Of Idiocy and Wisdom free essay sample

A conversation on Platos philosophical hypothesis of astuteness. This paper talks about Platos philosophical hypothesis of shrewdness and its differentiation from numbness. The creator puts together his investigation with respect to exchanges from the preliminary of Socrates and Platos Meno. Consequently the franticness is done and the casual get-together finished. What is generally imperative to perceive here is the Catch 22 of objectives. We are to look for insight with the goal that we may enjoy a quality lifestyle yet shrewdness we will never have inasmuch as we live. So we are to look for obliviousness, with the goal that we will perceive our innate and certain absence of astuteness, and in this manner become shrewd by recalling the overlooked facts that lie past our preparation. One is especially helped to remember the well-known axiom, that to keep ones life, it is frequently important to lose it. In freeing ourselves from what we think we have learned and understanding that we know nothing, we get the opportunity of recollecting what we knew before we were conceived, however never to the extent that we did then until finally amazing. We will compose a custom article test on Of Idiocy and Wisdom or then again any comparable subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page

Uncovering the blind spot article Research Paper

Revealing the vulnerable side article - Research Paper Example 2). The way toward taking care of an issue, for instance, includes generative and explanatory methodology for understanding accessible arrangements and their outcomes before distinguishing the best other option. The meaning of basic reasoning that incorporate an intelligent methodology additionally compares to Scharmer’s components of generative tuning in and the U hypothesis of understanding inward condition towards educated choices and activities (Marquis and Huston, 2009). The article in this manner builds up a procedure for understanding a leader’s internal condition towards viable authority and choices for tackling existing issues. I for instance, however subliminally, applied the U hypothesis to turn away a work blacklist by my group due to neglected requests by my organization’s the board. While the group had griped about poor work conditions and requested management’s intercession, the worries were disregarded. The group at that point met one morning and chose to blacklist obligation until their interests were tended to. As the group chief, I secluded myself, broke down the circumstance, and chose to convince the group against the blacklist and to diagram to them the most proper procedure for tackling the issue, a methodology that turned away the blacklist. The article’s writers distinguish a progress from the customary authoritative structure wherein correspondence followed bureaucratic procedures and started correspondence obstructions across levels in associations. In view of the authors’ look into, the customary methodology is once in a while utilized and its application bears little accomplishment when contrasted with the new casual correspondence model that associations are as of now executing. The creators further reasons that a move from the customary correspondence model is fundamental because of developing elements, for example, globalization, mechanical headway, and new ways to deal with esteem creation and clients connection. Executing the new correspondence model

Alternative Therapy Treatments for Phobias

Alternative Therapy Treatments for Phobias More in Phobias Treatment Causes Symptoms and Diagnosis Types Increasingly, mental health professionals and patients are turning to alternative treatment for phobias to augment traditional means. Phobias have historically been treated through a combination of therapy and medication, both supported by a body of carefully peer-reviewed medical research. Although alternative treatments have not undergone the rigorous, controlled testing necessary for endorsement by the mainstream medical community, many people find symptom relief through alternative channels. Of course, any alternative treatment should only be undertaken with guidance from a mental health professional. Treating Phobias With CAM Complementary and alternative medicine (CAM) is an umbrella term used to describe a wide variety of unconventional products and practices. These techniques have grown in recent years and are now being used to treat a variety of both medical and mental health conditions. CAM techniques are considered “complementary,” to the more mainstream treatment options. Here are some of the more popular alternative treatments for phobias and other anxiety disorders. Hypnotherapy Considered controversial in the medical community, many legitimate therapists use hypnotherapy as part of a larger program of therapy. Hypnotherapy is based on the belief that phobias reside in the subconscious mind. By putting the client into a hypnotic state, the therapist can access the subconscious directly, without the interference of the conscious mind. Clients are more open to suggestions made by the therapist. Hypnotherapy treatments vary from guided relaxation techniques to regression (in which the therapist guides the client to confront the memory that originally triggered the phobia). Homeopathy   A system of holistic medicine that was widely practiced in the 18th and 19th centuries, and which still has dedicated followers today. Homeopathy uses minute quantities of toxic substances to treat diseases. If you are considering homeopathic remedies for your phobia, please consult a homeopathic expert as well as a medical doctor. The substances used are extremely toxic and can cause illness or death. Homeopathic medicine is not widely accepted in the medical community today. Herbal Remedies These remedies, prepared from naturally occurring herbs, are increasingly popular, and some mental health professionals are beginning to acknowledge their usefulness. However, large-scale controlled studies have not yet been performed, so the long-term safety and efficacy cannot be guaranteed. Popular herbal remedies for phobias and other anxiety disorders include CatnipGinsengChamomileValerian root Dosages can vary widely between individual plants. The guidance of both a medical doctor and a herbalist is highly recommended as some natural remedies may have unwanted side effects if combined with prescription anxiety medications. In addition, natural remedies are sold without the stringent quality assurance precautions that are in place for conventional drugs. Phobia treatment is an individualized process, and what works for one person may not work for another. Only you and your doctor can decide whether alternative treatment is right for you. The 9 Best Online Therapy Programs

Civil War Battle of Stones River

The Battle of Stones River was fought December 31, 1862, to January 2, 1863, during the American Civil War (1861-1865). On the Union side,  Major General William S. Rosecrans  led 43,400 men while Confederate  General Braxton Bragg  led 37,712 men. Background In the wake of the Battle of Perryville on October 8, 1862, Confederate forces under General Braxton Bragg began retreating south from Kentucky. Reinforced by troops under Major General Edmund Kirby Smith, Bragg ultimately halted at Murfreesboro, TN. Renaming his command the Army of Tennessee, he began a massive overhaul of its leadership structure. When complete, the army was divided into two corps under Lieutenant Generals William Hardee and Leonidas Polk. The armys cavalry was led by the young Brigadier General Joseph Wheeler. Though a strategic victory for the Union, Perryville resulted in changes on the Union side as well. Displeased with the slowness of Major General Don Carlos Buell actions following the battle, President Abraham Lincoln relieved him in favor of Major General William S. Rosecrans on October 24. Though warned that inaction would lead to his removal, Rosecrans delayed in Nashville as he organized the Army of the Cumberland and re-trained his cavalry forces. Under pressure from Washington, he finally moved out on December 26. Planning for Battle Moving southeast, Rosecrans advanced in three columns led by Major Generals Thomas Crittenden, George H. Thomas, and Alexander McCook. Rosecrans line of advance was intended as a turning movement against Hardee whose corps was at Triune. Recognizing the danger, Bragg ordered Hardee to rejoin him at Murfreesboro. Approaching the town along the Nashville Turnpike and Nashville Chattanooga Railroad, Union forces arrived on the evening of December 29. The next day, Rosecrans men moved into line two miles northwest of Murfreesboro (Map). Much to Braggs surprise, Union forces did not attack on December 30. For December 31, both commanders developed similar plans calling for a strike against the others right flank. While Rosecrans intended to attack after breakfast, Bragg ordered his men to prepare to advance at dawn. For the assault, he shifted the bulk of Hardees corps to the west side of Stones River where it joined with Polks men. One of Hardees divisions, led by Major General John C. Breckinridge, remained on east side to the north of Murfreesboro. The Union plan called for Crittendens men to cross the river and attack the heights held by Breckinridges men. The Armies Clash While Crittenden was in the north, Thomas men held the Union center and McCooks formed the right flank. As his flank was not anchored on any substantial obstacle, McCook took measures, such as burning additional campfires, to deceive the Confederates as to the size of his command. Despite these measures, McCooks men bore the brunt of the first Confederate assault. Beginning around 6:00 AM on December 31, Hardees men moved forward. Catching the enemy by surprise, they overwhelmed Brigadier General Richard W. Johnsons division before Union resistance began to mount. To Johnsons left, Brigadier General Jefferson C. Davis division held briefly before beginning a fighting retreat to the north. Realizing that McCooks men were not capable of halting the Confederate advance, Rosecrans canceled Crittendens attack at 7:00 AM and began flying around the battlefield directing reinforcements south. Hardees assault was followed by a second Confederate attack led by Polk. Moving forward, Polks men met significantly stiffer resistance from Union forces. Having anticipated an early-morning attack Brigadier General Philip H. Sheridan had taken the necessary precautions. Sheridan Hazen Hold Mounting a vigorous defense, Sheridans men turned back numerous charges by the divisions of Major Generals Jones M. Withers and Patrick Cleburne while holding a small cedar forest that became known as the Slaughter Pen. By 10:00 AM, as Sheridans men battled, the bulk of McCooks command had formed a new line near the Nashville Turnpike. In the retreat, 3,000 men and 28 guns had been captured. Around 11:00 AM, Sheridans men began to run out of ammunition and were compelled to fall back. As Hardee moved to exploit the gap, Union troops worked to plug the line. A bit to the north, Confederate attacks against the brigade of Colonel William B. Hazen were repeatedly turned back. The only part of the original Union line to hold, the rocky, wooded area held by Hazens men became known as Hells Half-Acre. As fighting quieted, the new Union line was essentially perpendicular to its original position. Seeking to complete his victory, Bragg ordered part of Breckinridges division, along with units from Polks corps, to renew the attack on Hazen around 4:00 PM. These assaults were repulsed with heavy losses. Final Actions That night, Rosecrans called a council of war to determine a course of action. Deciding to stay and continue the fight, Rosecrans revived his original plan and ordered Brigadier General Horatio Van Cleves division (led by Colonel Samuel Beatty) to cross the river. While both sides remained in place on New Years Day, Rosecrans rear and supply lines were continuously harassed by Wheelers cavalry. Reports from Wheeler suggested that Union forces were preparing to retreat. Content to let them go, Bragg limited his actions on January 2 to ordering Breckinridge to clear Union forces from the high ground north of town. Though reluctant to attack such a strong position, Breckinridge ordered his men forward around 4:00 PM. Striking Crittenden and Beattys position, they succeeded in pushing some of the Union troops back across McFaddens Ford. In doing so, they ran into 45 guns arrayed by Captain John Mendenhall to cover the river. Taking severe losses, Breckinridges advance was checked and a swift Union counterattack by Brigadier General James Negleys division drove them back. Aftermath of the Battle of Stones River The following morning, Rosecrans was re-supplied and reinforced. Convinced that Rosecrans position would only get stronger and fearful that winter rains would raise the river and split his army, Bragg began retreating around 10:00 PM on January 3. His withdraw eventually halted at Tullahoma, TN. Bloodied, Rosecrans stayed at Murfreesboro and did not attempt a pursuit. Deemed a Union victory, the fighting raised Northern spirits following the recent disaster at the Battle of Fredericksburg. Transforming Murfreesboro into a supply base, Rosecrans remained until embarking on the Tullahoma Campaign the following June. The fighting at Stones River cost Rosecrans 1,730 killed, 7,802 wounded, and 3,717 captured/missing. Confederate losses were slightly less, numbering 1,294 killed, 7,945 wounded, and 1,027 captured/missing. Extremely bloody relative to the numbers engaged (43,400 vs. 37,712), Stones River saw the highest percentage of casualties of any major battle during the war. Following the battle, Bragg was severely criticized by other Confederate leaders. He only retained his post due to President Jefferson Davis inability to find a suitable replacement.

Contract Contracts Or Lump -sum Contracts - 1224 Words

Contract is a major part in procurement management. Types of contract required for all the relevant elements related to the project: †¢ Fixed - price contracts or lump -sum contracts: Certain amount is agreed for the goods or service being sold. The buyer and the seller agree on a well defined to be delivered material for a specific price and time. The contract can include some incentives fee for meeting or exceeding the project objectives. While purchasing the high cost machinery items like loader, lifter etc for the production of the product of our venture a contract was done in a fixed- price with Jason Manufacture and Suppliers Company. He supplied the heavy machinery items in time and did provide better equipments within the contracted amount. The venture was happy so he as incentive fee and promised to give him more contracts in the mere future. †¢ Cost- Reimbursement Contracts: Payment is done to the seller for direct or indirect actual cost. This type of contract is done when the scope of the project is not clear. The risk is absorbed by the buyer as the final cost is uncertain. If problem arises during the execution of the project, the buyer has to spend more money than he had estimated. While ordering the machines like computers, wires, CCTV, stationary items, furniture s from the Lone distributers and suppliers, the exact amount and the exact quantity were not estimated. We did a contract. Certain quantities were ordered at first. Later we had to pay more moneyShow MoreRelatedCase Analysis : Lump Sum Contract3711 Words   |  15 PagesCPCCBC4003A - Assessment 3 - LA018068 Chris Brennan 377274831 Question 1 – Contract Types - †¢ Lump Sum Contract – A lump sum contract is when the principal (the customer or owner) agrees to pay a contractor a fixed amount for completing the work without requiring a cost breakdown. This price excludes any price variation due to rising or falling costs of labour and materials. †¢ Lump Sum Subject To Rise and Fall – A contract subject to rise and fall means that the principle (the customer or owner)Read MoreThe Complexity in Construction Projects1284 Words   |  5 PagesConstruction Projects are intrinsically complex in nature. It varies in different aspects such as size, nature, Contract Value etc. It involves different parties including the Client, Designer, Engineer, and the Contractor, whose interests vary from each other. Under these complex circumstances, the success of any project is dependent on the type of contract opted for the contract, along with several other factors such as the most appropriate design, askillful execution team, a good working relationshipRead MoreConstruction Contracts Essay1036 Words   |  5 PagesConstruction Contracts 1. Name and briefly describe each of the two basic types of competitively bid construction contracts. Which type would be most likely used for building the piers to support a large suspension bridge. Why? Two basic types of competitively bid construction contracts are lump-sum and the unit-price contract. The lump-sum contract is when the contractor agrees to complete all work for a pre-determined price including profit and the contract. The unit-price contract is when theRead MoreWhy Do We Use Different Types Of Contracts On Projects?1045 Words   |  5 Pages 2.1 CONTRACT ESTABLISHMENT Why do we use different types of contracts on projects? â€Æ' 2.2 LEARNING OBJECTIVES At the end of this section you will be able to: †¢ Describe the typical contract types †¢ Explain key elements that govern contract type selection †¢ Explain the key principles of agreement between Reliance and the contractor â€Æ' 2.3 CONTRACTS TYPES †¢ Lump Sum – Contractor is required to provide upfront for all risks and costs for performing to contract defined requirements;Read MoreA Large Investment Projects1090 Words   |  5 Pagesbenefits Project procurement Management Project procurement involves managing contracting activities – from defining the end product, contract and market analysis, through the tendering process, up to the formulation of contracts, specification of performance standards/ timelines etc., and the management and administration of the product/service after the contract has been awarded. Project procurement management concludes when the contractual aspects of the project are finalized at the end of theRead MoreConstruction Management1118 Words   |  5 PagesConstruction contracts. Author: PaweÅ‚ Kotas, Polska Construction as a service activity having many dimensions. Starting from ideas, thru find funds, investor, design construction, find contractor, phase of construction, meet the requirements which investment needs to be in use and complete facility. All these aspects are associated with large amounts of documents, permits. In this essay will be described various types of contracts between the investor and the contractor. Contract is an agreementRead MoreThe Textbook References Purchasing And Outsourcing As Types Of Procurement1313 Words   |  6 Pagesrequired to be created or bought from someone outside the project team or organization. In order to make this decision, make-or-buy analysis is done by the project team that helps them to decide whether to perform activities within the team or to contract with a seller. Most of the organizations don’t have enough qualified resources for performing all the activities of a project. Therefore during make-buy-analysis project team objectively look at the skills that are required to make a product andRead MoreThe Oil And Gas Industry1662 Words   |  7 Pagesdelays and the claims in the project, the client’s uncooperative interference, and lengthy procedures in the project. Establishing the contract terms through reciprocal compromise and concession can be an effective strategy (Jergeas 2008). However, it is hard to achieve reality because one risk can be more powerful compared to the other, especially for the contracts that involve small specialized and big oil contractors. In other words, the formulation of the strategies of the procurement processRead MoreDescription Of The Construction Bidding Process1213 Words   |  5 Pagesplan out availability of materials and labor to satisfy the owner’s desired construction schedule. Many contractors and subcontractors have their own bidding strategy with the purpose of producing the lowest bid that will ultimately win them the contract. A good bidding strategy includes careful review of bid documents and a job site walk through. Once the bid package is reviewed and the contractor has a general understanding of the project they should take up the opportunity to visit the locationRead MoreTypes Of Contract Method For Construction Management1622 Words   |  7 Pages2.3 Contracts There are several types of contract method and these methods generally fall under three categories: Fix price (FP) or lump sum (LS), guaranteed maximum price (GMP) and reimbursable contracts. These methods can be applied to any contracting for construction management. Lump sum contact, also called fixed price is when an owner engages an entity to perform a fixed scope of work for an agreed lump sum payment (Cmaa, 2012). Guaranteed Maximum Price (GMP) is a contractual arrangement between

Measuring Entrepreneurship Free Essays

A strong inclination continues to be present, especially among the professionals managing enterprise development to measure entrepreneurship through some techniques. These measurement efforts can vary from plain checklists going up to intricate and exhaustive computer programs. (Defining Entrepreneurship) Achievements in business can be equivocal. We will write a custom essay sample on Measuring Entrepreneurship or any similar topic only for you Order Now You might flag off with the most excellent of intent in mind, recognize objectives, fix targets, build plans and implement them. At times you pull off the preferred result, however on other occasions deficiencies do happen without in fact knowing the cause. The feedback gives the measurement, which is vital for reviewing the advancement and making the enhancements, as also running strategy and providing the proposed outcomes. (Measuring Their Results) In order to measure business achievement, the most usual procedure employed is monetary valuation. The achievement of the entrepreneur is measured on the basis of his personal and business valuation. The extremity of this would be the assessment of an entrepreneur†s publicly traded company. Nevertheless, only financial valuation is by no way a suitable measure of entrepreneurial achievement. A lot of smart individuals, business owners and people who are not associated with business also, measure their achievement on the basis of the amount of money they put aside from the yearly incomes. In this manner, somebody whose yearly income is $1, 00,000, but putting aside $20,000 may think they are smarter compared to someone whose income is double the amount but able to put aside only $25,000. The financial achievement of an entrepreneur is ideally measured by concentrating on the company†s profits for the year. Some sanction might be made for the extent of investment the company makes toward future growth and profits, such that a company is not fined for investing in the future. (Measuring Success in Small Business and Entrepreneurship) Financial analysts always attempt forecasting the earnings of the company. Apart from profits, a lot of other measures of achievement are available that can be assessed by going though the various financial statements of the company. Rising profit margins, loans repayments, increasing advertisement effectiveness are some of the instances. Under every situation, the entrepreneur must contrast the performance of the current year with that of the previous year. The entrepreneur must observe the sales growth, the number of new clients and so on. Ed. Martin belonging to About. com Guide to Small Business refers that expansion is one important reason representing the long-term existence of an entrepreneur. Only those enterprises that expand have a long-term existence. Several entrepreneurs measure their achievement by their company†s rank within the industry. Measuring Success in Small Business and Entrepreneurship) However, for the majority of the small businesses, rank within the industry although significant, is hard to hunt out. However, in case you are one of the leaders in your category within the industry, then an entrepreneur is likely to be thriving. The above constitutes the more conservative measures of entrepreneurial achievement. But they are short of the just the only measures employed by the entrepreneurs. One of the most excellent achievements is the quality of the products you offer. Becoming proud of the products, intently feeling about its utility, and providing significant enhancements in your company†s products and services are major reasons rendering a lot of entrepreneurs experience genuine success. Customer satisfaction, whether measured by customer surveys or recurring business is yet another measure of success. If the customers see that your products have utility and like buying your products, the future achievement of your company regardless of the manner of its measurement is more expected to be guaranteed. Satisfaction of the employees is an added measure of achievement. The flourishing entrepreneurs are likely to have a workforce who is proud to be employed with the company. Think about what your company has contributed for its employees round the year. Of course any internal enhancements made within the company renders your company more profitable and the reason to commemorate. Majority of the entrepreneur who has attained success feel proud of the daily functional improvements. Achievement is also measured by your performance within your company. Hence entrepreneurial achievement has a lot of features and capable of measurement in a lot of ways. It can be attained by introducing a flourishing business, accomplishing considerable monetary benefits, or achieving a sense of individual accomplishment. It can even be a consequence from surmounting an intimidating challenge, learning from hardship, and creating a concrete professional standing. (Success Stories) Are there any means to find out if they can be a successful entrepreneur, or they can live comfortably in a job? Unfortunately, there is no recipe for becoming victorious. But, nearly every successful entrepreneur share the uniqueness stated below: Successful entrepreneurs believe success. To achieve the type of success which they so desire they think big. Every account of successful episode begins with big dreams. Successful entrepreneurs have big dreams for themselves which they would like to be someone who is affluent, famous or accomplished. They posses a distinct mental picture of what they would like to be. However, the matter doesn†t end there in dreams alone. They enthusiastically envisage success in their mental plane, which they can nearly experience it, feel it or it is well within their control. They execute this mental picture at every chance. What is the feeling when the current income grows three times as more? How will their lives transform? What will their business appear in case they attained the million-dollar point? (10 Secrets of Successful Entrepreneurs) Successful entrepreneurs have an openness mindset and a belief in themselves that they can achieve what they aspire if they can just imagine it as the initial move on the road of action to having it. Management leaders have taught us the power of dreams – seeing themselves in their mind as having achieved their dreams. Moreover, the path of visualizing success for them was a routine activity. The entrepreneurs who are successful consider themselves to be successful throughout their waking periods. A personal improvement guide shared her secret to assist her regularly envision her goals every passing moment: while going up the stairs, spell out their goals while treading every step they take. Successful entrepreneurs remain obsessive with what they accomplish. This is to initiate a business, to transform any or every segment of their life. To achieve this modification, they grow or unleash a deep, individual passion to alter the situation and to live life in its full. Success is easier to attain when people love their activities. What might be the reason for this? Since we are increasingly persistent in our search for goals regarding matters we love. In case we harbor revulsion regarding our job at the moment, we may not be ever victorious at all, not also after a million years might have elapsed. Entrepreneurs might tread wearily, also they might turn into experts in the activities, but they will at no point be a great success at all. Their achievement will reach a summit and perform to attain success only when they are doing something which appeals them most or something they care about. Entrepreneurs attaining success do not regret toiling 15 to 18 hours per day devoting to their businesses since they love what they perform. Achievement in business comes with patience and diligence that can solely be achieved when they are obsessive and fanatical with their responsibilities and actions. 10 Secrets of Successful Entrepreneurs) Successful entrepreneurs concentrate on their strong points. Everybody has his or her own strengths and weaknesses. To be efficient, successful entrepreneurs recognize their strengths and focus on it. They attain more success, if they are capable to guide their endeavors into spheres in which they perform superlatively. In business, for instance, once they are aware that they possess good marketing sense, they exploit this strength and take optimum use of it. Successful entrepreneurs look forward for help or support in spheres in which they might be lagging like accounting or bookkeeping. To convert their weakness to strength, they think about taking practical learning or formal training. In the minds of successful entrepreneurs, the probability of disappointment never comes. Ayn Rand, in her novel The Fountainhead, penned: – It is far from the instincts of human beings or of any living organism for that matter, to begin by losing all hopes. As an entrepreneur, successful entrepreneurs are completely confident about their objectives, and that they are certain about it. Successful entrepreneurs believe that what they are accomplishing will play a significant part in the improvement of their surroundings and their own self. They repose an ardent belief in their concepts, their potential and their own self. They have a 100% confidence within themselves and the potential to identify and satisfy them. With increasing growth of belief regarding their capability to attain their objectives, they achieve with increasing rapidity. Nevertheless their confidence is equated with planned risks they must shoulder to attain higher accolades. Successful entrepreneurs can be said to those who examine and ensure risk minimization in the quest for profits. They subscribe to the view â€Å"no guts, no glory. † (10 Secrets of Successful Entrepreneurs) Successful entrepreneurs make their planning in view of that. They possess a vision, and they are loaded with sufficient belief within themselves that they can be successful in their vision. However, are they aware the manner in which to reach their vision? In order to accomplish their vision, they have actual objectives which will give the launching pad towards their final vision. Successful entrepreneurs write down their objectives; and failing to do such merely makes them as elusive daydreams. They make a programming of each day in such a manner that their every action goes into inching towards their vision. They envision themselves as being the upcoming Martha Stewart of hand-made home furnishing fame? Maybe today, they visualize an artist to support them have an idea regarding the new range of hand-made linens which they expect to introduce. Strong direction of goal is the quality of every successful entrepreneur. They possess a vision and they have knowledge the manner in which to attain it. Their capability to frame objectives and concretize plans for their attainment is the expertise necessary to emerge successful. They stick strongly to planning in the absence of which disappointment is assured. Successful entrepreneurs go to every extreme to work. Every successful entrepreneurs toil very hard. No body attains success merely by being comfortable in a chair and blankly looking at the wall throughout the day. According to Brian Tracy, they toil daily for eight hours for existence; anything in excess of eight hours is definitely towards success. Check with any successful businessperson and will divulge instantly that were engaged more than 60 hours every week during launching phase of their business. Successful entrepreneurs are ready to utter a definite no to beyond office drinks daily, or a usual travel during the weekend. In case they are in a nascent stage, they are totally attached to their business till the point it is able to get up on its feet. Toiling hard will be simple as they possess a vision, transparent objectives and are obsessive with what they perform. Successful entrepreneurs are always seeking means to network. 10 Secrets of Successful Entrepreneurs) In the arena of business, they are rated by the people with whom they are associated- from their management team, board of directors, and strategic partners. For running a business there is always the urgency for support and this is more pronounced in case of small businesses. Perhaps the gentlewomen they came across in a trade association meeting can assist them assure financial support, or the man at a seminar can extend them with a management guidance. Successful entrepreneurs create coalitions with people who can support them and whom they can also reciprocate their support. To achieve in business, they possess excellent networking expertise and all the time are cautious about the scope to enlarge their acquaintances. Successful entrepreneurs are keen to learn. It is not mandatory that they are armed with a MBA degree or a PhD qualification to be successful in their business. Examples abound about several entrepreneurs who did not cross the threshold of secondary education and yet went on to be successful. It has been revealed by researches that a majority of millionaires who charted their own success had normal intelligence. Even so, these individuals attained their zenith, realized their monetary and personal objectives in their respective businesses, as they never turned away their face from learning. In order to achieve success they were eager to put questions, be inquisitive, keen, and have an open mind to new knowledge. This eagerness to learn comes to be more important due to the speedy modifications in technologies and methods of accomplishing businesses. Successful entrepreneurs have keep on trying and possess confidence. Nobody holds that the path to success is rosy. Regardless of their good motives and diligence, occasionally they are chances of failure. Several entrepreneurs had experienced holdups and huge beating, also insolvency, however coped up and emerge victorious in their respective disciplines. Their guts to stick around in the midst of hardships and the potential to stage a turnaround following a short period of lull guarantee their achievement. They learn how to tie the loose ends and gather themselves and resume from scratch. Their doggedness is the measure of their confidence in their inner being. Bear in mind, they keep at it and none is able to impede them. Successful entrepreneurs know the art of self-discipline. At some point of time Thomas Huxley stated, â€Å"Do what they must perform, when they must perform it, regardless of they prefer it or not. † (10 Secrets of Successful Entrepreneurs) The watchword to success is self-discipline. The power of willpower to compel them to pay the price of success – performing what other would be sloth in doing, staying ahead in race compared to others, combating and emerging triumphant in the lonely struggle with their self. Prof. John B. Miner of State University of New York conducted research the findings of which revealed which of the entrepreneurs† attained success and who fell short. Ultimately he segmented the thriving entrepreneurs into four separate â€Å"personalities†, and evaluated the strategies each category applied to achieve success. The four different types of personalities propounded by him are The Personal Achiever, The Super Salesperson, The Real Manager and The Expert Idea Generator. What do these indicate? Personal achievers are the ones who think about an urgency to be successful in their lives. They are the â€Å"typical† idea of an entrepreneur which a lot of people cultivate. They shower a huge amount of vigor into their companies, and do not harbor any reservations about devoting extended hours to work that might be expected of them. They prefer to move towards a target according to a plan for future success, and wish to receive feedback regarding their actions. They think that they can be in charge of their own lives, and none else have the power over them. Bill Gates almost certainly a superb illustration of a powerful â€Å"personal achiever† It is evident that he thinks a powerful psychological urgency to attain his objectives. This comes to be rather obvious when you go through his history prior to his founding Microsoft Corporation. He pushed to the very extreme regardless of whatever he performed, and turned into an overachiever. Anita Roddick, who began the Body Shop, might also be the same. (Four Types of Successful Entrepreneurs – Some Details) The founder of Southwest Airlines Herb Kelleher in 1967 is one more instance. Triumphing several extremely hard initial years, the company has grown to be one of America†s top ten airlines and not like any other airline in the industry, through applying some very innovative ideas and a distinctive approach to its functioning, it has achieved 29 consecutive years of profitability. Even though Herb was earlier a trained lawyer, he has been successful in inculcating an entrepreneurial energy all through his organization and is regarded by several in the current era to be one of the most brilliant business leaders in America. His singular endeavors have played a significant part in the profitability of Southwest Airlines. The next group of Super salespeople has a huge amount of compassion in store for others. They have an inclination towards social atmospheres and people in groups, and they understand the value of relationships tremendously. They think selling as an important constituent of business. An outstanding illustration of Super Salesperson is almost certainly Ross Perot who plunged into the world of sales emerging as one of the most successful salespeople at IBM, thereafter quit IBM to launch his own company named as Electronic Data Systems –EDS. Thirdly, the Real Manager is the ‘assume-charge† categories. They are leaders in the corporate world; they might prosper in companies, and begin entrepreneurship from those categories or ranks. Their potency is managing corporations into major growth. Michael Bloomberg maybe an instance of a Real Manager. He started his career with Salomon Brothers for 16 years. In that company he was in charge of equity trading and sales department and subsequently became the chief of the systems development. He was retrenched during 1981 and then started Bloomberg. Finally, the Expert Idea Generator constitutes the genuine ideas guys. They conceive new products, discover new positions, and continue to be genuine leading lights. A brilliant illustration will be Jim Clark, who started Silicon Graphics, Netscape, and Healtheon. Besides, the people who established Apple Computers Steve Jobs and Steve Wozniak almost likely to come into this group also. However, triumphant entrepreneurs are narrowed down to be included to these four groups. Moreover, several people will have the characteristics of more than a single category. However, these groups can be thought provoking. (Four Types of Successful Entrepreneurs – Some Details) To conclude, you have to look to just four things for emerging successful as an entrepreneur: First of all is vision. The concept- as you will see while you come across the next point on expressiveness – it is not necessary to be outstanding, however, an idea must be present. A lot of people possess the ability to generate product ideas, frequently by identifying uncovered market wants. Other people regrettably do not possess this capability. Second is persistence and sticking around. There are a lot of entrepreneurs attempting to capture the same markets. The people who emerge successful possess the power to keep it up. Moreover, above all, they possess the potential on the theme in their control without dissuading thoughts or episodes worrying them. Nothing is able to dissuade them. Successful entrepreneurs are frequently found to be bachelors. The third factor is expressiveness and control. I believe that expressiveness/control is crucial to business entrepreneurial achievement. It might be included under the caption Emotional Intelligence as more and more research favors the concept that individuals having high Emotional Intelligence turn out to be more successful entrepreneurs compared to those with low Emotional Intelligence. Expressiveness is regarded as a higher ability compared to sales potential. It is a thorough knowledge of the psychology of urging and swaying. Fourth is the capability to have an idea with regard to finances. The only means to check business liquidation is to have a thorough knowledge of cash flow, capital structures, and the process to go through financial statements. Completely understanding finances even has another crucial role: in money matters, do not trust anybody. How to cite Measuring Entrepreneurship, Essay examples

People and Organizations for Social or Work Places- myassignmenthelp

Question: Discuss about thePeople and Organizations for Social or Work Places. Answer: Introduction There is a belief that groups are ubiquitous, either in families, social or work places. In any of these situations, a group of people come together and decide to work mutually in order to achieve their goals (Levi, 2014). Although groups are found in almost all places, and people participate in them all the time, people hardly understand them well. Many people talk about groups that started off very well but which later failed for one reason or another. And people will always have reasons to excuse such failures. The experiences that group suffer is because people are in those groups (London London, 2007). A group is the association of more than one person interacting to achieve a common goal. A group within an organization forms to share information and decide on certain aspects of the organization. A group has shared goals, Groups can greatly determine the success of an organization (Levi, 2014).For every success or failure in an organization may be associated with a group or team within the organization. Whereas some teams or groups function effectively, others are dysfunctional. In many years, the engagement of teams and groups in an organization has continued to grow widely around the globe (Levi, 2014).A compilation consists of a group of people that are aware of each others perspectives and who act together. A group is a number of people with a shared purpose, shared communication and goals, are interdependent and interact. Groups play an important role in organizations (Levi, 2011). Types of Groups There are two kinds of groups: formal and informal groups. Formal groups include similar or affinity, task and command groups (Davis, 2000). Task groups are formed to perform a certain task whereas command groups are placed in organizational charts and like mindedness or affinity groups are formed when there is a new project such as a product development (Dugan, 2007). Many people around the world belong to a particular group with or without their knowledge. For example, a school of pupils is one category of a group, work place is termed as a group, so is a religious institution or a small gathering of people. Informal groups serve the communal or emotional needs of a number of people not necessarily connected to an organization or institution (Dugan, 2007). These groups include friendship and interest groups. These groups arise from a mutual cordial relationship and the pleasure derived from being together. A team on the other hand is a group of people put together to work to interdependently assist one another get the requirements of their customers or clients by achieving a certain goal or goals and principles (Davis, 2000). Teams are formed mainly for communication over a long or short period. Teams formed to work have synergy that is brought about by their mutual effort. Hence, teams for work have better production and superior capability than groups employed or employment groups (Berman, 2014). Team cohesion In order for a team to be cohesive, there are certain underlying factors that must be considered. The foremost aspect is communication. Communication is the most vital in maintaining cohesion within a group which leads to other factors such as common goal (Dugan, 2007). A cohesive team must have collective goals that it shares and must work communally towards attainment of that goal. The team must also be committed and understanding enabling them to work together as a team rather than individually. Communication Communication in a team is the most vital aspect that contributes towards the teams cohesion (In Salas et. al., 2012). For a team to be cohesive there must be flowing communication. It is crucial that there are no vivid communication barriers that will hinder the flow of communication within the team. Such barriers include fear of expression, intimidation, gossip and ignorance (London, 2010). With proper communication, the team can move to the second important factor that is unity of purpose. Members of a team must all work towards one common goal. If each member aspires to achieve his goal, then the organizational goal cannot be met. Last but not least, a team must be committed to its cause. It must also understand what it is committed to. The commitment must be well spelt out and understood by all team members. Communication makes the people in the organization committed and views the organizations vision as their own vision. It is necessary therefore, in an organization to give ch ances for real time information to build cohesion. The organization should also create a chance or space for informal groups to be form as much as the formal groups are formed. According to London (2010), highly solid groups interact openly where the persons in the group are free to agree and disagree with each other. When conflict arises, the team is able to solve the conflict constructively and form a stronger bond or team. When teams work socially, they are able to build trust. Unity of Purpose A common goal is crucial for a coherent team (Dugan, 2007). According to Dugan (2007), cohesion is the amount of attraction that one feels towards another person or team. It is a profound feeling of loyalty, a degree towards one persons goal to make it his own. Although cohesion is deeply rooted in one persons feelings towards team members, there has to be effective communication. Success in an organization is determined by the teams ability to work cohesively (Berman, 2014). Without a common goal or purpose, a team that was once a cohesive team will disintegrate into separate individuals where each individual will work towards his personal goal. It is important therefore that a team is united to enable it achieve its goals. Commitment Teams not committed cannot achieve a common goal. Lack of cohesion in a team can lead to some team members leaving the group (Sessa London, 2006). Commitment also originates from the employees work to others in the organization. Some tasks can be done independent of other work. Such jobs do not require less positive attitudes. Some people are not aware of what is expected of them in the workplace therefore, they tend not to be committed to their jobs and team members. One reason that will result in a person not knowing what is expected of him in the work place is because of lack of communication, nobody is telling him. Generally, people would expect that anything that would lead to a definite expectation for anothers behavior would develop his commitment and responsibility (Berman, 2014). Therefore, for any person to be committed in an organization, he is expected to know or learn what is expected of him therefore, work towards the goals of the team. Factors that influence teams effectiveness There are certain factors that impact the teams efficiency. Task orientation is one of the factors which determine the effectiveness of a group (Greenberg Baron, 2000). A team should have tasks allocated to it. In this allocation of tasks, the team will be more focused. The team will be able to focus once it identifies its goals and targets for the team as it progresses in its jobs. Motivation: Motivation occurs when the team members feel they are equal in that there are not barriers stuck between the managers and support staff (Adler et. al., 2004). The dismantling of these barriers and bureaucracies leaves room a free and stress free environment. A successful team will be skillful in bringing in a new member to the group assisting the member to settle quickly without wasting any time, thereby joining in the working towards achievement of the organizational goals. The new member is likely to blend into the culture of the organization very fast (Sessa London, 2006).. Group standards can facilitate the attainment of the goals. If each member in the team knows what is expected of him, then chances are that there will be higher productivity. If the company offers rewards to the best performing team, then there may be opposition, and at the same time, the reward will motivate the other groups to work harder. Generally, people like to associate themselves with high status groups and will generally work to be associated with such groups (Salas Edens 2001). Likewise, the expectations placed on a group could lead to a more effective team in performance. Role of Management in Group Unity The role of management in organizations teams is crucial. However it is equally important for the managers to recognize the borders of their responsibilities and roles of the teams (Sessa London, 2006). The managers are usually put in that position because of their technical and people experience therefore, the teams will often benefit from the managers expertize in terms of ideas, skills, and aptitudes. However, the teams and manager should remember that its the team members that will perform the tasks and will determine the success of the organization (Quick, 2013). The managements critical is to encourage and enable the team to work towards attainment of companys goals. Establish vision of the team The most important role of the manager is to maintain or create team cohesion and set a clear vision that the team can relate, understand and work towards attaining. The goal must be very clear to enable team commit to it. The management must keep it alive continually work towards reinforcing and renewing it. Management must also be able to create a conducive working atmosphere to enable team achieve its goal. Once the goal is identified, management should work towards creating a conducive environment for the team members to work in (Davis, 2000). It is not conducive when the team members cannot speak their minds freely. It is therefore important that they are in an environment that will allow them to share their thoughts without fear of intimidation. The next step should be to set clear responsibilities and expectations of the teams. Clear priorities and directions make the team more committal (London, 2010). There should be no ambiguity the team should know clearly what is expected of them. After they learn of their expectations, they should then know their responsibilities so that they can build trust and confidence. With confidence, the team is assured of acting. Workers cannot work effectively with ambiguous roles. They must have their roles clearly spelt out and the responsibilities so that they can work towards achievement of their goals. The managers must be able to explain what they expect from the employees and the stipulated period. Training A team needs competent members to carry out their work effectively. Training is important and helps to sharpen the already learnt skills of the team members. It also gives the members confidence to face challenges as they come. Conclusion Reflection In group and team work, I can confidently say that I am able to work in a team effectively. From the results, I can attest that I am a team player. Though I get stressed out easily, I believe I can quickly regain my enthusiasm and confidently continue with my roles. I rather draw attention to others than to myself. This character gives me time for others to work with others towards achievement of the set goals. I get irritated easily but at the same time, I get lonely when I am alone a quality that brings out the aspect of my hanging around others when I am required to do so. I am hardworking and a good listener. I am also social and friendly. Some of my weaknesses revolve around my temper which sometimes is misconstrued for being antisocial. I get irritated easily but that does not mean that I cannot stand a group of people who want to engage me. My main strength is listening to others. Im a keen listener who takes other peoples opinions seriously. I like working with other people and sharing ideas with them. Hardly will I shun others ideas that give me an edge in implementing others ideas together with mine. Training has helped me build my confidence and grow in the organization through building confidence and practice. References Adler, N., Shani, A. B., Styhre, A. (2004).Collaborative research in organizations: Foundations for learning, change, and theoretical development. Thousand Oaks, Calif: SAGE. Berman, M. (2014).Productivity in Public and Nonprofit Organizations. Hoboken: Taylor and Francis. Davis, L. (2000).Pioneering organizations: The convergence of individualism, teamwork, and leadership. Provo, Utah: Executive Excellence Pub. Dugan, M. M. (January 01, 2007). Working together: Teamwork in the fire service requires organization strategy.Fire-rescue Magazine. Greenberg, J., Baron, R. A. (2000).Behavior in organizations: Understanding and managing the human side of work. Upper Saddle River, NJ: Prentice Hall. In Salas, E., In Goodwin, G. F., In Burke, C. S. (2012).Team Effectiveness In Complex Organizations: Cross-Disciplinary Perspectives and Approaches. New York, N.Y: Routledge. Levi, D. (2011).Group dynamics for teams. Los Angeles: SAGE. Levi, D. (2014).Group dynamics for teams. Thousand Oaks: SAGE. London, M. (2010).Achieving performance excellence in university administration: A team approach to organizational change and employee development. New York: Praeger. London, M. (2014).Leadership development: Paths to self-insight and professional growth. London, M., London, M. (2007).First-time leaders of small groups: How to create high-performing committees, task forces, clubs, and boards. San Francisco: Jossey-Bass. Quick, J. C. (2013).Preventive stress management in organizations. Washington, DC: American Psychological Association. Salas, E., Bowers, C. A., Edens, E. (2001).Improving teamwork in organizations: Applications of resource management training. Mahwah, N.J: L. Erlbaum. Sessa, V. I., London, M. (2006).Continuous learning in organizations: Individual, group, and organizational perspectives. Mahwah, N.J: Lawrence Erlbaum.

The Great Pyramid Essay Example For Students

The Great Pyramid Essay The great pyramid was built during the reign of Khufu, 2nd kingof the fourth dynasty (2,720-2,560 BC). It stands on the Gizaplateau nearby Cairo and is the biggest pyramid in the world. Itmeasures 230 m (756 ft) on each side of its base and originallymeasured 147 m (482 ft) high. Beginning in the 10th century ADthe entire Giza complex served as a source of building materialsfor the construction of Cairo; as a result, all three pyramidswere stripped of their original smooth outer facing of limestone. The core masonry consists of large blocks of local limestonetaken from the nearby quarries and built around and over a rockyknoll. The size of the knoll cannot be determined, since it iscompletely covered by the pyramid. The entrance to the pyramid isin the center of the northern face. It is located in thethirteenth course of masonry from the base. This entrance has apointed roof formed of massive slabs of local limestone and opensinto a long steeply descending passage. From there a 36 meterslong ascending passage leads to a 35 meters long horizontalpassage that leads to the so called Queens chamber. Thischamber measures 5.2 by 5.7 meters and the maximum height of itspointed roof is about 15 meters. The north and south walls eachhave a small hole a few centimeters square about 1 meter from thefloor. These lead into narrow channels that originally opened onthe exterior of the pyramid. At the juncture of the ascendingand horizontal passage is an opening of a shaft which descends toa de pth of 60 meters. It opens into the lower part of thedescending passage, close to the unfinished, underground chamber,and is believed to have been an escape shaft for the workmen whofiled the ascending passage with huge stones after the kingsfuneral. We will write a custom essay on The Great Pyramid specifically for you for only $16.38 $13.9/page Order now From the horizontal passage the Grand Gallery, which leads tothe kings chamber, starts. It is 47 meters long and 8.5 metershigh, and has a corbelled roof. In the center of the floor is asunken ramp about 60 centimeters deep. The Grand Gallery ends ina horizontal granite passage which serves as an antechamber. Itmeasures 8.4 meters long and 3.1 meters high, and has slots forthree portcullises. Beyond the antechamber is the so-calledKings Chamber which is lined, roofed and paved with redgranite. It measures 5.2 by 10.8 meters and is 5.8 meters high. Its flat roof is formed of nine monolithic slabs of granite. Thenorthern and southern walls each have an air channel, one ofwhich is open to the outside. The Pyramid can be seen to haveabout two hundred level courses of squared stones. The layersall have a different thickness ranging between approximately 50and 145 centimeters. The average block size is about 1 cubicmeter. On the Khufu pyramid, all the casing elements were removed inthe 14th century. The few casing stones which do remain in theGreat Pyramid all lie in the 1.5 meter thick bottom course andcannot be representative of the stones which would have been usedin the higher parts of the construction. The only examples offace work such as this which remain are those on the pyramids atMeidum, Dashur andGiza.

Foreshadowing in Fiction Tricks to Keep Your Readers Guessing - Freewrite Store

Foreshadowing in Fiction Tricks to Keep Your Readers Guessing - Freewrite Store Types of Foreshadowing As literary devices go, foreshadowing is a technique that every writer needs to have in their toolbox. Everyone from literary greats like William Shakespeare and J.K. Rowling to screenplay masters like Alfred Hitchcock has used foreshadowing to create gripping plot twists that leave insightful readers (and viewers) experiencing that satisfying ‘ah-ha’ moment.If you’re not quite sure exactly what foreshadowing is, then here’s a definition: Foreshadowing creates tension or adds suspense to your story, by laying a kind of trail of breadcrumbs that your readers may (or may not) pick up on. If you’ve read a good novel recently, it’s likely that the author threw in some elements of foreshadowing. When you’re reading, foreshadowing is found in seemingly random or innocent scenes that only make sense when the plot begins to be resolved.When you’re writing, however, there’s nothing random or innocent about foreshadowing. You have to plan elements of foreshadowing so that they don’t appear too obvious - but nor do you want them to be so subtle that none of your readers pick up on the juicy breadcrumbs that you’re leaving for them. So, how does foreshadowing work when you’re writing? Types of Foreshadowing Every author has their own style of writing - so the exact way that you approach foreshadowing will depend on your style. However, there are two main types of foreshadowing that you can use in your stories - direct foreshadowing and indirect foreshadowing. Direct Foreshadowing If you want to keep your readers hooked, then direct foreshadowing is a great way to go about it. As its name implies, the kinds of hints (or breadcrumbs) you drop into your story are like little nuggets of information that prompt your readers to ponder about how those nuggets fit into the story and where they might ultimately lead. Clever and intuitive readers may even be able to guess how the plot will be resolved because of direct foreshadowing.Within direct foreshadowing, there are different subtypes that you can use, such as: Pre-scene This is a really popular type of foreshadowing. These scenes are often short and relatively downplayed, but reveal something that will turn out to be essential for a plot twist or resolution later in the story. Readers often become really adept at spotting the pre-scenes, so if you want to use these successfully you need to be careful not to give too much away. Effective pre-scenes convey necessary information but compel your readers to keep reading to either find out why the details are important or to see whether their suspicions are correct.For example, in your novel, you could have a scene that opens in a crowded bar. Your hero sits at the bar, enjoying his drink and the company of a beautiful young woman. Finishing his drink, your hero gets up to visit the restroom. Immediately, another man approaches the young woman and slips her a piece of paper before leaving the bar. Your hero returns, the couple leaves the bar. Your readers instinctively know that the young woman is either involved in something suspicious or not as innocent as she seems - they just don’t know what is going to come of it. Name Dropping If a character is later going to play a really important role in your story, or a particular place is going to be significant, name dropping can foreshadow the future events and signal to the reader that this character or place is important. They won’t know why it’s important, but it’s another breadcrumb that you’re leaving for them.For example, if you have your hero remark to another character that he’s going to visit a friend the next day, but doesn’t name the friend or the place, your readers wouldn’t really think much about it. If, on the other hand, your hero says, instead, that he’s meeting Charlie McGuiness at Holy Rood Chapel, then your readers are more likely to recognize these details as being in some way significant. Prophecy This is an old type of foreshadowing that has been used by the likes of Orson Welles and William Shakespeare. Essentially, it’s a way of directly telling your readers that there’s going to be a specific kind of dramatic event occurring at some point. Some writers see this is an outdated and counterintuitive practice, so it isn’t as common as it used to be - but it can still be powerful. You’re telling your readers that something specific is going to happen - but they don’t know when, or how, or what other surprises you have in store, so you keep them locked in a sense of anticipation.Here’s an example, from William Shakespeare’s Macbeth (Act 1, Scene 3): "All hail, Macbeth, thou shalt be king hereafter![†¦]Lesser than Macbeth, and greater.Not so happy, yet much happier.Thou shalt get kings, though thou be none:So all hail, Macbeth and Banquo!Banquo and Macbeth, all hail!" Indirect Foreshadowing If you’re more interested in subtlety than feeding your readers clues, then indirect foreshadowing is the way to go. You’re in control over the level of subtlety, and with this type of foreshadowing, although your readers may recognize the breadcrumbs as significant, they’re not likely to be able to figure out exactly what you’re hinting at. Personally, as both a reader and a writer, I find indirect foreshadowing more rewarding. In the modern age of social media, some direct foreshadowing looks more like clickbait and I prefer to be more subtle when I’m writing. Let’s look at some types of indirect (subtle) foreshadowing: Innocuous Statements These are the type of foreshadowing that may stick in your readers’ minds but only make sense when all is revealed later in the story. It’s less likely to cause your readers to be gripped, but when you have established yourself as a writer and have a following of fans, your fans will pride themselves on being able to spot the innocuous statements that you drop into your writing and try to guess what the outcome will be.Here’s an example of innocuous statements at work. In Star Wars: Episode II, Obi-Wan Kenobi remarks to Anakin Skywalker: â€Å"Why do I get the feeling, you will be the death of me?†. It’s only later in the series that the hidden foreshadowing makes sense. Pathetic Fallacy When I first came across this term I honestly had no idea what it could mean. Once I figured it out, however, it became one of my favorite subtle foreshadowing techniques. Pathetic fallacy refers to the way that you can give human emotions to things that are not human - like the weather, for example.There are tons of ways that you can use this technique to foreshadow future events. An icy gust of wind may be used to evoke a sense of foreboding or convey that something chilling is going to happen, for example. Likewise, a rainbow appearing during a ferocious storm may suggest that there is a change coming, or something more positive will emerge out of trouble.Charles Dickens uses the weather in Great Expectations to convey something of what the hero, Pip, is feeling. Can you figure out what Dickens is trying to foreshadow?:"So furious had been the gusts, that high buildings in town had had the lead stripped off their roofs; and in the country, trees had been torn up, and sails of wind mills carried away; and gloomy accounts had come in from the coast, of shipwreck and death." Object Placement Famously, Anton Chekhov once declared that â€Å"If in Act One you have a pistol hanging on the wall, then it must fire in the last act†. While he was undoubtedly referring to playwriting, the same applies to any kind of story - and, ultimately, this is a tool that can be used to foreshadow really effectively.What this means is that if you have something pretty huge happening late on in the story, you can foreshadow it really subtly by making some kind of allusion to it early on. In Chekhov’s example, you would put some kind of emphasis on a pistol that would later be pivotal to the plot. This is a hugely popular technique - you surely must have read a book (or ten) where there’s a mention of an object that doesn’t really seem to make total sense in the current scene, but then, later, you get that ah-ha moment of realizing, â€Å"oh, that’s why it was there!†There are different ways you can use this technique, too. Let’s look at a coup le of examples:ââ€"  Your hero is driving to the airport to pick up his fiance who is returning from an overseas business trip. He’s talking to his business partner on the phone and glances at the fuel gauge, which reads close to empty and then continues with his conversation. In this scene, it’s more the absence of something (i.e. a full fuel tank) that you’re foreshadowing. You could use this with medication bottles, or show your character forgetting an object, too.ââ€"  Your heroine is sitting at her desk in her university office, grading term papers. Her pen runs out, and she opens a drawer to get a new one. In the drawer, there’s an unopened envelope, yellow with age, with a name written on it. She closes the drawer quickly. Your readers will remember the letter - but they don't know why it’s important. Effective Use of Foreshadowing The type of foreshadowing that you use and the way that you use it will depend on what you want to achieve with it. Looking to build suspense? Then you should use more direct foreshadowing (so your reader’s don’t miss the clues). If you want to foreshadow a future event, however, it’s best to take a more subtle approach with indirect foreshadowing.One mistake that many writers make is using too much foreshadowing. A little bit of foreshadowing is better than a lot of it if you use it well. That means you need to get more selective about what you use foreshadowing for, and where in your story you use it.Major turning points in your story should be your foreshadowing priority. There are usually around 3 turning points in a story arc: the point at which your character’s life is affected by something in a significant way; the midpoint in the story arc where your character starts to question themselves in some existential kind of way; and the climax of the stor y.Generally, there will be more foreshadowing in the first half of your story, with the ‘ah-ha’ moments coming in the second half. One good means of getting a good balance (and making sure you’re not going overboard on the foreshadowing) is to use a plot diagram to pinpoint the best moments for foreshadowing for the major turning points in your story. Practice Your Technique for Gripping Foreshadowing Don’t expect to master foreshadowing instantly. Masters of suspense like Stephen King and Alfred Hitchcock perfected their craft over many years - so you should expect to spend time practicing your foreshadowing skills. It’s a good idea to try to identify foreshadowing when you’re reading your favorite authors’ novels, too, as that way you’re able to learn from the masters themselves. As you’re reading, ask yourself why their foreshadowing techniques are so effective and practice replicating the techniques yourself.Whether you prefer to use direct or indirect foreshadowing, you can keep your readers guessing and build your confidence until you are a master at foreshadowing, too.

Marketing principles and applications Essay Example | Topics and Well Written Essays - 1750 words

Marketing principles and applications - Essay Example In fact, a consumer can use the appliance even without reading the instructions leaflet. In opposition with other appliances of the same characteristics the particular coffee maker offers to the consumer the impression of being involved in a unique experience: a series of color icons, showing cups of coffee of different size, helps the user to decide the type of coffee preferred. Then, icons showing spoons full of sugar and coffee help the user to decide on the amount of coffee and sugar that should be used for the type of coffee chosen. Finally, an icon with cup of milk is used for showing to the user his potential to choose a cup of coffee with milk. Particular emphasis has been also given to the components of the appliance. High quality materials have been used ensuring that the flavor of the coffee is strong. In the context of the issues discussed above, the appliance chosen fully supports the firm’s mission statement, which focuses on quality, convenience and innovation, as described in the introduction section. 2.   Classify Company G’s products using the three-way consumer product classification system. The three-way Consumer Product Classification system is based on the following rule: products can be classified in three categories according to specific characteristics. Reference is made particularly to ‘convenience, shopping and specialty goods’ (Boone & Kurtz, 2012, p.352). The particular system is quite helpful for the development of effective marketing strategies (Boone & Kurtz, 2012, p.352). However, the system is also related to an important weakness: consumer preferences worldwide are not standardized (Ferrell & Hartline, 2010). In fact, differences can be identified in consumer trends even within the same market and in regard to the same product. For example, the performance of a product can be changed within the same market under the impact of severe turbulences in the global market (Ferrell & Hartline, 2010). In ge neral convenience products are those that are highly popular, at least more than shopping products which are not necessarily incorporated in consumers’ daily shopping (Boone & Kurtz, 2012). Moreover, specialty goods are goods of specific characteristics and, usually, of high price (Boone & Kurtz, 2012). Using the above classification system Company G’s products could be classified by referring to three categories: convenience, shopping and specialty goods. It should be noted that the Table refers only to the firm’s small appliances and not to all its products. The consumer factors involved in the classification process are presented in the first column. In the three other columns the relevance of the firm’s products to each product category is analyzed. A rounded rectangle is used for showing the product category to which the firm’s products are nearer; the blue color indicates a high relevance, the green color is used for showing an average releva nce while the red color shows the lack of any relevance. Consumer factor (Boone & Kurtz, 2012, p.352) Convenience products Shopping products Specialty products Time spent on identifying the firm’s products The firm’s products cannot be chosen instantly Thought is required before buying the firm’s products The decision-making process in regard to the purchase of the firm’s products may takes a lot of time Location of the firm’s products The firm’s products are not available in all retail stores The firm’

Marketing Management Assignment Example | Topics and Well Written Essays - 500 words

Marketing Management - Assignment Example The company also plans to raise the prices of the brand in the future to cater for the rising price of raw material used in the production of the beverage (New, 2011). The company in an effort increase the pricing is also cautious about the effect of the rise on the volume of their sales. There is a probability of reducing the volume of sales when compared to the previous years. The company also faces the problem of their customers switching to the competitors soft drink. In view of all this, the company carefully looks at the probable way of raising the price without affecting their volume of sales (New, 2011). The coca cola company employs the two channels of distribution the direct market channelling which involves dealing directly with the customer. This direct marketing channel can also have intermediaries who are the wholesalers and retailers. The other channel is the business distribution channels the organisation utilises its own sales group to sell to business customers. This does involve multilevel distribution. This is the most commonly used procedure by the coca-cola company (MKT300, 2008). The business distribution channels consist of manufactures representatives and industrial distributors as the intermediaries. The manufactures in the direct marketing ensure that consumers get the soft drinks in time. They sell to the consumer in bulk or retail amounts and at an affair price. The retailers also ensure that consumers get the goods they usually sell in small quantities and a higher price than the manufacturers. In the business, distribution channels the manufactures representatives do sell in bulk to the industrial distributors or the Industrial customer. The distribution channels ensure that the goods reach the customer on time and in the right manner (Coca-Cola Company, 2008). Company’s monitor their channel performance to be able to plan. The channel

Interaction Between Two Anionic Dyes and Cationic Surfactant

Interaction Between Two Anionic Dyes and Cationic Surfactant The interaction of the triphenylmethane dye xylenol orange with cationic surfactants cetyltrimethylammonium bromide and cetylpyridinium chloride was studied by absorption spectrophotometry and principal component analysis of infrared spectra by A. Gojmerac IvÃ… ¡ic ´ et al. [24]. Upon the addition of surfactants the yellow color of the acidic xylenol orange solution changed to purple-red. Changes in the absorption spectra of the mixture indicate strong interactions between dye and surfactants. These interactions were also monitored using ATR spectroscopy and the most prominent changes were observed in the vibration of the carbonyl group. The comparison of principal component loadings obtained from spectral data matrices for xylenol orange and mixtures of xylenol orange with surfactants revealed differences in infrared spectra caused only by the interaction of the surfactants with the dye. The interactions of Acid Green 25 (AG), an anionic dye, with two cationic surfactants tetradecyltrimethylammonium bromide (TTAB), and hexadecyltrimethyl ammonium bromide (CTAB) in aqueous solutions far below the CMC are studied at different temperatures using the conductometric method by H. Dezhampanah et. al. [25]. Various thermodynamic functions and equilibrium constants for the process of dye-surfactant ion pair formation were calculated using the conductometric data. There results indicate that the longer hydrophobic chain surfactants had a greater tendency and higher equilibrium constant as compared to shorter hydrophobic chain surfactants and short range, non-electrostatic interactions along with long range electrostatic forces have a significant influence on dye surfactant ion pair formation. Interaction of a food dye, tartrazine, with some cationic conventional and gemini surfactants, tetradecyltrimethylammonium bromide (TTAB), N,N-ditetradecyl-N,N,N,N-tetramethyl-N,N-butanediyl-diammonium dibromide (14,4,14), and N,N-didodecyl-N,N,N,N-tetramethyl-N,N- butanediyl-diammonium dibromide (12,4,12), were first investigated comprehensively by A. Asadzadeh Shahir et al. [26], employing conductometry, tensiometry, and UV-visible spectroscopy. Tartrazine was found to behave in the same manner as aromatic counterions. The formation of ion pairs reflected as a considerable increase of the surfactant efficiency in tensiometry plots and their stoichiometry were determined by Job’s method of continuous variations. For the tartrazine/TTAB system, nonionic DS3, ionic DS2-, and/or DS2 ion pairs, their small premicelles, and tartrazine rich micelles were constituted as well as dye-containing TTAB-rich micelles. Insoluble J-aggregates of DS ion pairs and cylindrical surfactant-rich micelles were also formed in tartrazine/gemini surfactant systems and recognized by transmission electron microscopy. The zeta potential and the size of the aggregates were determined using dynamic light scattering and confirmed the suggested models for the processes happening in each system. Cyclic voltammetry was applied successfully to track all of these species using tartrazine’s own reduction peak current for the first time. Reza Hosseinzadeh et al. [27] investigated the solubilization and interaction of azo-dye light yellow (X6G) at/with cationic surfactants cetyltrimethylammonium bromide (CTAB) and cetylpyridinium chloride (CPC) spectrophotometricaly. The effect of cationic micelles on solubilization of anionic azo dye in aqueous micellar solutions of cationic surfactants was studied at pH 7 and 25 à ¢- ¦C. The binding of dye to micelles implied a bathochromic shift in dye absorption spectra that indicates dye–surfactant interaction. The results showed that the solubility of dye increased with increasing surfactant concentration, as a consequence of the association between the dye and the micelles. The binding constants, Kb, were obtained from experimental absorption spectra. By using pseudo-phase model, the partition coefficients between the bulk water and surfactant micelles, Kx, were calculated. Gibbs energies of binding and distribution of dye between the bulk water and surfactant micelle s were estimated. The results show favorable solubilization of dye in CTAB micelles. The aggregation induced by Alizarin Yellow R (AYR) in the cationic surfactant, cetyltrimethylammonium bromide (CTAB), was investigated by measuring their UV–visible absorption spectra by M. F. Nazar et al. [28]. Conductance measurements as a function of surfactant concentration below and above the critical micelle concentration (CMC) were studied. CTAB aggregation takes place at the concentration far below its normal CMC in the presence of AYR. Both hydrophobic and electrostatic interactions affect the aggregation process in aqueous solution. Different parameters obtained from spectroscopic measurements and conductance data indicate an enhanced solubility of AYR dye in the micellar region. Intramolecular hydrogen bonding within the dye molecule effectively reduces intermolecular attraction, thereby increasing solubility in non-polar solvents (micelles). Medium effects on the position of the long wavelength absorption band of the azo dye characterize it as a pH chromic reporter molecule. A partitioning study of the solubilized system provides useful insight into the process of solubilization that is applicable to the general problem of membrane solubilization properties and in drug delivery to quantify the degree of drug-micelle interaction. The partition coefficient value obtained is important in micellar electro–kinetic capillary chromatography and high pressure liquid chromatography (HPLC) for drug quality control. Thus, interaction with micellar aggregates induces significant pKa shifts of Alizarin Yellow R that can be rationalized in terms of the partitioning of species and electrostatic contribution. Likewise, knowledge of the effects of organic additives on the CMC of surfactants is used both for theoretical and practical purposes because some additives are likely to be present as impurities or byproducts in the manufacturing of surfactants and their presence may cause significant differences in supposedly similar commercial surfactants. Eosin B and eosin Y have been used to estimate micro- and submicrogram quantities of proteins respectively. A.A. Waheed et al. [29] describe the mechanism of eosin binding to proteins. At pH lower than 3.0 the absorbance of unbound dye is greatly reduced. After the dye binds to protein, the absorption maximum of the dye changes from 514 to 530  ± 5 nm. The absorbance and bathochromatic shift in absorption maximum of the protein–dye complex are proportional to the concentration of protein. The pH of the assay solution does not change due to protein. Arginine, histidine, and lysine (at both acidic and neutral pH) and tryptophan (at acidic pH) residues of a protein bind electrostatically to carboxylic and phenolic groups of the dye to produce a stable water-soluble protein–dye complex. The binding constants of eosin B with poly-L-arginine, poly-L-histidine, poly-L-lysine, and poly-L-tryptophan at pH 1.96 are 0.37, 0.32, 0.33 and 0.33 nmol/nmol of amino acid, respectively . The binding constants of eosin B and eosin Y with bovine serum albumin (BSA) at pH 1.96 are essentially the same, i.e., 0.82 nmol/nmol of reactive amino acid of BSA. The binding constant varies with solution pH so that a wide range of protein concentrations can be estimated. The reason for the higher absorbance of protein–eosin Y complex compared to that of protein–eosin B complex is discussed. Javadian et al. [30] studied the interaction of Congo Red (CR) with a series of Alkyl trimethyl ammonium bromide (CnTAB), N-hexadecyl pyridinium bromide (CPB) and N-hexadecyl pyridinium chloride (CPC) using conductometry and UV-Vis spectroscopy technique. Job’s method of continuous variations demonstrated that only DS complexes are formed in the studied mixtures. The formation of DS complexes results in decreasing the systems order so it is an enthalpy-driven reaction under the influence of both hydrophobic and electrostatic interactions. The amount of ion pairs forming through the process is highly dependent on physical conditions and structure of the dyes and the surfactants such as chain length, head group and counterion. By increasing the length in the hydrophobic chain or the charge density of headgroup of a cationic surfactant, the strength of dye-surfactant interaction increases. In addition, the results show that the counter ion has no significant effect on dye-surfact ant interaction. The tendency to form DS complexes decreases with increasing temperature in the range of 298.0-313.0 K. K. Fujio et al. [31] examined the effect of added salt on micelle size, shape, and structure the solubilization of Orange OT in aqueous NaBr solutions of decylpyridinium bromide (DePB), dodecylpyridinium bromide (DPB), tetradecylpyridinium bromide (TPB), and hexadecylpyridinium bromide (CPB). The solubilization powers of DePB and DPB micelles increase with increasing NaBr concentration up to 2.86 and 3.07 mol dm–3, respectively, but above these concentrations remain unaltered. This suggests that spherical micelles of DePB and DPB can have a maximum and constant size at NaBr concentrations higher than these threshold concentrations. On the other hand, the solubilization powers of TPB and CPB micelles increase in the whole range of NaBr concentration studied. The dependencies of the solubilization powers of their micelles on the counterion concentration change at 0.10 and 0.03 mol dm–3 NaBr, respectively, as suggests that TPB and CPB micelles undergo the sphere–rod transition at those concentrations. Orange OT is a more suitable probe for detecting the presence of the maximum- and constant-size spherical micelle than Sudan Red B. The interactions between two anionic dyes and a cationic surfactant were studied by conductometric technique by A. A. Rafati et al. [32]. The conductance of aqueous solutions of methyl orange (MO) and methyl red (MR) was measured in the presence of a cationic surfactant, cetylpyridinium bromide (CPB) at different temperatures in water–ethanol, water–propanol and water–butanol mixed solvents, containing different concentration of alcohols. The equilibrium constants and other thermodynamic functions for the process of dye–surfactant ion pair formation were calculated on the basis of a theoretical model. The results showed that the presence of alcohol, as well as increasing the length of the alcohol chain, decreases the tendency for ion pair formation. The results have shown that an increase in temperature lowers the tendency for ion pair formation as the equilibrium constants decrease with increasing temperature. According to the results, long range as well as short range interactions are responsible for the formation of the ion pair. The importance of long range electrical forces is basically to bring the dye anion and the surfactant cation close enough to enable the action of short range interactions whose contribution represents the major part of the standard free energy change for the formation of the anionic dye–cationic surfactant ion pair. By using the association constant (K1) for the first step of the association [D+S+→(DS) °], the standard free energy change, standard enthalpy change, and standard entropy change of the association were calculated at low surfactant concentrations.

Management Influences on Turnover Intention of Software Developers Essay

Introduction The Information Technology (IT) Age has created many opportunities for employment in the IT and IT services industry.   IT professionals are in demand all over the world.   Organizations worldwide invest money that go not only into salaries but for further training of IT professionals they hire. However, around the world, the demand, supply, selection, recruitment and particularly retention of IT professionals has threatened organizations that use, manage or deal in IT or IT services for the past few years (Parà © and Tremblay 2000; Ermel and Bohl 1997; Morello 1998; Guptill et al. 1999). This is why the departure of an IT professional from a company usually comes with disastrous effects to the organization.   When an IT professional resigns, the organization suffers loss of business process knowledge and acquired technical skills (Dorà © 2004). Since late 1996, the turnover for IT professionals has jumped from 15% to 20% annually, with only 8 of 10 IT positions being filled with qualified candidates (McNee et al. 1998).   With the annual turnover rate estimated at 20% or more (Alexander 1999; Kosseff 1999), job-hopping of IT professionals has been one of the biggest problems among managers and human resources (HR) experts (Parà © and Tremblay 2000). IT professionals seem to have a tendency to change their jobs faster than other employees when they feel dissatisfied with their current employer (Hacker 2003).   The estimated cost of replacing IT professionals range from 1.5 to 2.5 times of their annual salaries for the companies they resigned from (Kosseff 1999).   On the other hand, the cost of losing a qualified IT professional is actually 3 to 6 times more expensive than the cost of losing a manager (Kochanski and Ledford 2001). IT professionals, as also mentioned previously in this study, also tend to change jobs more quickly than other employees when they feel dissatisfied with in their current employment (Hacker 2003).   However, rational models of voluntary turnover cannot be used to explain the high turnover rates for IT professionals (Rouse 2001) since many IT professionals remain dissatisfied with their jobs even though they enjoy high financial rewards yet their creativity and expertise do not receive high respect from their peers, supervisors and companies as a whole (Fisher 2000). Furthermore, another explanation why IT professionals may resign more quickly when dissatisfied with their current employment is that â€Å"much of IT work is project oriented, the technical employee’s loyalty may be more to the project, and not necessarily to the employer† (Hacker, 2003, p. 15). These trends place intense pressure on both IT executives and HR managers.   High IT professional turnover translates to a threat not only to an organization’s IT department but to the business as a whole. Most importantly, high IT turnover poses a threat to the growth, competitive positioning and strength of the global economy (Parà © and Tremblay 2000). A dissertation by Dr. Timothy Lee Dorà © (2004) studied the relationships between job characteristics, job satisfaction and turnover intention among software developers.   These two factors – job characteristics and job satisfaction – are deemed to play crucial roles in understanding turnover intention not only among software developers but IT professionals as a whole. The current study aims to investigate the management influences on employee retention of IT professionals, focusing on job characteristics and job satisfaction, and their impact on turnover and retention.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1.1.1  Ã‚  Ã‚   Scope and Limitations of the Study This research will study the impact of job characteristics and job satisfaction on the turnover intention of IT professionals.   Although this paper intends to replicate some of Dorà ©Ã¢â‚¬â„¢s findings, the study will not be limited to software developers only as this sector only constitutes a small sample of IT professionals as a whole. Specifically, the research study will focus on the turnover intention of IT professionals in___________. In studying the relationships between job characteristics, job satisfaction and turnover intention, this study is limited to the use of the following theoretical models and theories to support its conclusions: For the discussion on job characteristics, the research study will make use of the Job Characteristics Model developed by JR Hackman and GR Oldham (1975/1980) and the analysis on Model Employers by Minda Zetlin (2001). For the discussion on job satisfaction, as well as motivation, the paper will use the Motivator-Hygiene Theory by F. Herzberg (1968/2003) and the Synergistic Model by T.M. Amabile (1997). For the discussion on turnover, the study will use the Voluntary Turnover Model by R.M. Steers and R.T. Mowday (1987); the Rational Turnover Model by P.D. Rouse (2001); the Instinctual or â€Å"Unfolding† Model of Turnover by T.W. Lee, T.R. Mitchell, L. Wise and S. Fireman (1996); and the Conceptual Model for Investigating Turnover in IT, developed by J.B. Thatcher, L.P. Stepna and R.J. Boyle (2002-03) These models will be discussed in detail later in this chapter, as well as in Chapter 2 on Review of Related Literature. Chapter 2 Review of Related Literature This chapter will analyze the various literature which are related to this research paper. It will discuss the works of other analysts and researchers on theories/models that will be used to support this study, as well as pertinent literature on IT professionals’ turnover intentions. The chapter begins with a general discussion on motivational theories, cutlure, and leadership which are all critical factors that affect an employee’s intent to leave. The discussion them dovetails into a more specific presentation of the framework used in the current study. This chapter will also include a definition of terms incorporated into the discussion of related literature. 2.1  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Relationships between Job Characteristics, Job Satisfaction, and Turnover Intention In 2004, Timothy Lee Dorà © submitted a dissertation titled â€Å"The Relationships Between Job Characteristics, Job Satisfaction, and Turnover Intention Among Software Developers†.  Ã‚   According to Dorà ©, the factors leading to the turnover intention of software developers have been poorly understood.   His study was designed to further understand the relationships between job characteristics, job satisfaction, and turnover intention among software developers.   His study involved the use of 326 web surveys that contained questions relating to job characteristics, job satisfaction, turnover intention and demographic information. The results of Dorà ©Ã¢â‚¬â„¢s study showed that several factors can influence turnover intention, most significantly, job characteristics that may be influenced by management, such as training, autonomy, feedback, number of developers, task significance, and skill variety (Dorà © 2004).   In his study, Dorà © made use of two research questions and sixteen hypotheses to understand the job characteristics variables which contribute to the various dimensions of job satisfaction, and which of these job satisfaction dimensions, in turn, contribute to turnover intention. Dorà © made use of indirect effect tests, to determine if certain job characteristics could be linked to turnover intention through the job satisfaction scales he provided.   The results of his study indicated that ten of the indirect effects were statistically significant.   All ten of the statistically significant indirect effects were associated with only three of the seven job satisfaction scales: internal work motivation, general job satisfaction, and satisfaction with pay. The largest indirect effect, according to Dorà ©, was the effect of autonomy on turnover intention through general job satisfaction: higher levels of autonomy lead to lower levels of turnover intention by increasing general job satisfaction.  Ã‚   The next largest indirect effect was the effect of organizational training on turnover intention through general job satisfaction: organizational training decreased turnover intention through an increase in general job satisfaction.   The next three highest indirect effects in Dorà ©Ã¢â‚¬â„¢s findings were also between a job characteristic (feedback, skill, variety, and number of developers) and turnover intention through general job satisfaction (Dorà ©, 2004, p. 130). 2.2  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Measuring Turnover Intentions Among IT Professionals Guy Parà © and Michel Tremblay, in contrast to Dorà ©Ã¢â‚¬â„¢s study, completed a research covering the turnover intention of not just software developers but IT professionals as a whole.   Their study, â€Å"The Measurement and Antecedents of Turnover Intentions among IT Professionals† (2000), submitted to Cirano research center, aimed to present and test an integrated model of turnover intentions that address the unique nature of the IT profession (Parà © and Tremblay, 2000, p. 3).   The authors identified a multidimensional set of HR practices that will most likely increase retention among IT employees.  Ã‚   They emphasized citizenship behaviors as well as two distinct types of organizational commitment as key antecedents of turnover intentions. The study involved the sending of questionnaires to 394 Quebec members of the Canadian Information Processing Society.  Ã‚   The study addressed four research questions: 1) What are the essential HR practices necessary to create an effective plan for retaining IT professionals? 2) What is the impact of compensation and negotiation conditions on the turnover intentions of IT personnel? 3) What is the effect of employee demographic characteristics on the turnover intentions of IT personnel? 4) Do organizational commitment and citizenship behaviors mediate the effects of HR practices, compensation and negotiation conditions as well as demographic characteristics on the turnover intentions of IT personnel? (Parà © and Tremblay, 2000, p. 4) Parà © and Tremblay provide that IT employees who are highly committed to their organization are less likely to leave than those who are relatively uncommitted.   They attach three distinct dimensions to organizational commitment: affective, continuance and normative commitment (Meyer and Allen 1997). 1)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Affective commitment – means an employee’s personal attachment and identification to the organization.   This results in a strong belief in an acceptance of the organization’s goals and values.   â€Å"Employees with a strong affective commitment continue employment with the organization because they want to do so† (Parà © and Tremblay, 2000, p. 5) 2)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Continuance commitment – is a tendency to engage in consistent lines of activity based on the individual’s recognition of the â€Å"costs† associated with discontinuing the activity.  Ã‚   â€Å"Employees whose primary link to the organization is based on continuance commitment remain because they need to do so.† (Parà © and Tremblay, 2000, p. 5) 3)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Normative commitment – provides that employees exhibit behaviors solely because they believe it is the right and moral thing to do. â€Å"Employees with a high level of normative commitment feel that they ought to remain with the organization.† (Parà © and Tremblay, 2000, p. 5) In their findings, Parà © and Tremblay provide that affective commitment and continuance commitment are negatively related to turnover intentions (Parà © and Tremblay, 2000, p. 6).   In addition to these two distinct types of commitment affecting turnover intention, their studies also points to the factor they call Organizational Citizenship Behavior or OCB. OCB is considered as a key element in organizational effectiveness.   OCB is defined as â€Å"an employee’s willingness to go above and beyond the prescribed roles which they have been assigned† (Parà © and Tremblay, 2000, p. 6, quoting from Organ 1990). Based on Parà © and Tremblay’s findings, the stronger the citizenship behavior of an IT employee, the more likely they are to stay in their company.   The IT professional’s affective commitment, or attachment to his or her organization, also decreases turnover intention. 2.3  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Job Characteristics Model Hackman and Oldham’s Job Characteristics Model, as earlier introduced in Chapter 1 of this research study, predicts what aspects of jobs reflect the level of job enrichment for employees, and how these relate to employees’ individual differences and to the work outcomes required. The model includes five core job characteristics that can be applied to any job: skill variety, task identity, task significance, task autonomy and feedback. Skill variety is defined as â€Å"the number of different skills required in the job† (Hackman and Oldham 1980; Pilon 1998). Task identity means â€Å"the completeness of the tasks done in the job† (Hackman and Oldham 1980; Pilon 1998). Task significance on the other hand is defined as â€Å"the importance of the job to the served population.† (Mohamed 2004). Autonomy means â€Å"the vertical expansion of responsibility, the amount of decision-making and independence allowed for employees.† (Mohamed 2004). And lastly, feedback means â€Å"the extent that the job itself provides information about employees’ performance† (Huber 2000). These characteristics – skill variety, task identity, task significance, autonomy, and feedback – are combined into a single predictive index which is called the Motivating Potential Score (Hackman and Oldham 1980). Figure 1. Job Characteristics Model Source: A.H. Mohamed (2004)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The five core job characteristics enumerated in the previous paragraph are in continuous interaction with individual differences that evoke three critical psychological states in an employee.   These three states are: 1) when the job is structured by skill variety, task identity and task significance this could lead employees to experience meaningfulness in their work. 2) The second state, task autonomy, which leads to feelings of responsibility for the outcomes of work. 3) The third and last state is feedback, which leads employees towards knowledge of the results of their work (Douthit 2000; Huber 2000).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These three critical psychological states lead to a set of affective and personal outcomes:   high internal work motivation, high growth satisfaction, high general satisfaction, high work effectiveness, and low rate of absenteeism (Mohamed 2004; Donovan and Radosevich 1998).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These affective and personal outcomes are the results of en employee’s job characteristics.   They are defined as follows: High internal work motivation – this is the degree to which an employee is willing to work and to consider the organizational objectives as part of his or her own goals (Mohamed 2004). High growth satisfaction – this is the achievement of the employee in overcoming challenges, succeeding and growing (Steers and Black 1994) High general satisfaction – this the feeling derived from the overall satisfaction with the work itself. â€Å"This type of satisfaction is reflected mainly in decreased rates of absenteeism among employees† (Steers and Black 1994; Omachonu et al 1999). High work effectiveness – this refers to both the quality and quantity aspects of work performance (Hackman and Oldham 1980). Low rate of absenteeism. The Job Characteristics Model, also includes three attributes that are identified as Moderators: knowledge and skills, context job satisfaction, and employee growth-need strength.   These attributes indicate which employee will respond positively to the Motivating Potential Score of their job and its outcomes (Hackman and Oldham 1980). An employee’s knowledge and skills are dependent on their educational qualifications which in turn will reflect their perceptions toward their work outcomes (Sabiston and Laschinger 1995).   On the other hand, an employee’s perception of his or her context job satisfaction involves factors like pay, supervision, colleagues, and job security.   All these affect the employee’s outcomes as well (Mohamed 2004).  Ã‚   Lastly, growth-need strength is the degree in which an employee seeks opportunities in his or her job for self-direction, learning and personal accomplishment.   These elements in turn affect the employee’s level of work internal motivation (Mohamed 2004). An example of a study which made effective use of Hackman and Oldham’s Job Characteristics Model is the one conducted by A.H. Mohamed (2004) called â€Å"Using the job characteristics model to compare patient care assignment methods of nurses† for the Faculty of Nursing, University of Alexandria in Egypt.  Ã‚   The population used were the nurses in the Alexandria Main University Hospital.   Mohamed made use of a Job Diagnostic Survey (also developed by Hackman and Oldham) to determine nurses’ perceptions towards the components of the Job Characteristics Model in relation to their performance in utilizing the case and functional methods of patient care assignment (Mohamed 2004). In his study, Mohamed concludes that the jobs of intensive care unit nurses result in different expectations based also on the different categories of nurses, based on skills and challenges inherent in the work they perform (Mohamed 2004). Generally speaking thus, studies like Mohamed shows that an employee’s personal and affective outcomes are a result of the employee’s job characteristics. 2.4  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Model Employers However, management also plays a crucial role in the retention and conversely turnover of IT professionals.  Ã‚   Since IT professionals still enjoy a wide selection of employers to choose from, employers constantly compete to attract the best IT professionals by becoming â€Å"model employers†.   In her 2001 article for Computer World, called â€Å"Model employers†, Minda Zetlin outlines the strategies that make certain companies â€Å"model employers†. By compiling its eight annual list of 100 Best Places to Work in IT, Computer World roughly sums up the model employers as offering not just top compensation, but also â€Å"opportunities for career growth, investment in training, diversity in the work place, work flexibility, and, ideally, a comfortable and fun place to spend their daytime hours† (Zetlin 2001).   Zetlin in her article outlines three common themes behind the success of these model IT employers: IT is central to the best employers’ success According to Zetlin, excellence in IT is a top corporate strategy.  Ã‚   Prioritizing IT should not be limited to companies that strictly provide IT or IT services.   Companies such as Avon, for instance, which ranks 4th in Computer World’s list of 100 best employers, may be perceived to operate on a relationship-based environment.  Ã‚   Yet to process its more than 60 million custom orders every year, the company relies heavily on IT to process its complex supply chain.   The fact that is it is actually a very transactional business, dependent on technology, makes IT one of its priorities (Zetlin 2001). Management takes an active interest in employers’ careers from the day they arrive This includes having development plan for employees as soon as they join the organization.   Employees meet with their managers on a periodic basis for a formal review to assess their development plan and to evaluate its progress.  Ã‚   Orientation programs at the start of the employment are also part of this strategy.   Apart from orientation, Harley-Davidson, Inc. (ranked as No. 11) also provides for a yearly self-assessment for its employees against the established competencies for their jobs, with their supervisors doing the same (Zetlin 2001).   Such focus on career development per employee makes the employee feel that management takes an active interest in aligning its objectives with the employee’s personal goals. Model employers also provide for continuous interest on their employees’ careers throughout their employment with the company.   Knowledge mentoring programs and career mentoring programs, used by the State Farm Mutual Automobile Insurance Co. (ranked No. 13), for instance, allow employees to learn more skills and career guidance from their more experience colleagues, and help management to identify employees to fill leaderships positions in the short and long term (Zetlin 2001).   State Farm’s mentoring program is in fact so successful that it has extended the program to employees who haven’t even arrived yet – such as assigning mentors to college students who plan to join State Farm after they graduate. There are no walls between business and IT Unlike other organizations, model employers ensure that IT people and business people work side by side.   There is no division or competition.  Ã‚   IT professionals are given a better understanding that what they do helps the business succeed.   This understanding leads to career satisfaction for IT professionals.   Technology people know exactly how they contribute to the revenues of their business and how important they are in the business plan.   One advantage here is that a close relationship between IT and business allows people to switch between the two fields (Zetlin 2001).   Another strategies such as cross-functional work teams gives career development not just to IT professionals but to business people in the organization as well.  Ã‚   There are continuously different career tracks available.   An IT professional may opt to advance by taking on management roles within technology, or they may shift to business management positions (Zetlin 2001). 2.5  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Voluntary Intention Model   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   R.M. Steers and R.T. Mowday, in their study â€Å"Employee turnover and post-decision accommodation processes† (1981) analyzed turnover as rooted in voluntary intention.   Steers and Mowday viewed the interaction of intention to leave, and alternative job opportunities (ease of movement) as direct antecedents to turnover (Steers and Mowday 1981; Rouse 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As earlier discussed in Chapter 1 of this study, the direction of the process in Steers’ and Mowday’s Voluntary Intention Model starts with Job Expectations, then Affective Responses, then Turnover Intention, then finally,   Actual Turnover (see Section 1.2.1.1 of this paper).   However, these four elements were actually grouped together by Steers and Mowday under three steps. As can be seen in the Figure 3: Each step in Figure 3 contains two constructs.   The second construct (Job Attitudes) of Step 1 becomes the first construct of Step 2.   The second construct (Intent To Leave) of Step 2 becomes the first construct of Step 3. Step 1 of the Voluntary Intention Model involves the manner in which job expectations influence an employee’s attitudes regarding his or her job.   Attitudes are composed of job satisfaction, organizational commitment, and job involvement.   Job expectations in turn are influenced by three stimuli. The first stimuli focuses on individual characteristics such as occupation, age, tenure, family concerns, and personality form (Steers and Mowday 1981; Rouse 2001). The second stimuli involves information obtained during the recruitment process and at various assessments points throughout the employee’s career (Steers and Mowday 1981; Rouse 2001). For instance, studies have shown that job expectation levels are often high when the employee first accepts a new job (Porter and Steers 1973). At these particular periods, expectations are developed from both the employee and employer’s ends. In other words, a sort of unwritten social contract is deemed to be adopted by the two parties (Prouse 2001). Lastly, the third stimuli affecting job expectations are alternative job opportunities.   Studies have shown that the more alternatives there are confronting an employee, then the more negative the employee’s attitudes becomes concerning his or her current job (Pfeffer and Lawler 1979). Step 2 in the Voluntary Intention Model involves the Affective Responses that are elicited from Step 1.   These responses include the construct of job satisfaction, and how those responses influence the employee’s desire to leave the organization.   Factors that affect the employee’s decision to leave include non-work factors such as family, hobbies, religion and political influences (Cohen 1995). Steers and Mowday also identified the potential of employees to alter their actual job, in terms of pay, working hours, environment, etc., and thus change their attitudes regarding their jobs (Prouse 2001). Chapter 3 Methodology The aim of the research is to examine the relationships between job characteristic, job satisfaction and turnover intention among IT professionals in ______________.   The proposition is that job satisfaction and job characteristics as management influences have indirect impact to the levels of turnover intention among IT professionals.   The literature review indicates that there are different factors affecting IT professionals’ turnover intention.   This research is going to study the turnover intention of IT professionals in _____________. 3.1  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Research Questions The study will answer the following two research questions: Which job characteristic variable(s) causes the job satisfaction among IT professionals in ____________? What job satisfaction variable(s) cause the turnover intention among IT professionals in ____________?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In answering these two primary questions, the thesis will make use of the following framework:    Hypotheses Research Question 1   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"Which job characteristic variable(s) causes the job satisfaction among IT professionals in _______________?†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first research question will analyze the standardized effect of job characteristics to job satisfiers.  Ã‚   The null hypotheses tested were: Job Characteristics à   Job Satisfactions H1: The level of IT training does not affect the various measures of job satisfaction. H2: The level of user contact does not affect the various measures of job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H3: The job-required skills do not affect the various measures of job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H4: The level of task significance does not affect job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H5: The amount of workload does not affect job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H6: The amount of feedback does not affect job satisfaction. Research Question 2   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"What job satisfaction variable(s) cause the turnover intention among IT professionals in ________________?†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first research question will analyze the standardized effect of the job satisfaction scales to turnover intention.  Ã‚   The null hypotheses tested were:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Job Satisfactions à   Turnover Intention   Ã‚  Ã‚  Ã‚  Ã‚   H7: The level of internal work motivation does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H8: The level of job security satisfaction does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H9: The level of social job satisfaction does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H10: The level of job growth satisfaction does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H11: The level of satisfaction with pay does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H12: The level of satisfaction with supervision does not affect turnover intention. Research Procedures   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   3.3.1  Ã‚  Ã‚   Data Collection   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Research is a process of studying and analyzing situational factors of a specific problem or issue in order to determine solutions of it (Cavana, Delahaye and Sekaran 2001). According to Cavana, Delahaye and Sekaran (2001), there are three research paradigms: positivist, interpretivist and critical research.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As the research hypotheses of this study try to explore the relationships between job characteristic, job satisfaction and turnover intention among the IT professionals in __________________, the positivist approach will be adopted and it will provide the framework upon which the methodology of this study can be used.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In this study, the research problem requires primary data to specifically address the twelve hypotheses. An Internet questionnaire will be used as it is the most effective and appropriate data collection method. â€Å"Questionnaire† is defined as a â€Å"pre-formulated written set of questions to which respondents recorded their answers within closely defined alternatives† (Cavana, Delahaye and Sekaran, 2001). A well-designed questionnaire provides accurate and useable data for analysis in order to make a conclusion of accepting / rejecting a research hypothesis.  Ã‚   A copy of the questionnaire to be used is attached as Appendix A of this study.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   After gathering the data from questionnaires, the analysis of the data (including frequency distribution, correlation analysis and regression analysis) will be performed by a quantitative data analysis tool called SPSS (Statistical Package for the Social Sciences). SPSS predictive analytics advances in usability and data access, drawing reliable conclusions from the collected quantitative data (SPSS, Inc. 2002). In depth quantitative analysis of the data will be undertaken. Frequency Distribution, Correlation Analysis, and Regression Analysis will be used to analyze the collected data.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The population of this research is the _________ professionals in the country. The research is expected to have a 10% response rate (i.e. ____ questionnaires).   A reminder email will be sent to the students to ensure reaching the planned response rate. Participants are not inconvenienced or exposed unnecessarily to potential harm by recruiting more than is required. The research conducted by Dorà © in 2004 (which this paper intends to compare itself to) only received 326 responses which is less than 0.1% of the population.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   An invitation email   will be sent to the administration managers of the participating institutions. Then the manager will forward the invitation email to all qualified IT professionals and invite them to fill in the Internet anonymous questionnaire within 10 business days. A reminder email will be sent by the manager on the 6th business day. The invitation email only contains a consent form   and a URL to the Internet anonymous questionnaire. Participation is entirely voluntary. The participant can withdraw at any time and there will be no disadvantage if the participant decides not to complete the survey.   At no time will any individual be identified in any reports resulting from this study. A copy of the consent form is attached with this application. Variables   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The variables which will used in this study can be categorized into two categories: job characteristics and job satisfaction.   The factors within each category are discussed as follows:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The following job characteristics for IT professionals were selected for this study, based also on previous usage in similar studies as indicated in the literature review: IT Training User Contact Job-required Skills Task Significance Workload Feedback   Ã‚  Ã‚  Ã‚  Ã‚   On the other hand, the job satisfaction scales include the following: Internal Work Motivation Job Security Satisfaction Social Job Satisfaction Job Growth Satisfaction Satisfaction with Pay Satisfaction with Supervision Data Analysis   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The study will make use of descriptive and inferential analysis were used throughout the study.  Ã‚   Descriptive statistics (percentages, means, standard deviations, frequencies, and item means) were computed using the SPSS (SPSS, Inc., 2002).   This general-purpose analysis program will be used to characterize the sample in terms of demographic characteristics pertaining to gender, income, education, age, years as an IT professional, years in the current organization, and years in the current position.   SPSS will likewise used to analyze the correlation among job characteristics, the correlation between job satisfaction scales, the correlation between job satisfaction and job characteristics, and the correlation between job characteristics, job satisfaction, and turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The primary inferential technique that will be used is bivariate correlation.   SPSS will   also be used to analyze the regression analysis for the data.   A 0.01 level of significance was adopted for testing significance.   The standardized effects of all the job characteristics for each job satisfier will also be computed.   The same method will be used to analyze the standardized effect of all the job satisfaction scales to turnover intention.   From these standardized effect analyses, the prediction of turnover intention by job satisfaction scales will be computed.    The job satisfaction scales which had a 0.60 level were considered significant to turnover intention.   The reliability coefficients ranging between 0.60 and 0.70 are deemed adequate for research purposes (Aiken, 2000, p.88).   For purposes of this study, the job satisfiers and job characteristics which have indirect effects of 0.60 above significance to turnover intention will be used.   The standardized effect of the significant job characteristic will be multiplied to the standardized effect of the particular job satisfier.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Each of the twelve hypotheses of this study will be tested in essentially six multiple regression analyses – one for each job satisfier as the constant, independent variable and its relation to each dependent variable represented by the job characteristics.   Otherwise stated, each job satisfier will represent a criterion variable and the six job characteristics will be considered predictors in each of the six regression analyses. 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