Chimpanzee Versus Humans: Similarities & Differences Essay -- essays r

Chimpanzee versus Humans: Similarities & Differences   Ã‚  Ã‚  Ã‚  Ã‚  Since the first days of human thought into their beginnings, chimpanzees have played a vital role in showing who we were. The chimpanzee, one of the great apes, makes it home in the forests of Central and West Africa. Their long arms and legs adapt them for living in such regions as lowland jungles and mountainous regions. Humans are classified in the order Primates, and family Hominade. Within this family, human beings, our nearest living relatives, the African apes, are also placed. Though in some classification standards, apes are placed in the family Pongidae.   Ã‚  Ã‚  Ã‚  Ã‚  The defining characteristic of Hominids is their ability to walk bipedally, using two feet and walking upright. This form of movement lead to many adaptations within the Hominids skeleton. There are notable changes in the spinal cord, pelvis bone and legs. The chimpanzee does have the ability to walk upright and does, but it spends most of the time walking on four limbs. It uses it’s arms as it’s front legs and walks on it’s knuckles. Our brain capacity is about twice as large as that of the chimp. Humans have a brain capacity of 1300 to 1500 cc, while the chimps are about 600 - 800 cc. It is though by scientists that our brain size grew over time as were evolved into making complex tools and we became increasingly sophisticated. The human skull is slightly different from that of our primate ancest...

Marketing Relationship in the Organisation Essay

Relationship marketing is a form of marketing developed from direct response marketing campaigns conducted in the 1970s and 1980s which emphasizes customer retention and satisfaction, rather than a dominant focus on point-of-sale transactions. Relationship marketing differs from other forms of marketing in that it recognizes the long term value to the firm of keeping customers, as opposed to direct marketing or â€Å"Intrusion† marketing, which focuses upon acquisition of new clients by targeting majority demographics based upon prospective client lists. Development of Relationship Marketing Relationship marketing refers to a long-term and mutually beneficial arrangement wherein both the buyer and seller focus on value enhancement with the goal of providing a more satisfying exchange. This approach attempts to transcend the simple purchase-exchange process with customer to make more meaningful and richer contact by providing a more holistic, personalized purchase, and use the consumption experience to create stronger ties. According to Liam Alvey, relationship marketing can be applied when there are competitive product alternatives for customers to choose from; and when there is an ongoing and periodic desire for the product or service. Fornell and Birger Wernerfelt used the term â€Å"defensive marketing† to describe attempts to reduce customer turnover and increase customer loyalty. This customer-retention approach was contrasted with â€Å"offensive marketing† which involved obtaining new customers and increasing customers’ purchase frequency. Defensive marketing focused on reducing or managing the dissatisfaction of your customers, while offensive marketing focused on â€Å"liberating† dissatisfied customers from your competition and generating new customers. There are two components to defensive marketing: increasing customer satisfaction and increasing switching barriers. Modern consumer marketing originated in the 1950s and 1960s as companies found it more profitable to sell relatively low-value products to masses of customers. Over the decades, attempts have been made to broaden the scope of marketing, relationship marketing being one of these attempts. Arguably, customer value has been greatly enriched by these contributions. The practice of relationship marketing has been facilitated by several generations of customer relationship management software that allow tracking and analyzing of each customer’s preferences, activities, tastes, likes, dislikes, and complaints. For example, an automobile manufacturer maintaining a database of when and how repeat customers buy their products, the options they choose, the way they finance the purchase etc., is in a powerful position to develop one-to-one marketing offers and product benefits. In web applications, the consumer shopping profile is built as the person shops on the website. This information is then used to compute what can be his or her likely preferences in other categories. These predicted offerings can then be shown to the customer through cross-sell, email recommendation and other channels. Relationship marketing has also migrated back into direct mail, allowing marketers to take advantage of the technological capabilities of digital, toner-based printing presses to produce unique, personalized pieces for each recipient. Marketers can personalize documents by any information contained in their databases, including name, address, demographics, purchase history, and dozens (or even hundreds) of other variables. The result is a printed piece that (ideally) reflects the individual needs and preferences of each recipient, increasing the relevance of the piece and increasing the response rate. Scope Relationship marketing has also been strongly influenced by reengineering. According to (process) reengineering theory, organizations should be structured according to complete tasks and processes rather than functions. That is, cross-functional teams should be responsible for a whole process, from beginning to end, rather than having the work go from one functional department to another. Traditional marketing is said to use the functional (or ‘silo’) department approach. The legacy of this can still be seen in the traditional four P’s of the marketing mix. Pricing, product management, promotion, and placement. According to Gordon (1999), the marketing mix approach is too limited to provide a usable framework for assessing and developing customer relationships in many industries and should be replaced by the relationship marketing alternative model where the focus is on customers, relationships and interaction over time, rather than markets and products. In contrast, relationship marketing is cross-functional marketing. It is organized around processes that involve all aspects of the organization. In fact, some commentators prefer to call relationship marketing â€Å"relationship management† in recognition of the fact that it involves much more than that which is normally included in marketing. Martin Christopher, Adrian Payne, and David Ballantyne at the Cranfield School of Management claim that relationship marketing has the potential to forge a new synthesis between quality management, customer service management, and marketing. They see marketing and customer service as inseparable. Relationship marketing involves the application of the marketing philosophy to all parts of the organization. Every employee is said to be a â€Å"part-time marketer†. The way Regis McKenna (1991) puts it: â€Å"Marketing is not a function; it is a way of doing business . . . marketing has to be all pervasive, part of everyone’s job description, from the receptionist to the board of directors. Approaches Satisfaction Relationship marketing relies upon the communication and acquisition of consumer requirements solely from existing customers in a mutually beneficial exchange usually involving permission for contact by the customer through an â€Å"opt-in† system. With particular relevance to customer satisfaction the relative price and quality of goods and services produced or sold through a company alongside customer service generally determine the amount of sales relative to that of competing companies. Although groups targeted through relationship marketing may be large, accuracy of communication and overall relevancy to the customer remains higher than that of direct marketing, but has less potential for generating new leads than direct marketing and is limited to Viral marketing for the acquisition of further customers. Retention A key principle of relationship marketing is the retention of customers through varying means and practices to ensure repeated trade from preexisting customers by satisfying requirements above those of competing companies through a mutually beneficial relationship. This technique is now used as a means of counterbalancing new customers and opportunities with current and existing customers as a means of maximizing profit and counteracting the â€Å"leaky bucket theory of business† in which new customers gained in older direct marketing oriented businesses were at the expense of or coincided with the loss of older customers. This process of â€Å"churning† is less economically viable than retaining all or the majority of customers using both direct and relationship management as lead generation via new customers requires more investment. Many companies in competing markets will redirect or allocate large amounts of resources or attention towards customer retention as in markets with increasing competition it may cost 5 times more to attract new customers than it would to retain current customers, as direct or â€Å"offensive† marketing requires much more extensive resources to cause defection from competitors. However, it is suggested that because of the extensive classic marketing theories center on means of attracting customers and creating transactions rather than maintaining them, the majority usage of direct marketing used in the past is now gradually being used more alongside relationship marketing as its importance becomes more recognizable. It is claimed by Reichheld and Sasser that a 5% improvement in customer retention can cause an increase in profitability of between 25 and 85 percent (in terms of net present value) depending on the industry. However Carrol, and Reichheld dispute these calculations, claiming they result from faulty cross-sectional analysis. According to Buchanan and Gilles, the increased profitability associated with customer retention efforts occurs because of several factors that occur once a relationship has been established with a customer. †¢ The cost of acquisition occurs only at the beginning of a relationship, so the longer the relationship, the lower the amortized cost. †¢ Account maintenance costs decline as a percentage of total costs (or as a percentage of revenue). †¢ Long-term customers tend to be less inclined to switch, and also tend to be less price sensitive. This can result in stable unit sales volume and increases in dollar-sales volume. †¢ Long-term customers may initiate free word of mouth promotions and referrals. †¢ Long-term customers are more likely to purchase ancillary products and high margin supplemental products. †¢ Customers that stay with you tend to be satisfied with the relationship and are less likely to switch to competitors, making it difficult for competitors to enter the market or gain market share. †¢ Regular customers tend to be less expensive to service because they are familiar with the process, require less â€Å"education†, and are consistent in their order placement. †¢ Increased customer retention and loyalty makes the employees’ jobs easier and more satisfying. In turn, happy employees feed back into better customer satisfaction in a virtuous circle. Relationship marketers speak of the â€Å"relationship ladder of customer loyalty†. It groups types of customers according to their level of loyalty. The ladder’s first rung consists of â€Å"prospects†, that is, people that have not purchased yet but are likely to in the future. This is followed by the successive rungs of â€Å"customer†, â€Å"client†, â€Å"supporter†, â€Å"advocate†, and â€Å"partner†. The relationship marketer’s objective is to â€Å"help† customers get as high up the ladder as possible. This usually involves providing more personalized service and providing service quality that exceeds expectations at each step. Customer retention efforts involve considerations such as the following: 1. Customer valuation – Gordon (1999) describes how to value customers and categorize them according to their financial and strategic value so that companies can decide where to invest for deeper relationships and which relationships need to be served differently or even terminated. 2. Customer retention measurement – Dawkins and Reichheld (1990) calculated a company’s â€Å"customer retention rate†. This is simply the percentage of customers at the beginning of the year that are still customers by the end of the year. In accordance with this statistic, an increase in retention rate from 80% to 90% is associated with a doubling of the average life of a customer relationship from 5 to 10 years. This ratio can be used to make comparisons between products, between market segments, and over time. 3. Determine reasons for defection – Look for the root causes, not mere symptoms. This involves probing for details when talking to former customers. Other techniques include the analysis of customers’ complaints and competitive benchmarking (see competitor analysis). 4. Develop and implement a corrective plan – This could involve actions to improve employee practices, using benchmarking to determine best corrective practices, visible endorsement of top management, adjustments to the company’s reward and recognition systems, and the use of â€Å"recovery teams† to eliminate the causes of defections. A technique to calculate the value to a firm of a sustained customer relationship has been developed. This calculation is typically called customer lifetime value. Retention strategies also build barriers to customer switching. This can be done by product bundling (combining several products or services into one â€Å"package† and offering them at a single price), cross selling (selling related products to current customers), cross promotions (giving discounts or other promotional incentives to purchasers of related products), loyalty programs (giving incentives for frequent purchases), increasing switching costs (adding termination costs, such as mortgage termination fees), and integrating computer systems of multiple organizations (primarily in industrial marketing). Many relationship marketers use a team-based approach. The rationale is that the more points of contact between the organization and customer, the stronger will be the bond, and the more secure the relationship. Application Relationship marketing and traditional (or transactional) marketing are not mutually exclusive and there is no need for a conflict between them. A relationship oriented marketer still has choices at the level of practice, according to the situation variables. Most firms blend the two approaches to match their portfolio of products and services. Virtually all products have a service component to them and this service component has been getting larger in recent decades. (See service economy and experience economy.) Internal marketing Relationship marketing also stresses what it calls internal marketing. This refers to using a marketing orientation within the organization itself. It is claimed that many of the relationship marketing attributes like collaboration, loyalty and trust determine what â€Å"internal customers† say and do. According to this theory, every employee, team, or department in the company is simultaneously a supplier and a customer of services and products. An employee obtains a service at a point in the value chain and then provides a service to another employee further along the value chain. If internal marketing is effective, every employee will both provide and receive exceptional service from and to other employees. It also helps employees understand the significance of their roles and how their roles relate to others’. If implemented well, it can also encourage every employee to see the process in terms of the customer’s perception of value added, and the organization’s strategic mission. Further it is claimed that an effective internal marketing program is a prerequisite for effective external marketing efforts. (George, W. 1990) The six markets model Adrian Payne (1991) from Cranfield University goes further. He identifies six markets which he claims are central to relationship marketing. They are: internal markets, supplier markets, recruitment markets, referral markets, influence markets, and customer markets. Referral marketing is developing and implementing a marketing plan to stimulate referrals. Although it may take months before you see the effect of referral marketing, this is often the most effective part of an overall marketing plan and the best use of resources. Marketing to suppliers is aimed at ensuring a long-term conflict-free relationship in which all parties understand each others’ needs and exceed each others’ expectations. Such a strategy can reduce costs and improve quality. Influence markets involve a wide range of sub-markets including: government regulators, standards bodies, lobbyists, stockholders, bankers, venture capitalists, financial analysts, stockbrokers, consumer associations, environmental associations, and labor associations. These activities are typically carried out by the public relations department, but relationship marketers feel that marketing to all six markets is the responsibility of everyone in the organization. Each market may require its own explicit strategies and a separate marketing mixes for each.

Benefits of Coffee Essay

How much coffee have you consumed already this morning? One cup? Or maybe even two? Like most college students I enjoy my cup of Joe in the morning! Coffee is one of the greatest sources of antioxidants in the global diet. Consuming large amounts is not advised, but having reasonable amounts everyday can be very beneficial to your body. Today, I would like to inform you about some of the benefits of drinking coffee. 1. Lower Chances of Death. a. Let’s face it we are all going to die. b. Appears to lengthen time for people with heart disease and diabetes c. Kristen Kirkpatrick said that a study in 2012 showed that three or more cups of coffee a day lowers the risk of death regardless of whether participants drank caffeinated or decaffeinated coffee. 2. Makes your reproductive system happy. d. Men would you like a drink that could lower your chances for prostate cancer? And ladies wouldn’t you like to lower your risk for endometrial cancer? e. Kirkpatrick also says that a 2011 study found that men consuming at least six or more cups a day reduced their risk of prostate cancer by 20 percent! Another study published in the Journal Cancer Epidemiology, Biomarkers and Prevention found that women who drank more than four cups of coffee a day had a 25 percent lower risk of endometrial cancer. 3. Lower risks of Type 2 diabetes. f. A 2012 study found that a compound in coffee can actually help block a substance in the body called human islet amyloid polypeptide that may play a role in the development of diabetes. Further studies have demonstrated that caffeinated coffee consumption is linked to decreased diabetes risk as well. 4. Protects your brain. g. When you wake up to the smell of coffee in the morning do you usually smile? h. Coffee drinkers are less likely to develop dementia and Alzheimer’s later in life according to a study done in 2009 i. The smell of coffee can help reduce stress that could be associated with loss of sleep 5. Good for skin. j. Drinking coffee may help you to ward off basal cell carcinoma So, the next time you are wondering whether you should have that second cup of coffee to perk you up, relax. At least now you know how it could help you!

Human Relations Vs Classical Approach To Management Essay

This essay will explore the main features in both the â€Å"Human Relation Approach† & â€Å"Classical Approach† to the management of organisations. The essay will compare both approaches and explain why? In my view, the human relation approach is superior to the classical approach in the management of organisations. Before we can declare that the human relation approach is superior to the classic approach in the management of organisations, we must first explore the main features of the two approaches. The Classical Approach The classical approach to management began to come to the fore of management in the first half of the 20th century as organisations looked for more ways in which to improve the number of issues that were surrounding industrial management from that time. Management were striving to find new ways in which to increase productivity, lower costs, increase quality of their products, improve employee/manager relationships and increase efficiency at their factories. The main concern for management using the classical management approach was to find the â€Å"Best Possible Way† in which employees were to perform and manage their daily tasks. What were to come from this were 3 separate branches of the classical approach to management. The 3 branches were as follows, Bureaucratic Management, Classical Scientific Management and Classical Administrative Management. Each of these branches had the one goal of finding the â€Å"Best Possible Way†. Bureaucratic Management The example I will use to explain Bureaucratic Management is Max Webber’s theory on bureaucracy. In the late 1800’s Max Webber criticised organisations because of the way they ran their companies, in some cases like a huge extended family. An example of a company running the business like this would be for a manager to promote a family member for a job  position over another employee simply because he is a relation. The other employee may even be better skilled to carryout the job on offer but this won’t make a difference when the decision is being made. Another scenario would be for management to pick an employee for promotion simply because he gets along with this employee better than he does with the other employees. Webber believes this informal organisation of supervisors and employees inhibited the potential success of a company because power was misplaced. Webber believed in a formal rigid structure of organisation called bureaucracy. This non-personal view of an organisation follows a certain structure of rules, authority and competence. Webber believed that a supervisor’s power within an organisation should only be based on the individual’s position within the organisation, the level of professional competence and the supervisor’s adherence to the organisations rules and regulations. In other words if a company was to make you a supervisor it would be on merit alone or to reverse an old saying â€Å"it’s not who you know it’s what you know†. Following the organisations rules and regulations will ensure that an organisation follows the correct procedures that facilitate consistency in management practices. An example of these rules and regulations would be when an employee calls in sick, the employee must follow the correct procedure i.e. call supervisor before 10am, all employees are expected to follow this procedure and the supervisor is expected to enforce it. The division of labour and work specification was another one of Webbers theories. If an organisation has a workforce of 50 people and management had 4 specific jobs to carry out, the organisation would distribute the jobs to the employees who had the most experience in the specific field in which the job required. Impersonal management was also an important part of Webber’s theory. He believed that while management should be friendly and active with employees they should maintain an impersonal relationship as to promote fair and equal treatment of employees so that unbiased decisions can be made. Classical Scientific Management This branch of classical management focused on the methods and theories in the creation of specialized work processes and workforce skills to complete  a number of the organisations production tasks efficiently. Frederick Taylor, Henry Grant and Frank & Lillian Gilbreth are some of the people who pioneered the classical scientific management theory. They spent their time researching how specific jobs in their companies were being carried out, what steps were taken by an employee to complete the work and the amount of time it took for the worker to complete a task using different methods. These steps were used to determine which way was the most effective. This research led to the 4 principles of scientific management. Number 1, management provide employees with a precise, scientific approach for how a worker completes individual tasks. Number 2, management should choose and train each employee on one specific task. Number 3, management must communicate with staff and ensure the method used to complete the task is in fact the most efficient way to do a task. Number 4, management should create the appropriate division of labour. Following these 4 principles ensured that any organisation that used classical scientific management was left with â€Å"Best Possible Way† of doing things The division of labour allowed management to break down complex and difficult tasks into much smaller and manageable jobs and tasks that single employees could complete. Each employee is given precise instructions and training, specifically in how to best perform their jobs and tasks, each tasks is then watched closely by management who will ensure that the method used is the most efficient method for completing the task. When management is happy with all the methods being used they will watch as the product is passed on from employee to employee. If you think of an assembly line in a factory were each worker has one single job to do over and over in the production of a product on an assembly line, the product is finally ready for sale after each worker completes their specific tasks along the assembly line. Henry Ford’s mass production of the Model T car is a great example of how the assembly line really worked within an organisation. Ford used the  classical scientific management theory along with his own engineering background to determine the â€Å"Best Possible Way† in which he could mass produce the Model T car using the assembly line. First he rationalized the most effective way to build the car based on the size of parts. He then determined the best order to assemble similar sized parts. Workers were trained in assembling these parts on an assembly line. Once the process was defined in only took 93 minutes to produce a Model T car using the assembly line. This allowed Ford to mass produce the car. Classical Administrative Management When systematic management grew in popularity, the number of people who where interested in defining and improving the practice, the likes of Max Weber & Henry Fayol to name a few were among the theorists who sought an alternative more general approach from the specialized functions of scientific management. Where scientific management focused on the workers productivity, administrative management focused on management processes and principles of the organisation. The goal of management theory shifted from exact work methods to the development of managerial principles, which in turn led to the birth of administrative management. The administrative theorist tackled the idea of management from many angles with the goal to designating management as a profession the can be taught to companies anywhere in the world. Weber & Fayol researched topics such as organisational principles, philosophy of management & organizational structure to list a few in order to make management a legitimate force within organisations. For Weber & Fayol management was a profession and an important role within an organisation. Scientific management focused on how to best get a job done administrative management focused on the best way to pull all the jobs together to organise a business. Simply put scientific management was concerned on the parts and administrative management was concerned on the sum. Human Relation Approach As a result of developing the classical management theory by the likes of  Frederick Taylor, Henry Grant and Frank & Lillian Gilbreth was that critics began questioning classical management theory for the potentially harmful effects on employees. It was not so much the way in which management went about finding the most effective way to complete a task that concerned critics, but the assumption of classical management theorist that management and workers would meet half way on their attitudes on standardisation. Many believe that the emphasis on standardisation had in avertedly created an attitude among managers that employees were merely just the clogs in a machine, in this case the organisation. While machines and processes could be standardised, it was unrealistic to expect that standardisation among emotional human beings. Instead the 2 needed to be looked at individually. While Taylor and other classical management theorist continued to study and rollout the standardisation of jobs and processes, others began to look at a new research and approaches that involved the employee. This led to the creation of the human relation approach. The human relation approach attempted to incorporate the behavioural sciences into management thought in order to solve the problems that were encountered when incorporating the classical approach to management. The theory behind this idea was that the roll of management was to use employees to get the work done in organisations, rather than focus on production, structures or technology the human relation approach was concerned with the workers. Human relation theorists concentrated on questions that concerned how to best way to motivate structure and support employees within the organisations. A study during this time called the Hawthorn study was originally devised by a company called Western Electronics and was carried out by their own industrial engineers in 1924. The company was the manufacturing division of the American Telephone and Telegraph Company. The Hawthorn Works employed up to 30000 people and at the time was considered a prime example of the techniques and processes that are involved in the mass production of products and the work organisation methods that were advocated by the likes of Fredrick Taylor and Henry Ford. However, there was a difference mainly being the company’s personal and welfare policies that included pensions, medical care, disability benefits and recreational facilities. The first phase of the study aimed at examining the effects of various lighting levels in the workplace and how these lighting levels could affect workers productivity. They divided workers into 2 groups, one that would have the light varied in the room and one that would have a constant illumination level in the room. Engineers expected to see various results in the group with changing light levels in order to determine the correct level of light, however the opposite happened. The group with the changing light levels in their room surprised engineers by actually increasing their output. The only time their work actually decreased was when the light in the room was actually so dim that the work could not continue. Even more startling was that the group with the same constant light levels also increased their work output. The second phase of the study wanted to establish the effects on productivity with increased rest periods, for example shorter working days, reduced working week, refreshments and better friendly communication between workers and supervisors. They tested a group of 6 women in an assembly test room and gave them the new privileges. The initial results were noted by Gillespie (1991:59) [Their] privileged status and a modicum of control over work days brought about a strong identification with the test room among the workers . . . With the introduction of refreshments during the morning rest period, the women’s status soared higher still. Within 2 years of phase 2 starting productivity in the group of 6 had increased up to 30%. This led to the commissions of even more tests being carried out on various groups of people using the new techniques of reducing working hours and providing better care for their employees. The great results in output and employee job satisfaction undermined the assumptions regarding human behaviour that had been previously perceived by other classical management theorists. The study concluded that it was not the changes in the environment such as lighting and refreshments that had improved the production output in the group, but it was in fact the personal and special attention that the workers were receiving that made them perform better. It was in fact that they were being studied that made them improve  performance. This later became known as the â€Å"Hawthorn Effect†. This was the reason why the group had that had same consistent lighting in there room also showed increased performance levels. They also felt special because they were being studied which led to them wanting to impress the people who were studying them. Two major propositions came from the core of the Human Relations approach. The first proposition related to the importance of informal groups within organisations. The Hawthorn Study had proved that employees performed better when they worked as a collective force that cooperated throughout the organisation with no barriers between higher management and the employees. The second proposition was that humans are emotional beings who have a deep need for recognition and the feeling of belonging to something or someone. The Hawthorn Study found that employee’s performance and attitude can change dramatically once these needs are met. This also did not go un noticed by the organisations who also needed to gain the collaboration of these new working groups if they were to get the best performance from their employees. Conclusion For me the Human Relation Approach to management is by far the most rewarding and fair approach between the two. Using this approach to management is both rewarding to the employee and the organisations for which they are working for. The employees get the job satisfaction, acknowledgment and felling of belonging to an organisation through this type of management. The employees will feel proud and honoured by the work that they carryout for the company and will feel secure and happy by the rewards offered. For the organisations, they get a work force that is happy to work for an organisation that treats its employees so well and fair. The production levels increase as a result of this. We as human beings need to be acknowledged in the work place and made to feel we belong to something, in turn we will continue o perform to the best of our abilities. References Bernard Burns (2009). Managing Change a Strategic Approach to Organisational Dynamics. 5th ed. Harlow England: Pearson Education Limited. P9-90. Bureaucracy: Max Weber’s Theory of Impersonal Management, Education Portal, YouTube 9th October 2014, Viewed 11th November 2014 https://www.youtube.com/watch?v=buJcTq2b6sE Classical Management Theory, Education Portal, YouTube 31st December 2013, Viewed 02 November 2014, https://www.youtube.com/watch?v=kE9XvUWgwaI Classical Management Theory, Education Portal, YouTube 9th October 2013, Viewed 04 November 2014, https://www.youtube.com/watch?v=PTBAMdA7YGg Classical Administrative School of Management, Education Portal, YouTube 14th October 2014, Viewed 10 November 2014 https://www.youtube.com/watch?v=vOhJtRlFgno Classical Administrative School of Management, Education Portal, YouTube 14th October 2014, Viewed 15th November https://www.youtube.com/watch?v=vOhJtRlFgno Neoclassical Theory of Management: The Human Relations Approach, Education Portal, YouTube 14th October 2014, Viewed 16th November 2014 https://www.youtube.com/watch?v=nhSJplS8tPY

Resort Management - Economic Impact on Resorts Assignment

Resort Management - Economic Impact on Resorts - Assignment Example A slow economy in the region implies that business trips increase tremendously, thus positively affecting profits. Cost containment has been another hiccup facing the Grand Floridian and thus reducing the productivity (Miller 55). The resort management has come up with ways to lower the cost without negatively affecting the quality standards. As a result of cost containment, the management has cut down cost of products and services leading to low revenues. According to a research study by Choi, taxes, and deductions play a vital role in the hospitality industry. Higher taxes and lower tax deductions in Florida have negatively affected the Grand Floridian’s revenues. For instance, high energy taxes will lead to fewer trips while high corporate taxes result in less net profit after tax. On the other hand, increased guest sophistication has also posed a significant challenge to the Grand Floridian Resort. As a result of increased consumer preferences, the resort has been forced to undertake renovation of recreational facilities, business hubs, and guests’ rooms in order to match customers’ expectations. Lack of adequate number of employees working in the resort has led to reduced productivity. Labor shortage is triggered by the increased services offered at the Grand Floridian resort (Choi 68). Therefore, the resort management needs to handle the aforementioned hiccups in order to improve on the number of guests, and increase efficiency. There are also favorable economic factors that have facilitated the growth and expansion of the Grand Floridian resort. For instance, the organization has received benefits from the federal government through subsidies and reduced taxes resulting in higher profits and revenues. Therefore, the government has enhanced the organization’s operations by offering tax breaks, and incentives to the entire hospitality and tourism industry. On the other hand, rising competition in the industry has led to increased creativity

Foster Children That Received Improved Relationship From Foster Essay

Foster Children That Received Improved Relationship From Foster Parents Can Develop Secure Attachment - Essay Example This is due to the lack of time for working parents, specifically mothers, to nurse for their children. Likewise, growing costs of home care also allowed for professional foster caregivers a better option. It is therefore necessary to find out and seek best environments for children needing foster care but this cannot be established without extensive research and findings. Dozier et al (2001) suggested that babies in foster care "organize their attachment behavior around the availability of their new caregivers" although acknowledged that it is possible that previous experiences lessen the babies' chances of forming trusting relationships with new caregivers. This study will specifically find out if foster children that received improved or high quality relationship from the foster parents can develop secure attachment. It will answer the question will foster children that received high quality or improved relationship from the foster parents can develop secure attachment Since there are several acknowledged factors that suggest attachment behaviors are organized around the availability of caregivers (Dozier et al, 2001), this study proposes that foster children that received improved or high quality... It will try to establish definitive structure of a "quality relationship" and "secure attachment" and how these could be developed in a foster care setting. Likewise, it will also distinguish foster parental from professional foster care in relation to caring foster children in the process. This study will be relevant as a guide for future and present caregivers, whether foster parents or professional care providers for children from infanthood to pre-school or even schooling children. Dozier et al (2001) suggested that it is necessary to establish attachment quality "because it reflects the quality of the (children's) relationship with the caregiver and [] it is associated with the child's later interpersonal functioning." Likewise, the three aspects: internalizing behavior, externalizing behavior and trouble with peers shall also be considered in this research as these are qualitative factors that define the aim of this study. Background of the Study: Marcus (1991) established that children are "placed in foster care when any local Department of Social Services and the courts have determined that current parental care for those children has fallen below acceptable community standards and the child is at risk to be harmed." While Ericksona and Egeland (1987) proposed that "foster care may be haven from further neglect or abuse," it is possible that child may bring to this arrangement the sequel of maltreatment, including feelings of rejection, lowered self-esteem, mistrust and resentment. Marcus (1991) provided for basis of quality care in the form of social supports, perception of affection from adults, and the quality of

The whipping by robert hayden Essay Example | Topics and Well Written Essays - 500 words

The whipping by robert hayden - Essay Example Evidently, the author in part aims for the readers to figure how defenseless the boy is that despite his ‘circling’ efforts and the woman’s crippling fat, he does not stand even the feeble chance of being freed from the constant striking of the mad old woman. At this stage, the male child may be imagined to have possessed anxiety and unfairly low levels of self-esteem due to the poignant circumstances of physical and emotional pain that certainly would ring a bell in the future filled with embitterment. On the second half of the narrative, Robert Hayden enters into a dimension in the past that quite explains the reason he establishes focus and interest with the current subject through the boy’s life. Recollecting and pondering on the similarities between this and Robert’s dark encounters of his early youth, he points out how such picture of violence could be devastating especially when executed in a verbal manner or one that sticks to mind more than actual blows do. Mentioning ‘Words could bring, the face that I no longer knew or loved’ somehow indicates that at a later time, the impact which this state of suffering bears on a child can lead to fatal consequences where the oppressed young individual learns to turn all signs of affection for the beloved into hatred.