing in their lives to what they’ve accomplished. However also at a young age the opportunity that lies ahead in the future is even bigger. For each expect the young adult faces in Yale University, she comes across one conclusion of her college life, loneliness was never involved however happiness, laughter and memories are definitely words to describe it. Stages by stages this article makes us understand that we as human beings should cherish each and every moment that we have and make the best out of it. Sustain it as a memory that becomes apart of you until the very end. Yes life is not a bed of roses however there’s no harm in trying to make it an enjoyable experience and ride.

Human Resources Management And Persistent Approaches Commerce Essay

Human Resources Management And Persistent Approaches Commerce Essay Human resource management has become a persistent and prominent approach to the management of employment in an extensive range of market economies. In concern of management theorists and for many managers, HRM is the imperative to the survival and success of organisations in the twenty first century. According to Peter Drucker (1993), defines one single, simple idea: that people their skills, knowledge and creativity- are the key resource for economic and organisational success i.e. the knowledge- based economy. Despite the popularity of the term HRM, there is still no universally agreed definition of its meaning. According to Watson (2002:369) suggests that a rather messy situation currently exists whereby the term HRM is used in a confusing variety of ways. In its broadest sense HRM can be defined as a generic term to describe any approach to managing people; whereas Boxall and Purcell (2003:1) described HRM as all those activities associated with the management of employment relationships in the firm. Though, HRM comprises a new approach to managing people that is extensively different to more conventional practices. Even there are number of perspectives which make HRM distinctive. However Storey (1995:5) defines HRM as a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an array of cultural, structural and personnel techniques. Whereas related to strategic nature o f HRM, Buchanan and Huczynski (2004:679) approaches HRM as a managerial prospective, which argues the need to establish an integrated series of personnel policies to support organisational strategy. Two main modification of HRM were acknowledged early in scholastic discussions of HRM: According to (Guest, 1987; storey, 1992) Hard HRM with an emphasis on the Strategies of cost minimisation (e.g. low wages, minimal training, close supervision), Quantitative aspects of managing human resource as an economic factor in production (e.g. in lean production- downsizing, work intensification). Soft HRM approaches aimed at enhancing the Commitment, Communication, Motivation, Quality, Leadership and flexibility of employees. Strategic HRM:- A strategic approach to Human Resource management has great appeal, According to Johnson and scholes (1997); describe strategic HRM in concern of business and management as the direction and scope of an organisational over the longer term, which ideally matches its resources to its changing environment, and in particular to its markets, customers and clients to meet stakeholders expectations. Strategic decisions in management are likely to be concerned with: Enduring direction of the organisation Extent of the organisations deeds Identical organisations deeds to its environment (i.e. PESTLE) Identical organisational deeds to its resources The Harvard model of HRM:- Source: Beer et al (1984; p.16 Map of the HRM territory) Long term consequences Individual well -being Organizational Effectiveness Social well- being HRM Policy choices Employee influences Human resource flow Reward systems Work systems HR Outcomes Commitment Competence Congruence Cost effectiveness Situational factors Workforce characteristics Business strategy and conditions Management philosophy Labour market Unions Task technology Laws and societal values Laws and Ideal types of Human Resource Management:- Characteristics Human resource management Strategic nature Dealing with day to day issues; but proactive in nature and integrated with other management functions. A deliberately long-term strategic view of Human resources Psychological Contract Based on seeking willing commitment of the employee Job design Typically team-based Organisational structure Flexible with core of key employees surrounded by peripheral cells High degree of outsourcing Remuneration Market based Individual and/or team performance Pay for contribution Recruitment Sophisticated recruitment for all employees Strong internal labour market for core employees. Greater reliance on external labour market for non-core Training/development Transformed into a learning and development philosophy transcending job related training. Strong emphasis on management and leadership development A learning organisation culture Employee relations perspective Individualistic; high trust Organisations of the function Largely integrated into line management for day to day HR issues Specialist HR group to advise and create HR policy Welfare role No explicit welfare role Criteria for success of the function Control of HR costs, maximum utilisation of HRM over long term Source: adapted and developed from Guest (1987) Recession:- Organisations have been focus to enormous stress over the past few years, with foremost principal structural changes in industry sometimes obscured behind the short or long-term issues of recession which in other words can be described as the circumstances of the economy turn down; a extensive cut in the GDP, Employment and Trade (Business). In numerous ways, recessions are a motivating natural experiment to examine. According to Paul Geroski Paul Gregg (1997) describes recession involve a major reduction in demand sustained over a substantial period of time, it affect some organisation far more than others and they are exogenous to the actions of individual organisations. The reduction in demand is most important and sustained means that those organisations that are deficiently affected by a recession are expected to be rethinking the essential premises of their competitive strategy. The evaluation between the strategy and composition of organisations who are exceedingly harshly affected by a recession with those less harshly affected endow with indication on what composes a few organisations more susceptible to surprises them others, and on the toughness of diverse strategy choices and diverse organisational constitution to changes in market conditions. As a consequences recession also throw at least some useful luminosity on how organisations counter to unpredicted changes in demand. Additionally the effects of recessionary demand surprises are unavoidably reassigned reverse to labour markets. Current scenario of Recession:- According to Mike Schraeder and David J. Hoover (2010) the global economy has experienced massive confront in the previous two years as businesses have struggled with apparently insoluble financial crises which disclose a shocking compilation of industries that have closed a business, economize, or occupied in other strategic indispensable in the expedition for survival. Providentially, there is a number of substantiation that the influence of the global crises possibly will be deteriorating. Moreover, organization and their leaders are now faced with the harsh certainty of demanding to recuperate from the shock of these crises, whereas concurrently creating divisions that are proficient for competing effectively in a decrepit global environment. Cost-effective aspect Peak to through so far Real GDP decrease 3.7% real decline from December 2007 until June 2009 totalling $500 billion Personal Income individual wages declined by $339 billion from mid-2008 to the 1st Qtr of 2009 Investment Fixed investment has declined by $543 billion, or 24%, since December 2007 Unemployment There are  8.1 million less people employed today than in 2007 Industrial Production Has fallen 12% since 2007 Bankruptcies National bankruptcies have risen from 800,000 in 2007 to 1.4 million in 2009, a 75% increase Trade Exports and imports declined by 22% and 31%, respectively, between July 2008 and June 2009 Currency The USD has fallen 17% in the last year versus a basket of world currencies Bank Failures 140  banks   failed in 2009, with  700 banks in danger of failing, according to the FDIC Source: Economic Recession, Depression, or Systematic breakdown (Economics/ Recession 2008-2010) by James Quinn, (March 4th, 2010) available from Internet URL http://www.marketoracle.co.uk/Article17665.html http://www.marketoracle.co.uk/images/2010/Mar/recession-4-1.jpg Source: Economic Recession, Depression, or Systematic breakdown (Economics/ Recession 2008-2010) by James Quinn, (March 4th, 2010) available from Internet URL http://www.marketoracle.co.uk/Article17665.html http://www.marketoracle.co.uk/images/2010/Mar/recession-4-2.jpg Source: Economic Recession, Depression, or Systematic breakdown (Economics/ Recession 2008-2010) by James Quinn, (March 4th, 2010) available from Internet URL http://www.marketoracle.co.uk/Article17665.html Impacts of recession on top of global/ domestic organizations:- As per given data in graphs of above mentioned, the major area to focus in concern of HRM is unemployment, during ending phase of 2007 employer were recruiting employees without forecasting the demand of prospective which results into redundancies/ unemployment, job insecurity, demotivation, stress , depression, reduced flexible working hours and increase in responsibilities on working employee in the organisations also. Whereas James Quinn (2010) describes a depression is categorized by irregular enhance in unemployment, a decrease in the accessibility of credit, extract productivity and venture, frequent liquidation, condensed sum of business and exchange, as well as extremely explosive comparative currency price variation, mostly depreciation. Price devaluation, economic crisis, and the stock market/ bank collapse are also universal fundamentals of a depression. According to Sally Walters (2009); International national Downsize/ recession related issues: Business environment Business closures Redundancies Modification in terms and conditions of employment Cash flow complications Deficiency of credit Reduction in the value of authentic Consolidation Condensed margins Public overheads Recover costs and competences Recruitment Employee revenue Recruitment complications Aged employees Skill development Understanding future complications when economy start to rise Facing difficulty to invest in skill development Training Compact training obligation Emphasize the specific needs of business Lack of apprentices in young employees in concern of employment prospects HRM Strategic perspective in concern of recession (issues):- According to David Hussey (2002), during recession there are no simple solutions and, success will depend, as always, on the soundness of the strategic decisions taken by top management, and ability of the organisation to implement those strategies. This would push the Human resource phase of the business to the forefront, even without the additional difficulties of sustained revolutionize and the demands. HRM, which is already very proficient in many organisations, requires to be obsessed by the business requirements of the organisation, but without losing prospect of the decisive value and significance of people in making strategies turn out to be reality. While attempt to come out from the recession, companies perspective in concern of HRM; (issues which has been taken by companies/ organisations to survive in time of recession) Redundancy/ Job cuts Cost retrenchment and downsizing Hiring freezes Modification in terms and conditions of employment Laying off temporary/ part time employees Condensed training dedication Freezes in previously planned Pay, Incentives and Bonus policies Enhance the use of premature retirement Restructure Reduction in employee hours Affecting employees offshore Employee revenue HR department should obtain into depiction barely the liable effectiveness of their deeds but also their apparent impact on employee commitment. HRM activities in relation to HRM outcomes and performance (under perspective of recession):- Issues Impacts Solutions Positive Implications Negative Implications Redundancy Cost retrenchment and downsizing, Demotivation Stress Depression Rejoin the employee in state of increase in demand, Contract based employee Employee might perform well compare to previous performance Fluctuation in employee working hours Employee might not have commitment and loyality towards organisation or might lose trust Less work commitment, Insecurity in aspects of full time employees Reduce pay, incentives and change in bonus policies Freeze on promotions Low motivation Low motivation Less employee engagement and commitment, trust Offering rewards by increasing pay/ incentive/ bonus Performance appraisal for highly skilled employee and core employee of the organisation to keep them in trust and motivated It might have significant affect on employee performance Motivation Dedication towards work Employee engagement and commitment It might only motivate few employee in organisation, as money is always solution of short term situations, Appraisals are sometime demotivated expensive Might also affect on cost cutting strategy of organisation Reduction in training commitment Decline in leadership and learning development, Poor performance Provide continuous improvement training programs Development in knowledge Skill enhancement Expensive might not be effective for all employees Issues Impacts Solutions Positive Implications Negative Implications Relocate/Redeploy transfer of employee (domestic as well as globally depend upon organisation Low morale, insecurity in concern of job, Cultural dispute Provide social network, Provide comfortable zone by management , Provide facilities and benefits Depend upon individual behaviour of employee; it might goes well as employee will get exposure and it might help to learn different cultural/ countrywide organisation strategies and guiding principle Expensive but sometime it is not possible in real world to do so. Depend upon employee individual personality to have capability to cope up with different culture Laying off part time/ temporary working Workload, Less employee engagement towards work and commitment Provide a more flexible alternative to full time employee, Cover temporary peaks in demand Cost effective To protect the job security of core employees To cover for holidays and sickness absence Might not be effective for all industry expertise Depend upon contextualities of the situation HRM strategic planning and sustainable implementation for current market conditions prospect economy crisis:- Indicates in accomplishment plan Description Strategic planning Strategic personnel forecast Link employees scheduling with business strategy by establishing demand and supply circumstances by employment category Productivity controlling Launch a innovative efficiency metric such as worth additional per individual to administer productivity programs Work force adaptation Employees flexibility Exploit working-time implements like generation work accounts, vacation programs, and engagement with unions Employees reduction Amend employees size to the new economic environment with respect to job category forecasts Human resources Cost management Optimize workforce cost programs by converting cash inducements to noncash ones Persistent recruiting of key workforce Employ top applicants for assignment- decisive jobs HR and performance improvements Restructuring the HR organisations Measures all HR actions to certify superiority throughout bunching procedure optimization, and ascendancy process Performance management Support performance process to the new environment by discarding interim observations and implementing enduring philosophy Sustainable implementations Employee Engagement Focus on such values as honesty and trust and start an initiative to bring discipline and motivation into balance Leadership Competences Coach leaders to evolution from intensification to crisis with workshops, communication process, and support from top management Modify management Establish best-in-class support by illuminating accountabilities, enforcing transparency, and soliciting employee feedback Internal and external communication Organize a comprehensible communication strategy and methods that target decisive stakeholders Source: Rainer Strack , Pieter Haen et al. (March 2009) Creating people in advantage in times of crisis; how to address HR challenges in the recession. Boston consulting group; European association for people management For visionary companies who wants to develop state-of-the art nation development in the existing environment:- In todays impulsive environment, the HR department is frequently dragged in numerous directions. According to Rainer Strack), Pieter Haen et al. for illustration, specialist recruiters who usually focus on hiring may need to take on other HR tasks, such as managing the introduction of shortened working hours. Strategic personnel forecast: predict future scarcity to reorganize capabilities Performance management: shift from diminutive to extensive term approaches Employee engagement: attention on motivation and accountabilities Leadership competences: endow leaders for turbulent conditions Modify management: espouse a methodical, cascading approach Internal and external communication: talk the walk Strategic planning:- Strategic personnel forecast: predict future scarcity to reorganize capabilities Generally organisations do not fully comprehend how downsize will influence their demands for individuals and how layoffs will influence their prospect. Even if the economy prolongs to depreciate, the majority of companies will still features lack in precise jobs. To overcome from this Rainer Strack), Pieter Haen et al. suggests that companies have to evaluate their employees by generating job categories with comparable expertise requirements. While in dispensation these companies will capable to categorize probable scarcity in skills as well as pockets of competence where retraining opportunities exist. Once companies will recognize their requirements for job category, companies might discover smarter and longer term preference about their employees. productivity controlling: progress from input to output On the whole HR departments do a high-quality job of determining headcount, human resources costs and relative inputs. Work force adaptation:- Employee flexibility: generate reversible circumstances Companies expecting to recuperate from the current downsize should attempt to establishment headcounts method with built in flexibility; moderately than layoff employees particularly in those marketplace where employees diminution are expensive and time intense. Employees reduction: be suspicious to engrave in the accurate places Companies whose businesses are in extensive decline require, thinking the steps that are additional enduring, like laying-off full time employees. Companies have to identify the core employees who should be engaged. Human resources cost management: produce inventive reimbursement model Whereas companies may espouse a flexible or restructure strategy, the action might be in several ways like relating to wages, deferring bonuses etc. Persistent recruiting of key workforce: promote talent In this consumers marketplace, elegant corporations are discerning fortitude key employees from competitors or the marketplace. HR and performance improvements:- Restructuring the HR organisations: be lean HR department requires being highly effective and efficient in scenario of downturn, otherwise it will affect on trustworthiness while HR will endeavour to lead individuals proposal elsewhere in company. Performance management: shift from diminutive to extensive term approaches Presently Companies have a major chance to standardize their performance management and incentive methods to extensive term business objectives that might expand new significance, such as growth and sustainable business traditions Sustainable implementation:- Employee engagement: attention on motivation and accountabilities Employees are most essential and effective assets of company when they are motivated while working in well-organized system. In downsize, it is tough to achieve balance between motivation and well organized system due to unavailability of promotion and high wages. Leadership competences: endow leaders for turbulent conditions Leadership is motivating the corporation to modify its commencement of superlative performance. In time of crisis organizations are arranging training for their mangers to coach them how to lead in tough times. Modify management: espouse a methodical, cascading approach Companies requires clear agenda and sustained and meticulous program management. HRM needs to create schedules, metrics and clear accountabilities to mobilize the establishment. Internal and external communication: talk the walk In organisation working environment; one to one communication, an open door policy and active listening skills all are significant. Conclusion:- Though it is complicated for HR to recognize techniques and HR practice that promotes a environment of modernization in support of the organisation objectives. Present scenario of downturn has immense impact and creates challenges for all departments, production units and workforce within organisation. HRM top management is itself in crucial situation; they have to rethink about their previous strategies before recession and compare it to the present scenario of crisis, then need to implement in concern of present situation. There is enormous requirement of critically analysing the strategies and necessitate to structure the new strategies undertaking consideration of employees supply and demand, maintaining employee engagement, developing forefront for leaders to assist for survival in crisis for companies and employees in tough time and restructuring the organisation and HR as per obligation of businesses. Work force might respond to the complicated situation like downsize positive ly if their leaders are truthful, straight and compassionate about the complications and generate enthusiasm about the prospects. Recommendations for Managing Human Resource Management in downsize/recession in addition to foremost prospective:- In present scenario of global as well as domestic organisations, many of countries are coming out of recession, not fully because there are still uncertainties how stable the global market is however nobody has firm scenario when will the next recession occur, since still companies are trying to cope up with economy crisis in few aspects. According to Rainer Strack , Pieter Haen et al. (2009) the first casualty of a downturn is people; the employees, on whom the fortunes of a company rest. Companies do whatever they can to get costs under control, and they often act swiftly by cutting employee hours, imposing a hiring freeze, and taking other steps that affect their employees. In perspective of HRM; there are hazards for corporations that engrave their employees too swiftly. While individuals may emerge to be in immense contribute today, the demographic wave will soon twist. Whereas Rainer Strack , Pieter Haen et al. (2009) elaborate further their point by saying the talent pool is poised to shrink, as the baby boom generation retreats into retirement and as younger and similar generations enter their prime working years. Look for ways for cost effectiveness without laying off work force Reallocate employees wherever probable Keep on fostering and emergent employee talent/ capabilities All decisions must have taken under consideration of suspicious personnel planning Ensure that company pursue the legislative dismissal course of action to the correspondence if company necessitate doing redundancies. Let remaining employees know that they are valued, essential and essence of company. References:- Beer, M., Spector, B.,Lawerce, P.R., Mills, D. And Walton, R.E. (1984), p.16; Managing Human Assets, New York: Free Press Boxall, P. and Purcell, J. (2003), p.1; Strategy and Human Resources Management, Houndmills:Palgrave Macmillan Buchanan, D. and Huczynski, A. (2004), p.679; Oraganizational Behaviour, 5th edn. Harlow:FT/Prentice Hall Drucker, P. (1993), Post Capitalist Society, Oxford: Butterworth-Heinemann. Geroski, P. A. Gregg, P. (1997), p. 2-3; Coping with Recession: UK Company Performance in adversity, United Kingdom: Cambridge University press (eBook resource : available from internet URL: http://books.google.co.uk/books?hl=enlr=id=neo3ZneOXp8Coi=fndpg=PP16dq=business+coping+strategies+to+avoid+the+effects+of+recessionots=TEB2ESH_5asig=zaVSjowL5UBTTSpZa0FhWzeUp1w#v=onepageq=f=false Guest, D. (1987), Human Resource Management and Industrial Relations, Journal of management studies, 24, 5: 503-521 Hussey, D. (2002), p.5; Business Driven HRM, New York: Wiley Sons ltd. Jhonson, G. and Scholes, K. (1997), Exploring Corporate Strategy, London: Prentice Hall Quinn, J. (2010), Economic Recession, Depression, or Systematic Breakdown, E- Resource Article published on Mar, 4th 2010 available from internet URL: http://www.marketoracle.co.uk/Article17665.html Rainer, S. Haen, P. et al. (2009), Creating People Advantage in Time of Crisis: How to address HR challenges in the recession, Journal of Mangerial psychology, Publisher: Emerald Group Publishing Limited, E-Resource available from Emerald. Schraedar, M. and Hoover, D. (2010), vol.24, 2: p.11-13, Enhancing Organisational Recovery in Tough Times: a pragmatic perspective, Development and Learning in Organisations, Publisher: Emerald Group Publishing Limited, E-Resource available from Emerald; http://www.emeraldinsight.com/Insight/viewPDF.jsp?contentType=ArticleFilename=html/Output/Published/EmeraldFullTextArticle/Pdf/0810240203.pdf Storey, J. (1992), Developments in the Management of Human Resources: An Analytical Review, London: Blackwell Storey, J. (1995), p.5; Human Resources Management: A Critical Text, London: Routledge Walters, S. (2009), p.5-8; The Impact of the Economic Downturn on business and skills in England, Journal of Social Economics, Publisher: Emerald Group Publishing Limited, E-Resource available from Emerald. Watson, T. (2002), p.369; Organising and Managing Work, Harlow: FT/Prentice Hall

Flood Stories of the Epic of Gilgamesh and Book of Genesis of the Christian Bible :: Epic Gilgamesh essays

The Flood Stories of Gilgamesh and the Bible The amazing stories of the great flood that are described in The Epic of Gilgamesh which is translated by N.K. Sandars and â€Å"The Story of the Flood† which is the King James version, both stories similarly. Many of the events of each story are very similar in ways and very different in some of them. From reading both stories I concluded that there was a huge flood that took place in that area of the world. Even though the way both stories describe the flood; The Epic of Gilgamesh is more imaginable. I say that because it is more realistic to have rain for six days, six nights than for forty days, forty nights. Both flood stories have a major similarity and difference though. Both stories described the same flood but they did it in different ways. One difference that backs it up is in The Epic of Gilgamesh the rains that cause the floods only last six days, six nights and in â€Å"The Flood Story in Genesis† the rains last forty days, forty nights. A quote that tells about the flood is when Utnapishtim said, â€Å"For six days and six nights the wind blew, torrent and tempest and flood overwhelmed the world, tempest and flood raged together like warring hosts (pg. 25).† This quote by Utnapishtim describes how bad the weather, rains, and wind were during the six days and six nights of the storm. On the other hand in â€Å"The Story of the Flood† it rained for forty days, forty nights. While God was talking to Noah he said, â€Å"For yet seven days, and I will cause it to rain upon the earth forty days and forty nights; and every living substance that I have made will I destroy from off the face of the earth (pg. 48 line 4).† This quote describes how long God will have the rain go for. It also says th at he is doing it to destroy all of mankind. After reading the two stories I concluded that forty days and forty nights was too long for it to rain without stopping; that is why the flood in Gilgamesh is more realistic. The length of the rains in the flood story in The Epic of Gilgamesh is easier for someone to believe than the length of the rains in Genesis. Even though the stories were different there was many similarities in the stories.

a farewell to arms Essay -- essays research papers

â€Å"A writer’s job is to tell the truth† – Ernest Hemingway. This quote means that it is a writer’s job to convey some sort of truth or accuracy to the reader. I agree. This is shown in the novel, A Farewell to Arms, by Ernest Hemingway through the setting and characterization in the novel. It is also shown in the novel, To Kill A Mockingbird, by Harper Lee through the themes and setting of the novel.   Ã‚  Ã‚  Ã‚  Ã‚  In the war novel, A Farewell to Arms, Ernest Hemingway demonstrates that it is a writer’s job to convey some sort of truth to the reader through the setting of the novel. This novel takes place during a time of war and shows what war is like, realistically. For a war novel, there is not a lot of fighting but instead more of getting from one place to another and the situations that occur in the interim. This portrays a truth to the reader because it shows how war is in reality and that it is not all death and destruction. Hemingway expresses the emotions of the characters accurately for time of war and conditions or situations the characters are put into. The author shows us the characters interact with each other and how they deal with the war surrounding them. For example, in Book III of the novel, the priest says that people that summer finally realized the war and that people were gentler because they had been beaten. This, truthfully, shows how war affe cts people and their emotions because it shows how they are disappointed. Through the setting of...

Global Media Intelligence Report

The Global Media Intelligence Report September 2010  ® The Global Media Intelligence Report Companies worldwide will spend nearly half a trillion dollars on advertising this year. But spending that money wisely is more of a challenge now than ever before because of the changes brought about by the growing importance of digital media. To meet that challenge, marketers need dependable data about evolving economic conditions, consumer spending patterns, media consumption habits and competitor spending levels.And multinational corporations and their agencies need to compare and contrast these trends across regions and countries. Finally, there is the inexorable global shift to digital, where both consumers and marketers are spending more time and money. Yet for all but the most developed markets, there is a lack of objective, credible information available to help marketers strategize and execute their digital marketing plans. Which is precisely why we created this report. In true coll aboration, eMarketer produced this Global Media Intelligence report with the help of Starcom MediaVest Group (SMG).The report covers media usage developments, advertising spending and marketing trends for six regions worldwide, as well as detailed information for 29 countries. Under the leadership of Kate Sirkin, EVP of Global Research, the SMG team helped identify and gather the most compelling data from leading research sources in both local and core global markets. eMarketer then crunched the numbers, evaluating and analyzing data from multiple research sources, including SMG and other respected firms that have longstanding presence and deep knowledge of their respective geographic markets.We believe this intelligent â€Å"aggregation and analysis† approach yields a far more accurate and objective picture of the global marketplace than any single research source could provide. We are sincerely grateful to the research firms who generously agreed to have their data featured in this report, the names of whom are too numerous to be listed here, but can be seen in the many citations in the pages that follow. Laura Desmond Global CEO Starcom MediaVest Group Geoff Ramsey CEO and Co-Founder eMarketer Asia-Pacific Overview Australia China India Japan South KoreaAP-1 AP-2 AP-6 AP-9 AP-12 AP-16 CE-1 CE-2 CE-4 CE-6 CE-7 CE-11 LA-1 LA-2 LA-5 LA-7 LA-9 LA-11 LA-15 LA-17 MA-1 MA-2 MA-4 MA-6 NA-1 NA-2 NA-6 WE-1 WE-2 WE-5 WE-9 WE-14 WE-16 WE-18 WE-22 EAP-1 ECE-1 ELA-1 EMA-1 ENA-1 EWE-1 Central and Eastern Europe Overview Bulgaria Czech Republic Romania Russia Serbia Latin America Overview Argentina Brazil Chile Colombia Mexico Peru Venezuela Middle East and Africa Overview Egypt Lebanon Saudi Arabia North America Overview Canada US Western Europe Overview France Germany Italy Netherlands Portugal Spain UK EndnotesAsia-Pacific Central and Eastern Europe Latin America Middle East and Africa North America Western Europe The Global Media Intelligence Report September 20 10 i Executive Summary Take a global advertising/media industry that has been going through seismic changes (most notably, the inexorable shift toward digital channels), add a worldwide recession, and you have a situation that can confuse even the savviest marketers. The purpose of this Global Media Intelligence report is to help you make sense of the often-conflicting data and shed some light on the trends that will have the most impact on your business.Some of the most obvious—and the most important: I The global recession sped up the shift of marketing dollars to digital in large developing markets such as China, India and Brazil. I Mobile phone usage has become the dominant form of communication in emerging markets, in some cases even overtaking TV. I In developed regions, marketers can engage the consumer at multiple access points (e. g. , TV, online, mobile, out-of-home) virtually simultaneously, providing opportunities for cross-channel and integrated campaigns. But th e data also gives a glimpse into early-stage developments that should give marketers food for thought.For example: I Is the aging of the large UK internet audience an early indicator of a trend that could lead to greater penetration throughout Western Europe? I Given the disparate internet adoption rates throughout Central and Eastern Europe, will mobile be more attractive to marketers in the region? I The recession accelerated the shift of budgets to the Asia-Pacific region; will that pace of change continue? I What accounts for the relatively strong media markets in Latin America compared with the rest of the world? I How can marketers make the most of opportunities in the Middle East and Africa, which, while still relatively mall, show the fastest growth rates in the world? I Is the increase in at-home media usage in North America a temporary shift spurred by the recession, or does it signal a permanent change in media consumption habits in the world’s leading online marke t? In the following pages, you will find detailed data that should prove invaluable in helping you decide which media to use, which consumers to target with which digital platforms, and which regions and individual markets offer the best potential return on every marketing dollar in 2011 and beyond.The Global Media Intelligence Report September 2010 ii The Global Media Intelligence Report: Asia-Pacific September 2010  ® Asia-Pacific With the exception of Australia and Japan, AsiaPacific weathered the global economic recession from 2008 to 2009 better than the rest of the largest regional markets in the world. This was due primarily to the rising consumer classes of China and India, whose full potential remains to be tapped. Many in marketing and advertising believe that Asia-Pacific and other developing regions represent the greatest opportunities for industry growth.Most agree that the global recession accelerated this shift. eMarketer’s own data on advertising spending su pports this theory. Asia-Pacific is in second place behind North America in total media ad spending and will continue to pull away from Western Europe as the market matures, reaching $173. 2 billion in 2014. Asia-Paci? c Total Media Advertising Spending Metrics, 2009-2014 billions, % of total and % change 2009 Worldwide Asia-Paci? c —% of worldwide —% change $465. 1 27. 6% -5. 0% 2010 $482. 6 28. 0% 5. 3% 2011 $495. 0 28. 5% 4. 4% 2012 $523. 4 29. 2% 8. 3% 2013 $543. 30. 0% 6. 6% 2014 $564. 0 30. 7% 6. 3% eMarketer excludes mobile advertising from online spending estimates. Based on the high penetration of mobile devices in Asia-Pacific, mobile spending should also contribute to overall increases in spending on digital media. Asia-Paci? c Online Advertising Spending Metrics, 2009-2014 billions, % of total and % change 2009 Worldwide Asia-Paci? c —% of worldwide —% change $55. 2 $11. 0 19. 9% 5. 7% 2010 $61. 8 $12. 6 20. 4% 14. 7% 2011 $68. 7 $14. 6 21. 2% 15. 5% 2012 $79. 0 $17. 4 22. 0% 19. 4% 2013 $87. 4 $19. 6 22. 4% 12. 6% 2014 $96. $22. 2 22. 9% 13. 3% Note: includes banner ads, search, rich media, video, classi? ed, sponsorships, lead generation and email; excludes mobile ad spending Source: eMarketer, June 2010 118084 118084 www. eMarketer. com South Korea and Japan consist of experienced media users—the youngest generations have been exposed to the internet, broadband and mobile digital technologies for their entire lives, while older generations have worked with most of the technology still in use today. The result is penetration rates of 90% or higher for both traditional and digital media.China and India are at the other end of the spectrum, as the younger generation begins to enter a middle class with high expectations for advancement and access to all media. This demographic includes young and newly urbanized consumers who make up the fastest-growing population of internet users in the world, pegged by eMarketer at 581. 6 million in 2010. Australia falls in the middle with a more diverse, Westernized economy. However, government investment in broadband technology over the next six years could vault Australia into a eading position for internet use and media consumption worldwide. Along with South Korea and Japan, Australia already has a well-developed online ad market, accounting for around 20% of total media spending. $128. 4 $135. 1 $141. 1 $152. 8 $162. 9 $173. 2 Note: includes direct mail, internet (excluding mobile), magazines, newspapers, outdoor, radio, TV (broadcast and cable), yellow pages and other Source: eMarketer, June 2010 118083 www. eMarketer. com 118083 The region will increase its share of worldwide ad spending from 28% in 2010 to 30. 7% in 2014.Higher growth rates will allow AsiaPacific to close in on North America and eventually surpass it sometime beyond the current forecast period. Online advertising will show double-digit growth from 2010 to 2014, but from a smaller b ase. By 2014, online ad spending in the region will hit $22. 2 billion, 22. 9% of the worldwide total. Online will increase as a portion of total spending in Asia-Pacific from 8. 6% in 2009 to 12. 8% in 2014, lagging behind the share of dollars that will go online in North America and Western Europe. The Global Media Intelligence Report September 2010 AP-1 AustraliaAs in most developed countries, total media spending dropped in Australia during the recession, with researchers estimating declines of 5% (Carat Insight, March 2010) to 8. 4% (ZenithOptimedia, April 2010; MAGNA, May 2010) in 2009. This year has brought a return to growth, with all researchers predicting moderate increases in spending through 2012. Spending forecasts this year converge around $10 billion. The online picture is rosier, with 2009 growth estimates of at least 9%. Double-digit increases are expected through 2012, when both MAGNA and ZenithOptimedia predict online ad spending ill reach $2. 1 billion in the cou ntry. The importance of online advertising in Australia reflects its advanced internet user population. eMarketer estimates that more than two-thirds of people in Australia accessed the internet at least once a month in 2009. In 2010, internet users reached a total of 14. 8 million and are forecast to hit 16 million in 2014. Data from Roy Morgan Single Source Australia indicated that while TV maintained its status as the most widespread medium with 92. 6% penetration, mobile phones surged to become the secondmost-widespread device, at 85. % in 2009. Internet usage nearly doubled as users spent 7 more hours online per week in 2009 than in 2005. Web users in Australia are among regional leaders in social media usage as well. Population in Australia, 2000-2010 millions 21. 3 21. 5 20. 5 20. 7 21. 0 19. 8 20. 0 20. 2 19. 1 19. 3 19. 5 Media Penetration in Australia, 2000, 2005 & 2009 % of adult population 2000 TV viewers* Mobile phone owners Magazine readers Internet users (home) Newspa per readers** Radio listeners* Pay-TV subscribers 93. 4% 51. 0% 88. 1% 39. 6% 85. 0% 68. 9% 21. 3% 2005 92. 5% 78. 4% 85. 9% 64. % 83. 8% 65. 2% 25. 1% 2009 92. 6% 85. 2% 80. 7% 75. 6% 75. 6% 61. 7% 25. 9% Note: ages 18+; *on a normal weekday; **past 7 days; excludes community newspapers Source: Roy Morgan Single Source Australia, December 2009; provided to eMarketer by Starcom MediaVest Group, June 1, 2010 115347 115347 www. eMarketer. com Demographic Pro? le of Media Users in Australia, 2009 % of total Internet users (home) Mobile phone owners TV viewers* Pay-TV subscribers** Radio listeners* Magazine readers Newspaper readers*** Gender Male Female Age 18-24 25-34 35-44 45-54 55-64 65+ Income