How Animals Talk Like Humans - 1197 Words

How Animals Talk like Humans Human interaction and communication is more complex than any animal studied thus far. The human mind contains very intricate patterns of communication that is far more advanced than any animal and it is one of the aspects which allowed humans to flourish. However, the patterns that humans use to communicate are also used by many animals. Our habit to anthropomorphize other species has swayed many research projects that remain popularly believed. This principle of an existing human bias has debunked several studies including a famous study that came to the conclusion that pigs are able to express themselves in a way that allows them to interact coherently with humans. In fact, the humans being observed in the study had allowed themselves to apply a previous context on the pigs despite the animals acting independently of human social cues (Mitchell, R. W., Hamm, M. 1997). Even though there is a bias when studying the communication habits of animals, newer studies have been released an d rewritten to incorporate the bias and showed that certain species still resemble human patterns of communication. Some species have developed the skills to communicate through languages and even symbols similar to humans, but the most astounding overarching theme is that all animals develop language skills a similar pace. In the simplest form, the yellow canary and the human speech development are very similar. At the start, both species mirror one another. â€Å"BothShow MoreRelated`` Save The Animals : Stop Animal Testing `` By Lara Weber1241 Words   |  5 PagesThe testing of animals is deemed to be cruel and inhumane because of the way the animals get treated. In the article, â€Å"Women Fought for humane treatment of Chicago’s dogs, cats, horses written by Lara Weber describes how the conditions of where these animals lived were. In a Chicago pound for animals, three hundred dogs cried and were extremely cold from the conditions outside (Weber 1). These animals wer e in terrible conditions and the city should not be proud of it. Within a couple of days theseRead MoreAnimals Are Smart And Have Feelings1189 Words   |  5 PagesAnimals Are Smart and Have Feelings. Animals are sentient, and they have to be treated with the same respect as humans. Many people have the idea that only humans are those who can feel and think. But I think that we are wrong; I think that animals can feel and also I think that they are smarter than many people in this world. Since I was a little girl, my parents taught me that I should love and respect animals. I grew up loving animals and every animal that I had left a memory in me. Today, IRead MoreAnalysis Of Fred Chappell And The Fealss Of Heaven998 Words   |  4 Pagesat the titles and how they are together about animals. The reasoning behind putting animals in poems was blurry to me but after research, I discovered that â€Å"Ultimately, animals offer poets a mirror through which to explore themselves, an unwitting foil used to understand what it means to be human. Sometimes the comparison ultimately reveals a dissatisfaction with humanity† (â€Å"Poems about Animals and Pets†). Poets use anima ls to show the audience the emotion of affection, how humans feel, and that humanityRead MoreIs Animals For Medical Research Necessary?1736 Words   |  7 PagesIs using animals in medical research necessary? Some people would say yes, others would say no... but who s right? No matter what one thinks or believes this question still remains, yet to be answered. At first this question seems like its answer lies within ones opinion and only that, but if you look closer there is a lot more to it than opinion. Feeling sorry for the animals is definitely where it starts for people who don t agree with animal testing; but that s not where it ends. ScientistsRead MoreEssay on Flowers For Algernon by Daniel Keyes1347 Words   |  6 Pageswhile in the cafà ©. Although animals are not technically humans society treats them in ways which no human would wish to be treated, animals have feelings just like humans and do not deserve to be tormented just because they cannot talk. In todays society those that do not fall into the norm category are treated in a negative way. In the novel Flowers for Algernon Keyes shows the treatment of different individuals in an intriguing and individual way. Daniel Keyes shows how negatively those with anRead MoreFlowers for Algernon (Persuasive) Essay1373 Words   |  6 Pageswhile in the cafà ©. Although animals are not technically humans society treats them in ways which no human would wish to be treated, animals have feelings just like humans and do not deserve to be tormented just because they cannot talk. In todays society those that do not fall into the norm category are treated in a negative way. In the novel Flowers for Algernon Keyes shows the treatment of different individuals in an intriguing and individual way. Daniel Keyes shows how negatively those with anRead MoreEssay about The World Without Us698 Words   |  3 Pagesintriguing book about what the world would be like if humans influence never took place and better yet, now that humans have invaded the space of natural wilderness, how would the environment adapt if humans disappeared? What would it be like if none of the creatures in our environment had to deal with the constant demands of humans? How would the forms of life take over all the buildings and materials humans left behind? In the opening chapter, Weisman talks about the greatness and exotic life of theRead MoreThe Difference Between Human Language And Animal Language Essay1123 Words   |  5 PagesResearch Paper of â€Å"Animal Communication† If you have a pet like dog, you will think it knows us. They know our expressions and they always can give us a comfort when we are in terrible situation. I think a lot of people often think about do animals know humans’ language? I want to discuss about Do animals have ability to learn language and what is the difference between human language and animal language. Animal might not be able to speak a real language, but they can use certain way to communicateRead MoreFor My Topic I Chose To Talk About Affective Behaviors1099 Words   |  5 Pageschose to talk about affective behaviors of humans and animals. I chose this topic because I thought it would be interesting to see why humans and animals act the way they do. During this paper we will look at multiple cases and other research about affective neuroscience in humans and animals. The outcome of this paper is for you as well as I to gain some insight on why we involuntary act the way we do. As stated before my topic of choice is affective behaviors of humans and animals. But whatRead MoreHumans And The Environment Through Agriculture960 Words   |  4 Pagessurvive, humans often harm the environment through agriculture.† Humans harming the environment through agriculture has become a big problem due to things like pesticide, fertilizers and fossil fuel be put into the environment. Thoreau propose that we both eat and respect the natural world because there is a spiritual connection between nature and man, nature should be explored, observed and preserved, and the significance nature on the world. In the chapter â€Å"Higher Laws†, Thoreau starts to talk about

The Ethical Theory Of Ethical Pluralism - 1484 Words

With the numerous ethical theories available, it can become difficult and overwhelming to decipher which one offers the best guidance. Some might seem to be too strict while others may not offer enough of a path to follow. W.D. Ross came up with a path that provides a median between some of the popular theories by introducing the concept of prima facia duties within the idea of ethical pluralism, a form of ethics in which there are at least two moral rules. Through explanation of what the prima facia duties are, comparing how Ross’s idea differs from Kantian ethics and utilitarianism, and by exploring some of the benefits of adhering to Ross’s idea, it becomes evident that one should be in favor of his approach to ethics. Ross developed a list of seven prima facia duties. This idea is described in the â€Å"Ethical Pluralism† excerpt stating, â€Å"A prima facia duty is an excellent, nonabsolute, permanent reason to do (or refrain from) something—to keep one’s word, be grateful for kindnesses, avoid hurting others, and so on† (â€Å"Ethical Pluralism† 232). These duties are used to decide the appropriate choice to make in a situation. Ross identifies a final duty. The final duty is what one should do after he or she has taken all of the possible prima facia duties into account. One of Ross’s prima facia duties is a duty to fidelity or keeping one’s promises. An example of the process for deciding on a final duty is: Carol’s cousin is coming into town on Saturday and Carol has promisedShow MoreRelatedMarketing Across Culture Success or Dilemma1130 Words   |  5 PagesTable of contents Marketing across culture: 3 Reasons of this dilemma 3 Proposed solution: 5 Pluralism: 6 Cultural analysis before marketing: 6 Change management strategy: 7 Marketing across culture: Marketing across culture is one of the biggest issues which multinational companies have been confronting nowadays. Since marketing is an important factor for the propagation of a particular product or company, marketing plan should also be effective simultaneously. Every organizationRead MoreAnalysis on Two Leadership Articles1262 Words   |  5 Pagesis Trevinos work on ethical leadership. This is also qualitative, and most leadership research is qualitative in nature due to the highly theoretical nature of the subject and the challenges in finding clean input and output data with which to make high quality quantitative analysis. These articles both contribute important analysis to the field of leadership study. The methodology used to study leadership is to build on past study, and this often focuses on the study of theory. I do not believe thatRead MoreEthical System Table Essay792 Words   |  4 PagesEthical Systems Table PHL/323 June 20, 2012 Ethical Theory or System | Brief Definition | Other Names for Theory | Real-world Example | Workplace Example | Duty-based Ethics | Regardless of consequences, certain moral principles are binding, focusing on duty rather than results or moral obligation over what the individual would prefer to do (Trevià ±o amp; Nelson, 2007, Ch. 4).In ethics, deontological ethics, or deontology (Greek: deon meaning obligation or duty), is a theory holding thatRead MoreEthics Is The Search For Universal Objective Principles For Evaluating Human Behavior, Good Or Bad Essay2386 Words   |  10 PagesHinman â€Å"Understanding the Diversity of Moral Beliefs: Relativism, Absolutism, and Pluralism,† there are three common systems of thought regarding ethics, which are, absolutism, relativism, and pluralism. Ethical absolutists claim that there is a single standard, which is their own, when determining what assessments can be made . Ethical Relativists see each culture as an island unto itself and lastly, ethical pluralism seeks to find the middle ground between both views. Hinman raises the question,Rea d MoreEthical Relativism And Ethical Absolutism1992 Words   |  8 PagesEthical pluralism is a theory that human beings hold multiple morally right and wrong ways to do something. It allows multiple views to something on being right or wrong. Therefore, ethical pluralism means that there is no one right or wrong, but multiple ways. It also means that humans should know morally if something is wrong or good. This theory is between the two theories of ethical relativism and ethical absolutism. It was stated in the book that a â€Å"pluralistic point of view only suggests theRead MoreAnalysis of The Logic of Collective Action Public Goods and The Theory of Groups by Mancur Olson745 Words   |  3 PagesAnalysis of The Logic of Collective Action Public Goods and The Theory of Groups by Mancur Olson Mancur Olson, wrote The Logic of Collective Action Public Goods and The Theory of Groups, throughout the book Olson discusses such topics rationality, group size and group behaviour, public goods, free rider, collective action problem, and selective incentives. Olson’s world-renowned book is full of useful knowledge and opinion concerning world politics. After reading this valuable text I feel bothRead MoreEthics And Health Care Professions867 Words   |  4 PagesThe field of ethics includes the broad study of social morality along with reflections on its norms and practices. Ethical theory and moral philosophy refer to philosophical reflection on morality. Morality can be best defined as principles concerning the distinction between right and wrong or good and bad behavior. Philosophical ethics and health care professions focuses on learning what philosophy is and how it contributes to human history, culture, and autonomy, learning how that contributionRead MoreCode Of Ethics And The National Education Association1031 Words   |  5 Pagesabout a colleague.† A provision under the statement should be, this includes undermining a colleague, faculty member, or a staff member while in front of others or students. It is important that there is professionalism in the work place. The ethical code, (as cited in Strike Soltis, 2009, p. x) truly covers students’ rights very well. In Principle I Article 6 it states, [The educator] Shall not on the basis of race, color, creed, sex, national origin, marital status, political or religiousRead MoreThe Moral Value Of Actions Essay1354 Words   |  6 Pages Though there are various normative ethical theories that work well in deciphering the moral value of actions in most tough situations, all prevailing theories seem to give the wrong answer to some of them. This is why I agree with the ethical pluralist in that moral duties are irreducible (Ross). Hence, I do not have answers adherent to a grounding theory for the two moral dilemmas posed in the prompt. To the moral quandary regarding whether or not it is right to break a promise to a dead friendRead MoreAbortion And The Morality Of It921 Words   |  4 Pagesthat were performed to save the life of a woman. This exception to the rule gives insight into the battle that exists today and the ethical debate of abortion. As stated in Landau (pg. 232), â€Å"Every moral theory we have considered thus far is absolutist. Most of these views are monistic, defending the idea that there is just a single absolute moral rule.† This theory cannot be followed for abortion if we look at it and say there are exceptions to the rule. Abortion is unethical and immoral because

India’s Hofstede assignment sample paper

Question: Discuss about the Indias Hofstede. Answer: Introduction: Indias Hofstede The culture of the people is an important part of any society or nation. The study of Geert Hofstede is used widely to study different cultures and to compare the cultures of various nations. He defines culture as the collective programming of the mind distinguishing the members of one group or category of people from others (McLean Wang, 2015).The objective of this paper is to discuss the Hofstede model for India. The score of India on Hofstede dimensions can be shown as: Source: https://geert-hofstede.com/india.html The score of India for each of these dimensions can be discussed as: Power Distance: 77 This dimensions shows the difference between the people of society. The high score on this dimension reflects that people in the society are not equal. The score of 77 for India suggests the presence of various hierarchical levels in the society and a presence of top-down structure. Individualism: 48 This dimensions shows the traits of individualism in the country. India has an average score of 48 in this dimension. This suggests that Indian society is mix of individualism and collectivism. There are some people in the society that thinks that society is a mix of various classes and people should live life in a collective manner. Masculinity: 56 This dimension suggests the presence of competition in the society. The high score in this dimension reflects the high competition in the society where people are driven by achievement, competition and success. A low score in this dimension suggests that the people in the society have high quality and caring life. India scores 56on this dimension and is thus considered a Masculine society. Uncertainty Avoidance: 40 The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen. India scores 40 in this dimension and this shows that Indian people are patient and they accept the fact that future cannot be predicted. Long Term Orientation: 51 This dimension deals with the way society is linked with the past and how it impacts the future. India scores 51 on this dimension and this shows that India is a balanced society. The people in the India believe that future cannot be predicted and they believe in Karma. India has an average score and it shows that India does not think much about the future (Gill Sharma, 2012). Indulgence: 26 This dimension deals with the socialization level of children in the society. India scores only 26 on this dimension. This shows that Indian society is a restraint society where the emphasis is not given on leisure time or the attainment of personal desires. My Understanding of Hofsetde Findings I would discuss my experiences on the dimensions of Power Distance, Uncertainty Avoidance and Indulgence. My personal experience on these three dimensions can be discussed as: Power Distance: The high score of 77 for India suggests the presence of various hierarchical levels in the society and a presence of top-down structure. I have observed the same in my interaction with one of my friends (Chand, 2014). My Indian friend has various servants in his house and he told me the differences among the people at various level. My friend told me that power distance is reducing in India. However, the difference in the hierarchical level is felt as explained by my friend. Uncertainty Avoidance: India scores 40 in this dimension and this shows that Indian people are patient and they accept the fact that future cannot be predicted. My Indian friend told me that he lives the moment and he tries to improve his present life, as the future is uncertain. My friend told me that he does the short term planning and long term planning. However, the emphasis is given on short-term orientation and goals rather than long-term goals and objectives. He told me that he would have short term plans for future. Indulgence: India scores only 26 on this dimension. This shows that Indian society is a restraint society where the emphasis is not given on leisure time or the attainment of personal desires. I have felt the same in my friend. He always keeps himself busy with some work. He feels that life is well spent on the chores rather than free time. I can say that Indian people are very hard working people. I know my friend, who works at least 50 hours a week. He believes that people should work hard so that they can live a good life. Actually, the population is very high in India and likewise the competition in the country is high and opportunities are less. Therefore, Indian people do not have the luxury of leisure and free time. One Dimension Where Hofstede Results Surprised me One of the dimensions that surprised me is Indulgence. This dimension deals with the socialization level of children in the society. India scores only 26 on this dimension. This shows that Indian society is a restraint society where the emphasis is not given on leisure time or the attainment of personal desires (Caporarello Magni, 2016). However, there are various cases when I have realized that Indian likes leisure times. For example, one of my uncles is Indian and every year he would have vacation plan. He strongly believes that people should have vacation time so that they can enjoy with their friends and family. References Caporarello, L., Magni, M. and Pennarola, F., 2014, September. Does Culture Make the difference? Technology Acceptance and Diffusion in India. InMCIS(p. 15). Chand, M., 2014. Diaspora identity, acculturation policy and FDI: The Indian diaspora in Canada and the United States.Asian Business Management,13(4), pp.283-308. Gill, A., Sharma, S.P., Mathur, N. and Bhutani, S., 2012. The effects of job satisfaction and work experience on employee-desire for empowerment: A comparative study in Canada and India.International Journal of Management,29(1), p.190. Wang, J. and McLean, G.N., 2015. Promoting Diversity in India Where Do We Go From Here?.Advances in Developing Human Resources, p.1523422315614930.

The Cactus free essay sample

â€Å"The Cactus† revolves around a tiny cactus. Throughout the story, Trysdale, the main character and also the supposed to be groom, ends up losing his bride to another mister. Simply because of actions he chose to take. â€Å"The Cactus† shows great symbolism, character description, and allows for different points of view. When Trysdale proposed, his bride said she’d give him an answer the following day. Indeed she did, she sent him a cactus, one that originates from Spanish land. Previously, to impress his lady Trysdale had lied and told her that he spoke Spanish language. She did not attach a note nor send a message for him, just a cactus with a tag stating a foreign name. Upon receiving the cactus, Trysdale continued to wait around for her response. Later in the evening the two met up for dinner. Expecting an explained answer, Trysdale sat with a heavy heart. The bride on the other hand, was expecting excitement from him. We will write a custom essay sample on The Cactus or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Both feeling opposite things, they eventually faded apart over time. Trysdale later on ended up attending a friend’s wedding, one that would stick with him for a long time. He watched his bride give herself to another man and for time to come that image haunted him. Time passed and another man approached Trysdale, concerned about him, he offed him a drink to ease his conscience. The man noticed the cactus and was highly interested in where he received such a wonderful gift. Trysdale told him that it was given to him as a gift. He asked the man if he was familiar with the species. The man replied, â€Å"Yes. The natives imagine the leaves are reaching out and beckoning to you. They call it by this nameVentomarme. Name means in English, Come and take me. At this point in the story symbolism becomes clear, the cactus sent wasn’t meant to be a lousy response from the bride. Most people typically symbolize a thorny cactus as repulsive and distancing. Throughout this story it is used to not only symbolize the bride’s response, but also acceptance and rejection. Expecting it to symbolize her accepting his proposal, the bride had the cactus delivered to the groom. He did not see it as that. He took her gift as a symbol of rejection. He underestimated the meaning of a lousy and thorny cactus. Trysdale views himself as a man upon a pedestal, full of pride and confidence. That conceit and vanity is what switched things around for him. He let his conceitedness keep him from confronting his bride for a better explanation of the cactus. When he told his white lie about being able to speak the Spanish language, he did it full of confidence. It was a lie that he thought he’d get away with. Little did he know, it had come back to haunt him. Trysdale received the cactus and instantly allowed his pride to take over. He felt he was too good for such a thorny gift. He shuddered at the thought that to others, before now, the garments of his soul must have appeared sorry and threadbare. Vanity and conceit? These were the joints in his armor. And how free from either she had always been. † Trysdale starts to realize where he went wrong. He let his pride over rule love and virtually lost both, all because of a simple lie. Also within the short story, the glove that Trysdale wears is a used as a symbol. O. Henry writes, â€Å"As he slowly unbuttoned his gloves, there passed through Trysdales mind a swift, scarifying retrospect of the last few hours. It seemed that in his nostrils was still the scent of the flowers that had been banked in odorous masses about the church, and in his ears the lowpitched hum of a thousand well-bred voices, the rustle of crisp garments, and, most insistently recurring, the drawling words of the minister irrevocably binding her to another. † The gloves symbolize the feeling of love that Trysdale has no choice, but to slowly let go of. The gloves give him a sense of warmth that reminds him of his past love. Throughout this short story, author O. Henry introduced only a few characters. Trysdale, a bachelor who finds himself battling his own mistakes in trying to gain the bride of his dream, is a man who puts himself upon a pedestal. He is very conceited and lets his conceitedness hold him back from chasing after his bride. Thinking highly of himself, he held excessive pride. Ultimately, he chose to put his pride before his love and lost both. The Bride in the story is described as â€Å"†¦so modest † â€Å"†¦so childlike and worshipful, and (he would once have sworn) so sincere. † In other words, she was the ultimate lady of that time period. Throughout the entire story the bride remains nameless, but also O. Henry consistently kept her out of the ‘spot light’. He needed her in the story to create the problem, but not enough to make her a main character. He did a good job of making her important, but didn’t force the reader to pay too much attention to her. â€Å"The Cactus† is told in a point of view that strongly keeps the reader focused in. O. Henry used a third person point of view to show the main characters thoughts and feelings. By using third person, the reader can relate to the characters much easier. When the author writes about realistic situations, the reader can relate much easier. If the story had not been written in third person, the reader may have found the story boring because it may not have caused them to instantly feel a relation. This story being written in a third person point of view does great deed for the story. Previous to reading this story and knowing what was about, I chose to read it because my grandmother is a big fan of the cacti plant. When I was a young girl my family and I used to go visit her in Arizona, the home of the cactus. For me, it triggered a meaningful memory. After getting into this story, I found O. Henry’s word choice very appealing. His word choice leaves the reader wondering what is really to come next, rather than foreshadowing and making it obvious. If I were to write this story as my own, I would give the bride a larger part. I would give her a name and allow her to show more of her feelings. Overall, I feel the story was written very well. Author O. Henry left me wanting to read more of his story’s, even if they were about cacti’s full of meaning. The Cactus free essay sample Who would have thought that such a small and thorny cactus could have so much meaning. It’s not surprising that O. Henry’s short story, â€Å"The Cactus† revolves around a tiny cactus. Throughout the story, Trysdale, the main character and also the supposed to be groom, ends up losing his bride to another mister. Simply because of actions he chose to take. â€Å"The Cactus† shows great symbolism, character description, and allows for different points of view. When Trysdale proposed, his bride said she’d give him an answer the following day. Indeed she did, she sent him a cactus, one that originates from Spanish land. Previously, to impress his lady Trysdale had lied and told her that he spoke Spanish language. She did not attach a note nor send a message for him, just a cactus with a tag stating a foreign name. Upon receiving the cactus, Trysdale continued to wait around for her response. We will write a custom essay sample on The Cactus or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Later in the evening the two met up for dinner. Expecting an explained answer, Trysdale sat with a heavy heart. The bride on the other hand, was expecting excitement from him. Both feeling opposite things, they eventually faded apart over time. Trysdale later on ended up attending a friend’s wedding, one that would stick with him for a long time. He watched his bride give herself to another man and for time to come that image haunted him. Time passed and another man approached Trysdale, concerned about him, he offed him a drink to ease his conscience. The man noticed the cactus and was highly interested in where he received such a wonderful gift. Trysdale told him that it was given to him as a gift. He asked the man if he was familiar with the species. The man replied, â€Å"Yes. The natives imagine the leaves are reaching out and beckoning to you. They call it by this nameVentomarme. Name means in English, Come and take me. At this point in the story symbolism becomes clear, the cactus sent wasn’t meant to be a lousy response from the bride. Most people typically symbolize a thorny cactus as repulsive and distancing. Throughout this story it is used to not only symbolize the bride’s response, but also acceptance and rejection. Expecting it to symbolize her accepting his proposal, the bride had the cactus delivered to the groom. He did not see it as that. He took her gift as a symbol of rejection. He underestimated the meaning of a lousy and thorny cactus. Trysdale views himself as a man upon a pedestal, full of pride and confidence. That conceit and vanity is what switched things around for him. He let his conceitedness keep him from confronting his bride for a better explanation of the cactus. When he told his white lie about being able to speak the Spanish language, he did it full of confidence. It was a lie that he thought he’d get away with. Little did he know, it had come back to haunt him. Trysdale received the cactus and instantly allowed his pride to take over. He felt he was too good for such a thorny gift. He shuddered at the thought that to others, before now, the garments of his soul must have appeared sorry and threadbare. Vanity and conceit? These were the joints in his armor. And how free from either she had always been. † Trysdale starts to realize where he went wrong. He let his pride over rule love and virtually lost both, all because of a simple lie. Also within the short story, the glove that Trysdale wears is a used as a symbol. O. Henry writes, â€Å"As he slowly unbuttoned his gloves, there passed through Trysdales mind a swift, scarifying retrospect of the last few hours. It seemed that in his nostrils was still the scent of the flowers that had been banked in odorous masses about the church, and in his ears the lowpitched hum of a thousand well-bred voices, the rustle of crisp garments, and, most insistently recurring, the drawling words of the minister irrevocably binding her to another. † The gloves symbolize the feeling of love that Trysdale has no choice, but to slowly let go of. The gloves give him a sense of warmth that reminds him of his past love. Throughout this short story, author O. Henry introduced only a few characters. Trysdale, a bachelor who finds himself battling his own mistakes in trying to gain the bride of his dream, is a man who puts himself upon a pedestal. He is very conceited and lets his conceitedness hold him back from chasing after his bride. Thinking highly of himself, he held excessive pride. Ultimately, he chose to put his pride before his love and lost both. The Bride in the story is described as â€Å"†¦so modest † â€Å"†¦so childlike and worshipful, and (he would once have sworn) so sincere. † In other words, she was the ultimate lady of that time period. Throughout the entire story the bride remains nameless, but also O. Henry consistently kept her out of the ‘spot light’. He needed her in the story to create the problem, but not enough to make her a main character. He did a good job of making her important, but didn’t force the reader to pay too much attention to her. â€Å"The Cactus† is told in a point of view that strongly keeps the reader focused in. O. Henry used a third person point of view to show the main characters thoughts and feelings. By using third person, the reader can relate to the characters much easier. When the author writes about realistic situations, the reader can relate much easier. If the story had not been written in third person, the reader may have found the story boring because it may not have caused them to instantly feel a relation. This story being written in a third person point of view does great deed for the story. Previous to reading this story and knowing what was about, I chose to read it because my grandmother is a big fan of the cacti plant. When I was a young girl my family and I used to go visit her in Arizona, the home of the cactus. For me, it triggered a meaningful memory. After getting into this story, I found O. Henry’s word choice very appealing. His word choice leaves the reader wondering what is really to come next, rather than foreshadowing and making it obvious. If I were to write this story as my own, I would give the bride a larger part. I would give her a name and allow her to show more of her feelings. Overall, I feel the story was written very well. Author O. Henry left me wanting to read more of his story’s, even if they were about cacti’s full of meaning.

The Effect on the Church During the Black Death Essay Example

The Effect on the Church During the Black Death Essay Example The Effect on the Church During the Black Death Essay The Effect on the Church During the Black Death Essay Essay Topic: The Black Monk The Black Death stands as a convenient divider between the central and the late Middle Ages in Europe.Also known as bubonic plague was caused by an infectious flea on rats.It was highly contagious and the victims usually died in around 3 days after thefirst symptom.Itfirst erupted in the Gobi Desert in the late 1320s, without any available reason.It traveled fast infecting all Asia and in China the plague dropped the population about one hundred million over the course of the 14th century.Arriving in Italy in 1347 it spread quickly through the continent. By the time it was done with Europe it killed on fourth of the population or around twenty-five million people.Though the population dropped dramatic the Christian church suffered the most in this horrifying period of time. In the early and central Middle Ages the church was the most powerful group in Europe.It was the European government and the wealthiest group on the continent.When the plague started the church became even more p owerful and popular the ever.The Church dealt with the Plague in a number of ways. The most distinguished of these was that there were much more processions and vows, hoping of gaining recognition from God.In this quote by an unknown individual When in 1347 the plague was raging at Luebeck the confession was so great that the citizens, as if deprived of their senses, took leave of life and willingly renounced all earthly possessions. They bore their treasures to the monasteries and churches to lay them on the steps of the altars. But for the monks the money had no attraction, for it brought death. They closed their gates, but the people threw their money over the walls of the monasteries; they would brook no impediment in their last pious work, to which they were urged by mute despair. [Black] it is clearly seen that the church maybe became more popular than it ever was.As seen in the quote above the monks didn

How to Pronounce the Name of Taiwanese Politician Tsai Ing-wen

How to Pronounce the Name of Taiwanese Politician Tsai Ing-wen In this article, we will look at how to pronounce the name of the president Taiwan, Tsai Ing-wen (è” ¡Ã¨â€¹ ±Ã¦â€"‡), which in Hanyu Pinyin would be written Ci YÄ «ngwà ©n. Since most students use Hanyu Pinyin for pronunciation, we  will henceforth use that, although the notes about pronunciation are of course relevant regardless of system. Ci YÄ «ngwà ©n was elected president of Taiwan on Jan. 16, 2016. And yes, her personal name means English, as in the language this article is written in. Below are some easy instructions if you just want to have a rough idea how to pronounce the name. Then we’ll go through a more detailed description, including analysis of common learner errors. Pronouncing Names in Chinese Pronouncing can be very hard if you havent studied the language; sometimes its hard, even if you have.  Ignoring or mispronouncing tones will just add to the confusion. These mistakes add up and often become so serious that a native speaker would fail to understand. Read more about how to pronounce Chinese names. Easy Instructions for Pronouncing Cai Yingwen Chinese names usually consist of three syllables, with the first being the family name and the last two the personal name. There are exceptions to this rule, but it holds true in many cases. Thus, there are three syllables we need to deal with. Cai - Pronounce as ts in hats plus eyeYing - Pronounce as Eng in EnglishWen - Pronounce as when If you want to have a go at the tones, they are falling, high-flat and rising respectively. Note: This pronunciation is not correct pronunciation in Mandarin (though it is reasonably close). It represents an attempt to write the pronunciation using English words. To really get it right, you need to learn some new sounds (see below). How to Actually Pronounce Cai Yingwen If you study Mandarin, you should never ever rely on English approximations like those above. Those are meant for people who dont intend to learn the language! You have to understand the orthography, i.e. how the letters relate to the sounds. There are many traps and pitfalls in Pinyin you have to be familiar with. Now, lets look at the three syllables in more detail, including common learner errors: Cai  (fourth tone) - Her family name is by far the hardest part of the name. c in Pinyin is an affricate, which means that it is a stop sound (a t-sound) followed by a fricative (an s-sound). I used ts in hats above, which is sort of okay, but will lead to a sound that is not aspirated enough. To get that right, you should add a considerable puff of air afterward. If you hold your hand a few inches from your mouth, you should feel the air hitting your hand. The final is okay and is pretty close to eye.Ying  (first tone) - As you have probably guessed already, this syllable was chosen to represent England and thereby English because they do sound quite similar. The i (which is spelt yi here) in Mandarin is pronounced with the tongue closer to the upper teeth than in English. Its as far up and forward you can go, basically. It can almost sound like a soft j at times. The final can have an optional short schwa (as in English the). To get the right -ng, let your jaw drop and your ton gue withdraw. Wen (second tone) - This syllable seldom clauses problem for learners once they sort the spelling (its uen but since its the beginning of the word, its spelt wen). It is actually very close to English when.  Its worth pointing out that some English dialects have an audible h, which should not be present here. It should also be noted that some native speakers of Mandarin reduce the final to sound more like un than en, but this is not the standardized way of pronouncing it. English when is closer. The are some variations for these sounds, but Cai Yingwen/Tsai Ing-wen (è” ¡Ã¨â€¹ ±Ã¦â€"‡) can be written like this in IPA: tsÊ °ai jiÅ‹ wÉ™n Conclusion Now you know how to pronounce Tsai Ing-wen (è” ¡Ã¨â€¹ ±Ã¦â€"‡). Did you find it hard? If you’re learning Mandarin, dont worry; there arent that many sounds. Once you’ve learned the most common ones, learning to pronounce words (and names) will become much easier!

Weekly progress report Coursework Example | Topics and Well Written Essays - 500 words - 1

Weekly progress report - Coursework Example I spend Monday and Tuesday reading an article titled, Omans eGovernment progress recognised internationally, written by Ammari. S (2012). The article talks about the recent development in the context of m-government in Oman. I also read the Statistical year book developed by the Ministry of National Economy – Oman (2007). It helped me in understanding the acceptance and feasibility of mobile technology in Oman On Wednesday, Thursday and Friday, I started writing my first chapter covering the context part along with designing research aim and objectives and formulating research questions. The context of the research covers information on the importance of m-government, its applications in Oman and overall acceptance and feasibility in the present and coming years. In the coming week, I am planning to read articles on the growth and development of m-government in Oman for 2-3 days. I have read few articles published in the newspaper, Oman Observer. One of the articles titled, 4G services launched written by Harthi F.B.K (2012) states the emergence of 4G services in the country while the article titled, Improving Customer Service via Mobile Banking written by Murphy. D (2009) states the emergence of mobile banking offering multiple benefits to users and organsiations. However, the article titled, M-Government Services Initiatives in Oman, written by Naqwi and Shihi (2009) states that there are major loopholes in the m-government as the model is fairly new. I have not read much but will continue to do so in order to critically analyse the literature I have also planned to strengthen my literature reading by visiting the nearest library along with reading more articles and journals on m-government and its applications in the context of Oman in the mid week for 2-3 days I do not wish to read end numbers of journals, articles and books as the mentioned research

Operations Management Assignment Example | Topics and Well Written Essays - 2000 words

Operations Management - Assignment Example For this purpose, two different case studies have been analyzed. It is important for the organizations to come up with proper quality management and production management strategies, in order to make sure that the organization is able to meet the overall objectives and show high growth and increasing profits (Charvet, Cooper, & Gardner, 2008; Dahlgaard and Dahlgaard-Park, 2006). CASE STUDY: THE REALCO BREADMASTER Master Product Schedule for the Bread maker       Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Forecasted demand    20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Booked orders    23,500 23,500 21,500 15,050 13,600 11,500 5,400 1,800 Projected ending inventory    7,000 27,000 47,000 67,000 87,000 107,000 127,000 147,000 Master production Schedule    40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 Available to promise    16,500 16,500 18,500 24,950 26,400 28,500 34,600 38,200 The projected ending inventory gives a clear notification o f extra production by production department. The amount or units of projected ending inventory is increasing with the passage of weeks and increasing the inventory holding or maintenance cost for the company. Available-to-promise inventory number tells that the rate of holding inventory is increasing week-by-week and which causes the increment in ware house cost and inventory management cost. Realco already have excess production and has a capacity of producing more than the demand so the Realco can make promises with the customers to meet the demand with its available projected ending inventories. Realco should improve the production level by analyzing an accurate demand from the market. Realco needs to analyze and determine the gap between the demand and supply to understand the market variations then produce according to the market requirements. This practice will reduce the cost of holding inventory and contain the organization with the balance figure of demand and supply which gives handsome profits in short term period (Barlow, 2005). Jack’s Approach to Order Promising: Jack does not have a formal production plan and he has not analyzed the demand and supply on the basis of any formulated schedule or any economic analysis. Jack’s forecasting strategy is based on analogy which means future expectation is completely rely on past experiences, with this approach Jack make assumptions for meeting the demand. It has a benefit of availability of inventory because of excess amount of production. Benefit in a way that the ending inventory is utilizing by the Jack’s promises. On the other hand this unformulated and informal strategic planning has a dark side too which can cause a big down fall in company’s financial position. If the demand would exceed from the production then it will be difficult for the company to meet the demand of people which will directly affect the brand loyalty and at that point competitor will fill the gap of d emand and get the competitive advantage. And if the demand gets decreased with the passage of time and production level is same then the company will bear a high holding inventory cost. The formal master scheduling will design the balance structure of demand and supply by analyzing the market trends. It will reduce the c

Honors Essay Example for Free

Honors Essay For how I firmly am resolved you know; That is, not bestow my youngest daughter Before I have a husband for the elder: If either of you both love Katharina, Because I know you well and love you well, Leave shall you have to court her at your pleasure. † In these lines, we are introduced to Baptista, a father who wants to find a husband for his oldest daughter, Katharina. The conflict of the play is also introduced as Baptista has decided that his youngest daughter cannot marry until Katharina does. These lines provide readers with some background information on Baptista and his daughters, as well as their familial relationship. They also reveal that while Baptista loves both of his daughter’s, he is at a loss for how to manage his oldest daughter, Katharina. Exposition Act 1, Scene 1 Lucentio: â€Å"Tranio, since for the great desire I had To see fair Padua, nursery of arts, I am arrived for fruitful Lombardy, The pleasant garden of great Italy;† In these lines, we get the first glimpse of where the setting is. The readers get a chance to see the descriptive environment of Italy with the â€Å"pleasant garden†. We are also introduced to Lucentio and Tranio in this part of the play where they are visiting this part of Italy because they had that desire to go there. Rising Action Act 2, Scene 1 KATHARINA: â€Å"Of all thy suitors, here I charge thee, tell Whom thou lovest best: see thou dissemble not. † BIANCA: â€Å"Believe me, sister, of all the men alive I never yet beheld that special face Which I could fancy more than any other. † KATHARINA: â€Å"Minion, thou liest. Ist not Hortensio? † BIANCA: â€Å"If you affect him, sister, here I swear Ill plead for you myself, but you shall have Him. † KATHARINA: â€Å"O then, belike, you fancy riches more:You will have Gremio to keep you fair. † BIANCA: â€Å"Is it for him you do envy me so? Nay then you jest, and now I well perceive You have but jested with me all this while: I prithee, sister Kate, untie my hands. † KATHARINA: â€Å"If that be jest, then all the rest was so. † In these lines, Katharina begins attacking Bianca for no reason at all. Katharina begins questions Bianca out of the blue about which of the suitors does she want the most while Bianca has no clue where this question is coming from, but Bianca assumes that Katharina wants one of the suitors for her and has been acting around her to get what she wanted. Climax Act 3, Scene 2 KATHARINA: â€Å"No shame but mine. I must, forsooth, be forced To give my hand, opposed against my heart, Unto a mad-brain rudesby, full of spleen, Who wooed in haste and means to wed at leisure. I told you, I, he was a frantic fool, Hiding his bitter jests in blunt behavior, And, to be noted for a merry man, He’ll woo a thousand, point the day of marriage, Make friends, invite, and proclaim the banns, Yet never means to wed where he hath wooed. Now must the world point at poor Katherine And say, â€Å"Lo, there is mad Petruchio’s wife, If it would please him come and marry her! † In these lines, Katharina is upset that the groom has not arrived to their wedding yet. And she begins blaming Lucentio for her being forced to marry this guy when she knew what the groom’s plans were. Katharina says that all the groom did it for was the friends and fame of proposing to women then not showing up to the date of the wedding and this made her even more mad, like she wanted to kill somebody. Falling Action Act 4, Scene 1 KATHARINA: â€Å"I pray you, husband, be not so disquiet:The meat was well, if you were so contented. † PETRUCHIO: â€Å"I tell thee, Kate, twas burnt and dried away; And I expressly am forbid to touch it, For it engenders choler, planteth anger;And better twere that both of us did fast,Since, of ourselves, ourselves are choleric, Than feed it with such over-roasted flesh. Be patient; to-morrow t shall be mended,And, for this night, well fast for company: Come, I will bring thee to thy bridal chamber. † In these lines, Katharina and Petruchio have already married and now they are at Petruchio’s house where he will boss around all of his servants. And Katharina is trying to calm Petruchio down because one of the servants brought out burnt meat and he wanted everything to be perfect for his wife. Resolution Act 4, Scene 5 PETRUCHIO: Why, how now, Kate! I hope thou art not mad: This is a man, old, wrinkled, faded, witherd, And not a maiden, as thou sayst he is. KATHARINA: Pardon, old father, my mistaking eyes, That have been so bedazzled with the sun That everything I look on seemeth green: Now I perceive thou art a reverend father; Pardon, I pray thee, for my mad mistaking. In these lines, Petruchio seeks an elderly man in the direction they are heading. But Katharina eyes are blinded by looking at the sun for too long and she mistakes the old man for a little girl. But altogether this is after all the arguing that were going on and now they are spending time together on their way to Katharina’s father’s house.

Today’s America Versus World War II America Essay -- patriotism, libert

There is a fine line between what American society looked like during World War II and contemporary America. The dilemma is that society has gone from patriotism and a fight for liberty to â€Å"everyone walking around with a chip on his or her shoulder† (Carr 2). This two distinct differences on America culture and society is manifested in, Howie Carr’s â€Å"Take $2000 and Call Me in the Morning† and Ronald Reagan’s speech, â€Å"The Boys of Point du Hoc†. Carr’s â€Å"Take $2000 and Call Me in the Morning† illustrates and criticizes the abuse of legal defense by citizens of the United States of America and how people feel like they are entitled to a lot of things. In contrast to that in Ronald Reagan’s speech, â€Å"The Boys of Point du Hoc† takes us back to a time back in American history where people fought and died for what they believed to be a just cause; while reiterating that America’s goal was to avoid what and conflict with the Soviet Union. In these two pieces of writing, both authors use different tones to get their message across to the public. Carr’s uses a sarcastic and humorous tone to poke fun at how American society and his humorous but important analogies to support his argument that people are abuses the legal system to get money. Regan’s main argument is that peace with the Soviets can be made, but war will always be an option if needed. Regan supports his argument w ith a serious tone, emotional words that evoke memories of America’s strength and determination. Using a humorous and sarcastic tone, Carr addresses how serious this â€Å"emotional distress† that the American people know seem to suffer from. Carr uses this sarcastic tone to show the people how pathetic and chronic this situation has become. Carr starts out the essay by, â€Å"Alm... ...ntouchable, and whomever touches America will not live for long. Life in America society is different, and while reading the two texts from Carr and Reagan, it becomes apparent that the society has evolved to the worst. Society went from a courageous â€Å"bagpipe player in the middle of a bloody battle†(Reagan ) to â€Å"A guy suing after his dog confuses a restaurant for a fire hydrant† (Carr 2). The two authors show a huge contrast while using different tones and analogies to catch the attention of the people they are trying to reach. Has American society decline that much from the World War II era? Carr seems to think so and reading Reagan’s speech shows how there is a clear difference. Works Cited Carr, Howie. â€Å"Take $2000 and Call Me in the Morning.† Boston Herald (March 1995): 1-2 Reagan, Ronald. â€Å"The Boys of Point du Hoc†. Course Packet. (June 6, 1984) 26-29

Organizational Behavior and Design Essay

Leadership exists in both formal and informal fashion. Formal leadership is defined by Byrnes (2003, p. 160) as ‘leadership by a manager who has been granted the formal authority or right to command’. Formal authority in this sense means those elements that automatically come with leadership – perhaps a title, an office, a budget, the right to make decisions, a set of subordinates, a reporting relationship, and so on. Formal leaders are appointed or elected to lead the group by virtue of such characteristics as their position in the organization and their interest or expertise in relation to the group’s focus. A formal leader is one who possesses organizational authority to direct and control the activities of subordinates. The individual issues orders and instructions to his subordinates by virtue of his formal authority within the organization. The formal leader is responsible and accountable to those who have elected him in a formal way. At the managerial or executive level, this paper asserts that formal leadership is not always necessary; at least, the execution of formal authority by the leader must constantly depend on the situation. The main reason behind this assertion is that formal leadership strategies that carry out perceived improvements do not always generate a common vision among leadership groups. Nor does formal leadership always establish or follow guidelines for carrying out improvements. For instance, Durk Jager, former Procter & Gamble (P&G) CEO, has many traits of a good manager and may have managed P&G well during his time but he was not seen by those whom he managed as being the leader. This example just implies that formal authority is not the sole basis of leadership in part because leadership relationships are based on additional resources other than authority, like expertise and interpersonal skills. The formal leader cannot depend solely on the use of formal authority because subordinates seldom put maximum effort under the pressure of authority. Being a successful businessperson or manager does not make a person a good leader. Just because someone is assigned a formal leadership role does not guarantee that the person will be the only leader of the group, or will become effective in the said role, as evidenced in the aforementioned example. A top level manager like Jager that has considerable authority but lacked leadership qualities is likely to be less effective than a supervisor with little authority but a high degree of qualities. People in formal leadership positions may wield force or authority using only their position and the resources and power that come with it, but never get the cooperation that people who exercise both formal and informal leadership at the same time. Informal leadership can be valuable assets to an organization’s formal leadership, and they can use their influence to work with the goals of the organization. In this light, giving managers formal authority is less important than ensuring that their expertise, creativity, initiative and interpersonal skills infuse organizational improvement efforts. Further, while most open-minded formal leaders believe in their own importance, seeing themselves as central to the health of the organization, they do not always regard it as essential that they review either their role or organizational convictions. Furthermore, strictly formal organizations can seldom define all the possible variations of responsibility and personal interaction to be expected of all members in all situations. Nevertheless, organizations appear to be founded upon a basic system of stable expectations regarding differential responsibilities and relationships among the members. This is not a one-way process. That is, it is not the organization alone which sets up role expectations for its members. The members set up expectations for each other and for the organization as a whole. Moreover, while group members can agree upon which members hold the position of leader, the inconsistencies between such agreement and the attempts to evaluate leadership in terms of group productivity is evidently due to a low correlation between actually influential behavior and formal leadership status. In conclusion, it would be highly beneficial for an organization if members think of leadership as a behavior, not a formal role, as it will extend the capability for leadership behaviors to all organizational members and call for a change in how the organization approaches leadership development, which then should focus beyond managers or future managers to include all organizational members. Such a conception of leadership does not require that the functions of leadership be vested in one person. Any person who influences the group is playing a leader’s role and in this sense several individuals may be viewed as leaders at different times. In this paper, it is accepted that leadership may shift among group members depending upon the situations confronted by the group. Formal leaders, then, are office holders elected to play the most influential roles most of the time. The informal or effective leaders are the individuals who in fact do play the most influential roles most of the time. Those in formal leadership positions may have final authority, but others, within their own more constrained domains, will still need to draw on virtually the same set of leader attributes. These other’ leaders support the organizational leadership and extend the reach of those in formal leadership positions. Their leadership is manifest through their ability to work effectively with others, derive consensus, take initiative, question, and propose. These forms of participation in leadership are rarely considered as leadership per se, especially from traditional (i. . , narrow) perspectives. Rather than viewing leadership as the province of a few elites that have formal leadership role designations, an alternative perspective of this paper views leadership as an outcome of effective social structures and processes. It is the aggregate ability to create shared work that is meaningful to people and to add value to an organization. From this latter perspective, everyone can and should participate in both formal and informal leadership.

Rikki Tikki Tavi Essay

When Ricketier hears Nag and Angina plotting to harm his family, he immediately begins to think of a way to help out, â€Å"Now, if kill him here, Nag an will know; and if I fight him on the open floor, the odds are in his favor. † (Para 54) . This proves bravery because Ricketier is thinking about the wellbeing of his family before he's thinking about his wellbeing and the consequences. Courage is demonstrate dated here because it shows even though that most individuals may think of a moon goose as a small creature, Ricketier demolishes that idea by being brave when it matter the most.While Ricketier is talking with Nag, a slight wave of anger washes over h â€Å"Well,† said Ricketier, and his tail began to fluff up again, â€Å"marks or no marks, do you think it is right for you to eat fledglings out of a nest? † (Para 25). Ricketier stop d up for a friend even though he was unsure about what might happen next. Ricketier w as kind enough to help out somebody he didn't know well. If Ricketier decided to go o n the â€Å"renouncement† path, then he wouldn't have been as willing to step up. These w re just a few examples Of Ricketier showing daring and friendly behavior.In the story, Angina IS determined and protective. In paragraph 88, Angina states that she wants to bite Teddy and his family to get rid of Ricketier. She made a plan and stuck to it. This acknowledges the fact that Angina didn't let her fee r of Ricketier stop her from doing what she wanted to do. Even though people HTH ink of snakes as tough creatures, they do get scared sometimes. The fact that Nag an didn't let fear stop her proves that the size of a person doesn't indicate the size of the argue. Angina is similar to Rollicking because Ricketier kept on trying until reached his goal.As Ricketier tells Angina that he has possession of one of h ere eggs she â€Å"spun clear round, forgetting everything for the sake of the one egg,† (par a 95). The character tr ait, protectiveness, is shown because Angina was willing to Stop important task to save her family. She was brave enough to turn her back in a dangerous situation and was willing to risk herself to save one of her eggs. Risk kiting has a similarity to Angina because he saved his family multiple times even w en it meant danger for him.

Free Essays on Judas At The Jocky Club

Judas at the Jockey Club William H. Beezley compares the ordinary every day lives of Mexicans. This compares with E. Bradford Burns in his informative book The Poverty of Progress in that Burns speaks of the degree of beneficence that modernization had upon nineteenth-century Latin America. Each author takes into account sports to recreation, from work to jobs, and from ceremonies to celebrations in order to illustrate the extent to which the two main culture groups of Mexican society, los de arriba (the elite) and los de abajo (the underclass) live their very separate lives. Beezley states that the social, political and economic factors are considered as an argument that this period can be seen as the basis for modern Mexico. Burns believed that because progress benefited the elite minority it crippled the folk majority, thus modernization was a pitfall for Latin America. Judas at the Jockey Club supplies an accurate view of a struggling and developing Mexico throughout the Porfirian era up to the year 191 0. (Judas at the Jockey Club, The Poverty of Progress) Beezley’s research was exceptionally far-reaching, but organized to perfection. He used an impressive amount of different information to successfully cover the cultural separations and defined differences of the two social divisions in the nation of Mexico around the turn of the 20th century. The author uses over one hundred different sources to inform the reader that there is much more to Mexican life than seen by the naked eye. However, the author could have supported his views on the lower class with a further in-depth focus as he did so with the upper class. Overall, his research and argument was well written. He captures local Mexican views and standpoints of both the upper and lower classes and created a division that would make a reader, with any or little previous knowledge of Latin American study, understand with the greatest of ease. In comparison The Poverty of Pro... Free Essays on Judas At The Jocky Club Free Essays on Judas At The Jocky Club Judas at the Jockey Club William H. Beezley compares the ordinary every day lives of Mexicans. This compares with E. Bradford Burns in his informative book The Poverty of Progress in that Burns speaks of the degree of beneficence that modernization had upon nineteenth-century Latin America. Each author takes into account sports to recreation, from work to jobs, and from ceremonies to celebrations in order to illustrate the extent to which the two main culture groups of Mexican society, los de arriba (the elite) and los de abajo (the underclass) live their very separate lives. Beezley states that the social, political and economic factors are considered as an argument that this period can be seen as the basis for modern Mexico. Burns believed that because progress benefited the elite minority it crippled the folk majority, thus modernization was a pitfall for Latin America. Judas at the Jockey Club supplies an accurate view of a struggling and developing Mexico throughout the Porfirian era up to the year 191 0. (Judas at the Jockey Club, The Poverty of Progress) Beezley’s research was exceptionally far-reaching, but organized to perfection. He used an impressive amount of different information to successfully cover the cultural separations and defined differences of the two social divisions in the nation of Mexico around the turn of the 20th century. The author uses over one hundred different sources to inform the reader that there is much more to Mexican life than seen by the naked eye. However, the author could have supported his views on the lower class with a further in-depth focus as he did so with the upper class. Overall, his research and argument was well written. He captures local Mexican views and standpoints of both the upper and lower classes and created a division that would make a reader, with any or little previous knowledge of Latin American study, understand with the greatest of ease. In comparison The Poverty of Pro...

Essay About 50 Shades of Grey

Essay About 50 Shades of Grey In 2012, British author E. L. James’ erotic romance novel Fifty Shades of Grey first took the Western world by storm, in North America and Europe, garnering much attention due to its explicit content. As the first installment of the Fifty Shades Trilogy, the book portrays a deepening relationship between a college student, Anastasia Steele, and a young business magnate, Christian Gray, in Seattle, Washington. It gained notability for its erotic scenes featuring elements of sexual practices involving bondage/discipline, dominance/submission and sadism/masochism (BDSM). Since then the book and the trilogy, Fifty Shades Darker and Fifty Shades Freed, has sold millions of copies worldwide, long ago entering into best-seller status, and been translated into dozens of other languages. Not bad for a book that was originally self-published as an e-book and on a print-on-demand basis. Tides turned in 2012 when Vintage Books acquired the publishing rights. And the rest is history. Though readers couldn’t get enough of the book, critical reception of the book leaned on the negative. Critics thought the quality of the prose was generally poor; that despite the racy scenes, it wasn’t written very well. Nonetheless, just before Valentine’s Day 2015, Universal Pictures produced a film based on Fifty Shades of Grey, the first book in the Trilogy, which also received generally unfavorable reviews. It premiered at the 65th Berlin International Film Festival in early February 2015. But it still went on to be an immediate box office success, making more than $400 million in the box office. It cast film stars Dakota Johnson as Anastasia Steele and Jamie Dornan as Christian Grey. A sequel to the film is planned for a 2016 release. At its core, Fifty Shades of Grey, the movie and the book (and even Fifty Shades Darker and Fifty Shades Freed) is all a story of transformation done out of love. Christian Grey, though successful and extremely wealthy, has a dark past – a physically abusive childhood that leaves him angry and distanced from other people and into perverted sexual practices. Anastasia then interviews him for a college paper, and over time they have an attraction that turns into a sexual relationship. At first, Christian engages in his kinky sexual games with the innocent, naà ¯ve and inexperienced Anastasia. The BDSM becomes too much for her: she begins to have feelings for him and desires for a normal relationship with romantic lovemaking. She gives him an ultimatum; she is done with the BDSM and tells Christian she will stop their relationship and leave him unless he can demonstrate a capacity to love her and show appropriate, sensitive feelings for her. It works, too. He changes for her. Throughout Fifty Shades of Grey, the book and film, Christian is also falling in love with Anastasia. The reader, or film viewer, knows this but speculates that he masks his emotional vulnerabilities with dominating, exploitative sexual practices in which he involves her repeatedly. It appears, at first, he is taking advantage of the young inexperienced girl. Using her for sex, for her body. But in the end of the first story, we learn that he transforms and embraces his more sensitive, selfless and romantic side in order to keep her. The two subsequent stories of the Trilogy focus on their relationship after they decide to date and try a serious relationship. All in all, Fifty Shades of Grey is not your classic romance story. But it may be the romance story of today’s world and society. In many regards, the story sets precedents on what can be included in and considered art and literature and film. Twenty years ago or longer, this story would have been considered risquà © and pornographic in nature. The story is a testament to the ever-changing views on sex, and is a nod to sex, even kinky sexy, becoming part of the mainstream media and world of entertainment – and not just something done behind closed doors but part of many people’s everyday life. If you are reading this article, youre most likely looking for information about the book or the movie. Or the case may be you need an essay written about the 50 Shades of Grey story. Whichever the case, is the right place to go to. Our writers can do professional research, report and essay writing on any topic there is, including  the one this article is dedicated to. To get academic writing assistance, simply visit our order page, place your order and work will start immediately. We guarantee outcome  will exceed your expectations.

Evidence based case study on hyperosomar hyperglycaemia state patient Essay

Evidence based case study on hyperosomar hyperglycaemia state patient - Essay Example Hyperosomar hyperglycaemia state is a state whereby alteration of sensation may often be present without comma, and it may consist of moderate to variable degrees of clinical ketosis. Therefore, Emergency Department nurses should be keen when assessing for diabetes because older patients may in hyperosomar hyperglycaemia condition. This paper reflects the aspects of care that were provided to a patient, Mr. B, in the Accident and Emergency department, while applying triage, A-G assessment, ECG and fluid management competencies. Triage Triage involves the separation of a patient who requires prioritized care because of the severity his or her condition. This applies most in the Emergency Departments, where doctors and nurses have to determine who gets care first. According to the English Dictionary, the term triage refers to the process of determining the most important people or things from among a large number that requires attention (Oxford University Press, 2013). In medical use, triage is the assignment of degrees of urgency to wounds or illnesses to decide the order of treatment of a large number of patients or casualties. Since every day, Emergency Departments have to attend to a large number of patients who suffer from a wide range of problems, it is essential to have a system that ensures that these patients are seen in order of their clinical need, rather than in order of attendance. Triage manages a patient flow safely when clinical needs exceed capacity. It involves identification of the problem, determination of the alternatives and selection of the most appropriate alternative (Manchester Triage Group, 2008, p, 7). Identification of the problem involves obtaining information from the patients, their careers and any pre-hospital care personnel. (Manchester Triage Group, 2008). The Emergency Department acts as a transfer station through which the casualties should pass, as quickly as possible, on their way to surgery, intensive care, or a ward (Nutbe am & Boylan, 2013, p, 181). In this case, the patient was triaged by an experienced emergency nurse who has undergone specialist training. In the problem identification phase, information was collected from the patient’s son who provided past history of the patient. From the history, it was established that the patient experienced sudden onsets of lethargy, strange behaviour such as waking up at three in the morning to have a shower, reduced frequency in mitcuration and reduced drinking. When the patient was examined, it was found that the patient was alert, did not exhibit limb weakness, and was quiet, which is unusual. Besides, the patient was not clammy or sweaty. The vital signs awarded an early-warning score of 1, given that a tachycardia of 112 beats per minute was exhibited. Consequently, the patient was placed into priority category three, as per the Manchester Triage System. This required the patient to see the doctor within one hour. However, the patient was seen by a doctor, four hours after triage, which is against the requirements of priority three allocations, at triage. Furthermore, due to lack of trolleys and large volume of patients in the department, the patient was allocated on majors’ chairs instead of trolley. A-G Assessment A-G assessment is essential in facilitating the diagnosis and administration of severe and chronic primary health problems that are found in adult clients, especially the aging

Key Elements of A Market Analysis Essay Example | Topics and Well Written Essays - 750 words

Key Elements of A Market Analysis - Essay Example The market can be worldwide or just a three states. These boundaries are usually defined by the geographic areas in which the firm expects to be competing. The time component of market is affected by the stage of a product or service in its life cycle and the specific needs of the data user. An assessment of long-term potential is needed because major financial decisions have to be made about long-term commitments for plant, equipment, personnel, and the like. For existing products, market potentials usually cover shorter time periods because their primary purpose is to guide short-term decisions about production or promotion. However, as a product or service enters the later stages of maturity, longer-term potentials might again be sought to determine if and when it should be withdrawn from the market (Eden, Ackerman 1998). Regional demographic characteristics and population growth can help to identify number of potential consumers and main trends in sales. Slower population growth combined with increased competition (from both domestic and foreign sources) means that the market will become increasingly competitive. The firms that will succeed will be those that make best use of information. Using information effectively is not an easy task because of the vast amounts available. A firm that knows something about the demographics of its customers can use a clustering system to identify block groups that possess similar characteristics, and are thus high potential candidates (Simonson, Schmitt 1997). The addresses of customers can be traced to block groups, and the demographics of these block groups can be used to gain greater insights about the customers. Knowing the general demographics of groups will help a firm learn more about the characteristics of its customers. The information about income and life styles, the number of buyers and their geographical location allows the company to segment the market. Critics underline that a proper balance is needed when defining the market to be segmented. If the market is defined too narrowly, the emerging segments may be too specific to be of marketing value. Conversely, if the market is defined too broadly, the emerging segments are likely to be of little practical value from a marketing perspective. Also, a market analysis should take into account geographic limits, people or firms who might use the product, users and non-users, the size of the market, the emerging segments and regional differences. Stating the purpose of the segmentation activities at the outset establishes the amount of effort and expenditures needed in the remaining steps of the process. For Able Corporation, it is important to analyze new markets and assess their size and a number of customers. In this case, the potentials for each segments (old and new markets), when combined, identify the overall market for PEPT (Simonson, Schmitt 1997). Prices and competitors products are also a part of market analysis. Most products or services are available in different sizes and varying price levels. There are also a variety of sizes and price ranges for PEPT. Thus the product or service component of market should pertain to the market or market segment that is expected to be the focus of the firm's marketing efforts. Since durable products such as portable electric power tools are consumed over fairly long periods of time (until they become

The Situation of African Refugees and Asylum Seekers in Israel Essay

The Situation of African Refugees and Asylum Seekers in Israel - Essay Example This was the first of a series of acts that displayed Israel’s opposition to further entry.   At the end of the year, a violent dispersal of a demonstration by Sudanese asylum seekers in Egypt, in which dozens were killed, resulted into an increase of refugee entry into Israel.   The country responded by reviving and enforcing a 50’s law, the Prevention of Infiltration Law in the early part of 2006.   A wave of arrests followed shortly, putting many Sudanese asylum seekers behind bars without the benefit of a quasi-judicial review.   Since then, all those arrested under the Prevention of Infiltration have been held in the Ketsiot prison without their cases heard. Several NGO’s had petitioned the High Court of Justice to put a stop on the use of such law by Israeli authorities.   The following years saw more attempts of refugees to enter Israel via the border with Egypt. With the state’s strict enforcement of the Prevention of Infiltration Law, re fugees were systematically arrested.   Many were forcibly sent back to Egypt under a process called ‘hot return’.   The refugees only experienced worse human rights abuses in the hands of the Egyptian authorities.   Several sympathetic local governments with the help of NGOs briefly accommodated those that remained, specially the Eritreans.   However, in 2007, the Ministry of Interior implemented measures took away the rights of the refugees and asylum seekers in getting employment.   Many were still tracked for ‘hot return’ and were temporarily detained while waiting to be sent forcibly .  

Implications of Business Process Management for Operations Management Essay Example for Free

Implications of Business Process Management for Operations Management Essay Implications of business process management for operations management Colin Armistead and Simon Machin The Business School at Bournemouth University, Bournemouth, UK Introduction Operations management is concerned with the management of people, processes, technology and other resources in order to produce goods and services. There is a resonance from operations management into business process re-engineering (BPR) of the process paradigm and of the concepts and techniques of designing, managing and improving operational processes. Doubtless much can be learned from operations management for the application of BPR[1]. But business process management is more than just BPR applied to operational processes. What are the implications of the wider consideration of business processes for operations management and can the concepts and techniques from operations management be directly applied to all types of business processes? This paper introduces the concepts of business processes and business process management, and reports findings from interviews in four organizations which are continuing to develop their approaches to managing processes. These findings are then positioned within a categorization of business processes, by way of research propositions. Finally, implications for operations management are discussed. What are business processes? Business processes can be thought of as a series of interrelated activities, crossing functional boundaries with inputs and outputs. Why are they important and why are organizations moving to adopt approaches to explicitly manage by business processes? Reasons include[2] that the process view: †¢ allows increasing flexibility in organizations to meet changing external demands; †¢ addresses the speed to market of new products and services and the responsiveness to the demands of customers; †¢ facilitates the reduction of costs; †¢ facilitates in creased delivery reliability; and †¢ helps address the quality of products and services in terms of their consistency and capability. Processes are part of the philosophy of total quality management (TQM)[3]. Both the Malcolm Baldrige National Quality Award[4] and the European International Journal of Operations Production Management, Vol. 17 No. 9, 1997, pp. 886-898.  © MCB University Press, 0144-3577 Foundation for Quality Management (EFQM) model[5], on which the European Implications of Quality Award is based, have at their heart the consideration of business business process processes. Such models require the identification of processes, the management management of these processes with review and targetary, innovation and creativity applied to processes and the management of process change. A second route that leads organizations to consider their business processes 887 is BPR[6-9] which promotes the radical change of business processes. Some have illustrated the complementary nature of BPR and TQM[10], others the conflict[11]. Regardless of this, the fact is that organizations come to consider their business processes through TQM, or through BPR, or potentially through both avenues. What is business process management? There is considerable debate about what business process management means and how organizations interpret the business process paradigm[2,12]. Business process management cannot be considered simply as BPR. Rather it is concerned with how to manage processes on an ongoing basis, and not just with the one-off radical changes associated with BPR. But how are organizations actually managing their business processes? What approaches have they developed? What lessons have they learned and what can be drawn from their experiences? The aim of the research reported in this paper is to address such questions by considering organizations at the leading edge of process management. Methodology A qualitative methodology was adopted in conducting the research. During a pilot phase interviews were conducted in four organizations: TSB; Rank Xerox; Kodak; and Birds Eye Walls. This, coupled with knowledge of the approach within Royal Mail, led to an initial understanding of the approaches being adopted by organizations[13]. This was followed by further interviews in four organizations (including within a different part of Rank Xerox), and it is these that form the basis of the findings reported in this paper. The four organizations, in this second phase of interviews, were: (1) Rank Xerox – European Quality Award (EQA) winners in 1992; (2) Nortel – Netas, a subsidiary of Nortel, were EQA winners in 1996; (3) Texas  Instruments – EQA winners in 1995; (4) Hewlett-Packard – who do not use the EFQM model, but have been using their own â€Å"Quality Maturity System† for several years, with many similarities to the EFQM model, including the central role of processes. While these organizations are at varying stages of their approach to business process management they can be considered â€Å"excellent† against many crit eria (including process management), as shown above, and the findings and lessons derived from the research should inform other organizations which are just starting their approach to process management. IJOPM 17,9 888 In two cases the quality director of the UK operation was interviewed; in one case the participant was the business process manager; in another the participant was a direct report to a service director. We consider that the roles and experience of the participants make possible sensible comparison between the organizations, based on the interviews. Semi-structured open-ended interviews (typically of between two and three hours), based on the ideas emerging from the pilot interviews, were carried out in each organization. The interviews were supported by other documentation from each organization which included process maps, planning frameworks and organizational structures. Interviews were transcribed and the transcriptions used as the basis for analysis. Each interview transcription was read and examined several times and lists of concepts developed[14]. A cognitive map[15] of all four interviews was then constructed showing the concepts emerging from the data and how the concepts i nformed on each other (based on the perception of the authors). Concepts were then clustered, with six clusters, or themes, readily appearing. The clusters were then checked against the transcripts from the pilot interviews and documentary material from the case organizations to ensure consistency of findings. Findings The six clusters emerging from the research we have labelled: organization coordination; process definition; organization structuring; cultural fit; improvement; measurement. While some of these might not be novel in  themselves we discuss them first individually and then as a set. Organization co-ordination One property associated with business processes is their â€Å"end-to-end† nature. They start with input at the business boundary and finish with outputs from the business boundary. Hence their cross-functional nature and, implicit in this, is their ability to integrate and co-ordinate activity. For example, â€Å"a better way to think about process is that it is an organizing concept that pulls together absolutely everything necessary to deliver some important component of strategic value†[16]. It is perhaps not surprising therefore that a strong theme emerging from the interviews was that the process paradigm provides an approach for co-ordination across the whole organization. This integration through the use of business processes is perhaps most simply illustrated by the fact that participants, in describing their approaches to business process management, described how they run and organize their entire business. The co-ordination took a number of forms. For example, business process management was strongly positioned in the overall approaches to business planning adopted by the organizations. This was illustrated in one organization with their long- and medium-term plans explicitly linked to annual plans for their key processes. Business process management also provided an approach for integration through increased knowledge within the organizations (for example, about strategic direction), without the need for bureaucratic procedures or hierarchical control: Implications of business process The concepts of business processes emerged as providing a link between the management top of the organization and activity at the lower levels: â€Å"the bit in the middle†. Central to this is the concept of different levels of processes and typically the organizations reported having identified three or four levels of process from the top-level architecture through to the individual or task level. In providing the co-ordination across the organization, the importance of managing the boundaries of processes was strongly emphasized. One organization, for example, was addressing these boundary issues between their processes through the use of networks of individuals representing the interests of their process. They used networks around each process to formulate and implement strategy, and identified which processes have boundary issues with  other processes. Individuals from one process network then attend meetings of the other process networks on this boundary to address the potential issues. Without some form of co-ordination between processes, changes in one process could also lead to changes in performance of other processes such that strategic goals would be compromised, typically in the areas of quality and costs. but what we were trying to do was create a very free environment, a very innovative environment, but an environment where we knew exactly where we were going. 889 Process definition Much of the literature on managing processes is concerned with process improvement[17,18] and this is typically directed at how to improve the actual operation of processes. However, a view expressed during the interviews was that the real value derived from the process approach is through the understanding and development of an approach at higher levels within the organizations, rather than simply process improvement activity at the task or team level. Nevertheless, these organizations recognized that they struggled with this and acknowledged that, in reality, the understanding of processes was often still at the task level, with a natural tendency for procedure writing. Approaches to help overcome this included communication across the different levels of the organization to develop common understanding (and, in particular, to develop better understanding between process owners and process operatives) and a focus within process flowcharts on value steps and decision points, together with the definition and management of process boundaries. Process flowcharting is often presented as a panacea for understanding and managing processes, but some organizations reported problems with applying the methodology to all processes: the methodology of flowcharting †¦ is OK for consistent, regularly operated, reliable processes – it is not that useful for processes that are very iterative and processes that run infrequently, the more complex processes. Certainly the organizations were coming to realize that such process maps in themselves were not sufficient: people talked a lot about process re-engineering and all they ever did was diddle around with process maps, and they didn’t really get the big picture. IJOPM 17,9 and we have used a flow-charting methodology widely deployed across the company†¦we have still got a lot of problems though in terms of processes gathering dust on the shelf. 890 Also, while the organizations recognized the need to specify processes beneath their high level processes, the need certainly did not emerge to map all processes to the same level or detail. It would be unusual to go to an entity and show all the processes in detail to all depths. In general, the drive appeared to be to use business process management more as a long-term and living tool than just a remedial tool for short-term, tactical issues. Long-term plans were needed for processes to enable the process owners to focus on the future requirements of their processes. Also there was the need to develop methodologies other than flowcharting to support a more holistic approach to business process management, and to directly consider the â€Å"process of managing processes†. Organizational structuring Much has been written about the role of processes in structuring organizations and, in particular, the development of horizontal organizations structured purely around processes[2,19,20]. In general, the organizations interviewed in this research appeared to be taking a less radical view. Instead they had developed matrix-based organizations between functions and processes, and tended to adjust their functional structure to align with their identified processes. They thus saw processes as simply another dimension of the organization structure[21]. Indeed they seemed to have implicitly balanced the dimensions of autonomy/co-ordination,  motivation/ control and efficiency/learning[22] and in doing so derived the matrix structure. This perhaps also reflects other organizational paradoxes[23]. Their reasoning was influenced by a view that personal relationships were the key to effective organizations, as much as the formal, imposed structure. Processes were seen to provide a framework for these relationships in terms of building understanding and common approach across the organization. This framework was reported to help establish empowerment in a structured way, matching level of empowerment with control and support. Hence the entering of the process dimension into their structure. However, they were unwilling to do away with the functional dimension, due to the perception that functions better supported the actual personal relationships within the framework of processes and better supported specialist expertise: people don’t necessarily align with processes, they align with other people, and entities and organizations. People don’t go to parties on processes! and if you start bashing on about process organizations, and â€Å"you’ve got to do away with the silos, and the function† and so on†¦you’re denying it in a way – something to do with that relationship side of things. This has a resonance with reports that moves to process-based organizations Implications of can be ineffective if the personal relationship and cultural aspects are business process overlooked[24]. management These matrix structures were regarded as relatively unstable[13] with a tendency to drift back to a functional structure, or to move too far towards a process focus, but the organizations saw the role of their â€Å"quality professionals† 891 as the catalyst to ensure balance between functions and processes. More interesting is that, in these matrix-based organizations, there appeared to be no desire to move towards a purely process-based structure, with the matrix recognized as a desirable state, enabling constant and efficient reorganization through its flexibility. Inevitably the matrix adds complexity, but it seems that these organizations are willing to trade this complexity against the flexibility and personal relationship aspects supported by the matrix structure. One organization did, however, report a  totally process-based structure, and this did appear to support a high degree of simplicity against the complexity of the matrix approach. There may therefore be value for organizations in explicitly considering the trade-offs between processes and functions in forming their approach. Regardless of the process/function structure, the approach of process groups and process owners at different levels of the processes was common. Cultural fit Culture is an ambiguous concept which is difficult to define[25]. However, most organizations have some notion of their culture, and this was the case in all four organizations, where culture had an implicit meaning. It is an important concept in thinking about organizations since people and processes m ust combine to produce output. However, within the organizations, processes were not seen as a constraint, rather, as reported above, as providing a framework for empowerment. There emerged a general view that the overall approach to business process management needed to fit initially with the culture of the organization, and allow that culture to be maintained, at least in the short term. This is not to say that there was not a longer-term objective to address culture, but culture drove the appropriate initial approach: that’s why it works well, because we’re a highly empowered organization, and a team of people are comfortable working as a team, so bringing them together for a process team is perfectly easy – all we had to do was teach them the tools to do it and a bit of flowcharting and away they go. But that fits well with the culture. This is in stark contrast to some business process re-engineering approaches which may often be insensitive to culture or may have an immediate objective of changing culture[26]. Where BPR was deployed in the organizations it tended to be positioned as part of the overall approach to business process management, for example, alongside process stabilization and continuous improvement, rather than instead of. When used in this context, there were examples of culture change for smaller organization groupings. There were also IJOPM 17,9 892 examples where the failure of BPR initiatives was directly attributed to a culture within the organization which so strongly supported constant, but incremental, change that radical change, as proposed by BPR was rejected. All four of the organizations embraced TQM and, in particular, continuous improvement. The concept and language of teams and â€Å"teams of teams†[27] featured strongly, with rewards and recognition often linked to team performance. The formation of cross-functional teams in improving processes happened naturally in these organizations, and appeared critical to the success of their approach in managing processes. Improvement through business process management Unsurprisingly the interviews supported a drive within the organizations to constantly improve processes and this is reflected in the above discussions of culture. Examples of specific approaches included the use of benchmarking to understand and set best practices and the development of compendiums and databases of best practices and the linkage of improvements to assessments against European Foundation for Quality Management (EFQM), Baldrige and other quality models. While BPR was clearly used in some of the organizations (indeed Texas Instruments and Rank Xerox are well known for their re-engineering work) this tended to be talked about more at the process simplification or process improvement end of the spectrum of definitions placed on BPR[28-30]: you would not change the overall process radically in a short space of time, but for people (in the process) I think it is a drastic step. and I would not anticipate the total process radically changing over a short space of time because one could not manage it, so you have to move forward in sizeful steps at each part of the process. One organization reported benefits through using human resource professionals alongside process engineers on BPR projects to â€Å"keep some sanity in what the re-engineering was doing†. Measurement and business process management Measurement is a key principle to managing processes[18] with the need to identify trends, assess stability, determine whether customer requirements are actually met and drive improvement. This was confirmed by the interviews  and measurement emerged as central to successful approaches to business process management. There seemed to be a genuine attitude of â€Å"living and breathing† measurement within the organizations: if you can’t actually get good metrics you won’t manage a process, so it’s absolutely fundamental to managing a process. and if we don’t define the metrics we’ve had it. Increasing importance was being given to customer satisfaction and customer Implications of loyalty measures and there was a recognition of the importance of developing business process efficiency measures for the processes as opposed to just measuring whether management processes actually delivered. There was also a drive towards examining the tails of distributions of the measures (process variation) not just average values, consistent with the view of statistical process control[31,32]. 893 One danger that was reported is related to the â€Å"level† issues discussed above: detailed measures were implemented into lower-level process maps, directly related to processes, as one would hope – however, this resulted in a large number of measures that it was then difficult to prioritize, because, at a higher level, measures had not been (or had not been properly) defined. A particularly interesting approach to measurement was in one organization where they had established â€Å"business fundamentals† as performance measures on key processes, deployed worldwide and at all levels. All professional staff in the organization have business fundamentals which are deliverable, cost, customer or people measures, but self-driven measurements rather than management-driven measurements. These business fundamentals are linked to the key processes, and individuals self-assess their progress against these, using a simple rating scale. Every quarter there is then a formal review across the organization against the business fundamentals. The same approach is used to track individual performance, performance against plans, and process performance, providing an integrated approach to measurement across the organization, and a strong illustration of integrating process measures with other organizational measures. Process categorization Different categorizations of processes have been proposed in the literature[28]. For  example the CIM-OSA Standards[33] use the categorization of manage, operate and support. In describing processes we have found a categorization into operational, support, direction setting and managerial processes to be useful (see Figure 1). The separation of direction setting and managerial processes is driven by two considerations: Operational Managerial Direction setting Support Figure 1. Categorization of business processes IJOPM 17,9 894 (1) on a practical level models, such as the EFQM model, adopted by organizations, separately identify leadership from policy and strategy formulation; and (2) the strategy literature regards development of strategy as a process in its own right[34,35]. Operational processes are the way in which work gets done within an organization, to produce goods and services. These processes are the ones which have been the subject of much of the focus to date in TQM and BPR. They run across the organization and are associated with outcomes such as product development or order fulfilment. They are recognized in the ideas of integrated supply chains and logistics and in simultaneous engineering and are part of justin-time approaches. The same ideas for improvement in flow and reduction in cycle times come through into service organizations in the practices of BPR. Support processes are those which enable the operational processes. They are concerned with the provision of support technology, or systems, with personnel and human resource management, and with accounting management. Direction-setting processes are concerned with setting strategy for the organization, its markets and the location of resources as well as managing change within the organization. Direction-setting processes involve a mix of the prescribed steps within a formal planning process and also less well-defined  frameworks. Managerial processes are to some extent superordinate to the other categories and contain the decision-making and communication activities. For example, the entrepreneurial, competence-building and renewal processes proposed by Ghoshal and Bartlett[20] are managerial processes. Some organizations have tried to formalize these processes and have adopted a structured approach to, for example, decision making and communication. This categorization, like any other, does not necessarily fit with the view taken by all organiza tions (for example, some organizations would position the direction setting processes as part of their operational processes) but it provides a useful framework for discussion of the research findings, and for describing propositions for further research. Discussion and propositions arising from the research The six clusters identified in the findings of organization co-ordination – process definition, organization structuring, cultural fit, improvement and measurement can be considered in the light of these process definitions. The issue of process definition at a top level is a view of how organizations work to satisfy strategic intents. The translation of top-level architecture into an operational reality is influenced by aspects of organizational culture which affect both organizational co-ordination and organizational structure. In no cases is the disappearance of functions apparent; rather the functional organization is replaced by a matrix structure. This form of organizational structure derives its co-ordinating strength from the formation of cross-functional teams. The issues of measurement and improvement reflected in the findings reinforce the need for Implications of effective measurement which drives process improvement in a form which co- business process ordinates and prioritizes activity; something which many organizations find management difficult. The findings suggest that taking a business process management approach is one way to overcome some of the difficulties. It is our observation that organizations in approaching business process 895 management tend to initially address their operational processes, then move to focus on support processes, while continuing to improve their operational processes, and next to focus on direction setting processes while continuing to improve operational and support processes. Thus there is a similarity to the operations management  sandcone model, as proposed by Ferdows and De Meyer[36], used to show that cost reduction relies on the cumulative foundation of improvement in objectives. We propose that an organization’s approach to process management is similarly constituted by its approach across process categories, and that to build a stable sandcone the approach to, first, operational processes must be created (see Figure 2). This proposal has practical value, since it is the operational processes that directly impact on customers and so can yield quick benefits. Thus attention to the operational processes ensures capability of delivery; attention then moves to encompass support processes, since these in turn ensure the capability of the operational processes; attention to the direction setting processes recognizes that capability can only be maintained with good direction setting. The superordinate nature of managerial processes positions them outside the sandcone, with influences from the other categories. This sandcone model for business processes implies further propositions based on our findings. P1: As organizations develop their approach to business process management, moving through the sandcone, the appropriateness of techniques will change. Flowcharting methods are well tested in understanding operational and some support processes. However, the organizations in this phase of our research were discovering that such methods were inflexible for other types of process. Operational Operational + support Operational + support + direction setting Figure 2. A sandcone model for developing approaches to business process management IJOPM 17,9 896 The appropriate methodology for understanding the managerial and directionsetting processes may lie in the fields of systems thinking[37] and business dynamics[38] and the shape of a process for managing such processes needs further attention. Thus the appropriateness of â€Å"soft mapping† techniques increases as an organization moves through the sandcone. P2: As  organizations move through the sandcone there is an increasing impact on organization structure, with the need to address structural changes to reap the benefits from the process approach. Increasingly organizations will need to consider organization design as an explicit, rather than implicit, activity to ensure organizational effectiveness. This need not necessitate a move towards a complete process-based structure, but may mean a trade-off between process and functional structures[39]. This trade-off includes the need to consider factors such as personal relationships and cultural aspects. For example, in some organizations a purely processbased structure will be appropriate while in others the process-function matrix approach will be best utilized. P 3: We propose that there is an increasing need for maturity in TQM throughout the organization to ensure a successful process paradigm, as the organization moves through the sandcone. This raises the immediate question as to whether TQM is a necessity before a process-based approach can be effectively initiated. Certainly all organizations in this phase of our research had developed a TQM-based culture. It also raises questions as to whether the continual application of the radical end of the BPR spectrum[28-30] makes it impossible to address all process categories, with the associated lack of care for the human dimension and resulting demoralized workforce. P4: We propose that the degree of co-ordination across the organization increases with moves through the sandcone. As the process approach spreads through the sandcone it forces the question of what integration actually means for an organization and clarifies the requirements for coordination. This is readily understood for operational processes, with a key element being the elimination of barriers to flow. The co-ordination includes the need for a co-ordinated approach to measurement (an example is illustrated in the measurement section above). Further implications for operations management There is a clear message emerging from this research of the need to manage the boundaries between the categories of processes and between the processes themselves. The appropriate approach will be determined by the category of process being addressed and organizations may find the sandcone logic useful in placing their current position. There are different requirements at different points in the sandcone: knowledge and understanding of process flowcharting techniques at one end of the spectrum through to knowledge and understanding of â€Å"softer† mapping techniques; the need to consider the Implications of appropriate organization structure and trade-offs between process- and business process function-based structures; the degree of maturity in TQM; the degree of comanagement ordination desirable and possible and, in particular, the need for a co-ordinated approach to measurement. The research supports a view that there is a need to consider performance 897 improvement methods and concepts such as TQM, lean production and supply and â€Å"agile† manufacturing in a wider context, as applied to all business processes, and not just operational processes with the associated need to manage the interfaces between operations management and other disciplines. References 1. Armistead, C., Harrison, A. and Rowlands, P., â€Å"Business process re-engineering: lessons from operations management†, International Journal of Operations Production Management, Vol. 15 No. 12, 1995. 2. Garvi n, D., â€Å"Leveraging processes for strategic advantage†, Harvard Business Review, September-October 1995, pp. 77-90. 3. Oakland, J.S., Total Quality Management, Heinemann Professional, Oxford, 1989. 4. George, S., The Baldrige Quality System, Wiley, New York, NY, 1992. 5. Hakes, C., The Corporate Self-assessment Handbook for Measuring Business Excellence, Chapman Hall, London, 1995. 6. Hammer, M., â€Å"Re-engineering work: don’t automate, obliterate†, Harvard Business Review, June 1990. 7. Hammer, M. and Champy, J., Re-engineering the Corporation, Free Press, New York, NY, 1993. 8. Johansson, H.J., McHugh, P., Pendlebury, A.J. and Wheeler, W., Business Process Reengineering – Breakpoint Strategies for Market Dominance, Wiley-Hamilton, Santa Barbara, CA, 1993. 9. Davenport, T.H., Process Innovation: Re-engineering Work through Information Technology, Harvard Business School Press, Cambridge, MA, 1993. 10. Macdonald, J., â€Å"Together TQM and BPR are winners†, The TQM Magazine, Vol. 7 No. 3, 1995, pp. 21-5. 11. Mumford, E. and Hendricks, R., â€Å"Business process re-engineering RIP†, People Management, 2 May 1996, pp. 22-9. 12. Hinterhuber, H.H., â€Å"Business process management: the European approach†, Business Change Re-engineering, Vol. 2 No. 4, 1995, pp. 63-73. 13. Armistead, C. and Grant, A., â€Å"Business process management: the future of organisations?†, Proceedings of the Third European Academic Conference on Business Process Redesign, Cranfield University, 21-22 February 1996. 14.  Strauss, A. and Corbin, J., Basics of Qualitative Research, Sage, Newbury Park, CA, 1990. 15. Eden, C., â€Å"Cognitive mapping†, European Journal of Operational Research, Vol. 36, 1988, pp. 1-13. 16. Browning, J., â€Å"The power of process redesign†, McKinsey Quarterly, Vol. 1, pp. 47-58, 1993. 17. Tucker, M., Successful Process Management in a Week, Headway-Hodder Stoughton, Sevenoaks, Kent, 1996. 18. Melan, E., â€Å"Process management: a unifying framework†, National Productivity Review, 1989, Vol. 8, pp. 395-406. 19. Stewart, T., â€Å"The search for the organisation of tomorrow†, Fortune, May 1992, pp. 91-8. IJOPM 17,9 898 20. Ghoshal, S. and Bartlett, C., â€Å"Changing the role of top management: beyond structure to processes†, Harvard Business Review, January-February 1995, pp. 86-96. 21. Galbraith, J.R., Designing Organisations, Jossey Bass, San Francisco, CA, 1995. 22. Hendry, J., â€Å"Process reengineering and the dynamic balance of the organisation†, European Management Journal, Vol. 13 No. 1, March 1995. 23. Cameron, K.S., â€Å"Effectiveness as paradox: consensus and conflict in conceptions of organisational effectiveness†, Management Science, Vol. 32 No. 5, May 1986, pp. 539-53. 24. Majchrzak, A. and Wang, Q., â€Å"Breaking the functional mind-set in process organisations†, Harvard Business Review, September-October 1996, pp. 93-9. 25. Kroeber and Kluckhohn, â€Å"Culture; a critical review of concepts and definitions†, Harvard University papers of the Peabody Museum of American Archaeology and Ethnology, Vol. 47, 1952. 26. Ascari, A., Rock, M. and Dutta, S., â€Å"Reengineering and organisational change: lessons from a comparative analysis of company experiences†, European Management Journal, Vol. 13 No. 1, March 1995. 27. O’Brien, D. and Wainwright, J., â€Å"Winning as a team of teams – transforming the mindset of the organisation at National and Provincial Building Society†, The Journal of Corporate Transformation, Vol. 1 No. 3, 1993. 28. Childe, S.J., Maull, R.S. and Bennett, J., â€Å"Frameworks for understanding business process re-engineering†, International Journal of Operations Production Management, Vol. 14 No. 12, 1994, pp. 22-34. 29. Coulson-Thomas, C.J., â€Å"Business process re-engineering: the development requirements and implications†, Executive Development, Vol. 8 No. 2, 1995, pp. 3-6. 30. Crawley, W.J., Mekechuk, B.J. and Oickle, G.K., â€Å"Powering up for change†, CA Magazine, June/July 1995, pp. 33-8. 31. Deming, W.E., Out of Crisis, Cambridge University Press, 1986. 32. Wheeler, D.J., Understanding Variation – The Key to Managing Chaos, SPC Press, Knoxville, TN, 1993. 33. CIM-OSA Standards, CIM-OSA Reference Architecture, AMICE ESPRIT, 1989. 34. Araujo, L. and Easton, G., â€Å"Strategy: where is the pattern?†, Organisation, Vol. 3 No. 3, 1996, pp. 361-83. 35. Segal-Horn, S. and Bowman, C., â€Å"Strategic management and BPR†, in Managing Business Processes: BPR and Beyond, John Wiley Sons, New York, NY, 1996, pp. 85-101. 36. Ferdows, K. and De Meyer, A., â€Å"Lasting improvement in manufacturing performance: in search of a new theory†, INSEAD Working Paper, INSEAD, Fontainebleau, 1989. 37. Senge, P.M., The Fifth Discipline, Century Business, London, 1990. 38. Davies, M., â€Å"Business dynamics: business process re-engineering and systems dynamics†, in Managing Business Processes: BPR and Beyond, John Wiley, New York, NY, 1996, pp. 215-42. 39. Armistead, C.G. and Rowland, P., Managing Business Processes: BPR and Beyond, John Wiley, New York, NY, 1996, pp. 39-61.