Exam 1 Study Guide – Marketing 360

Chapter 1 Overview of trade * Inertia to Passion * * 80/20 Rule * 80% of get aheads come from 20% of consumers * Economies of Scale * The to a greater extent you postulate of close tothing, the little it costs per unit * i. e. Microsoft Office 2014 * Wholesale Costco * Understand merchandiseplaceing potpourri (4 Ps)/From node Perspective 4 Cs * merchandiseing cock A combination of the w atomic enactment 18 itself, the equipment casualty of the reaping, the place where it is made available, and the activities that chime in it to consumers that constructs a desired response among a set f predefined consumers * Marketing Mix consists ofMarketer Consumer Product guest Solution Price Customer Cost Promotion Communication Place Convenience * Exchange * Pg. 12 Occurs when a person gives nighthing and gets something else in return. The buyer receives an object, service, or idea that satisfies a aim, and the market placeer receives something he or she feels is of equ ivalent think of * Trade specie * Trade services * Trade behaviors * Exchange apprise * Criteria for a Market A grocery store consists of every last(predicate) the consumers who percent a common take that quite a little be satisfied by a specific harvest-tide and who set to the highest degree the resources, bequeathingness, and authority to make up a purchase * Utility Time, Place, Possession, turn, selective selective information * Utility The theatrical rolefulness or benefit consumers receive from a crossroad * Time Utility Storing products until they argon needed * Place Utility reservation products available where customers want them * Possession Utility Allowing the consumer to won, use, and enjoy the product * Form Utility Transforming raw materials into finished products * What is note value?Comp geniusnts of Value * Value Benefits a customer receives from buying a good or service * Value from the customers perspective Price and benefits * Value from the swopers perspective Is the exchange profitable to them, has it made capital * Build Value Goal is to satisfy customer over and over again so that they can build a long-term relationship rather than scarcely having a one night stand * Customers move over value steadfastlys select that it can be very costly in terms of two money and human effort to do whatever it takes to relieve some customers loyal to the company.Samsung Distri andion ChannelVery often these actions pay off, but thither be cases in which keeping a customer is a losing proposition * life sentence value of a customer How untold profit they expect to make from a especial(a) customer * Provide value through free-enterprise(a) advantage typical competency- a firms capability that is ace to that of its contestation * Value from purchase orders perspective * Customer gaiety Model * Customer Equity * Combined customer life period value of all customers Firing Customers * Sustainable matched prefer * Co mpetitive Advantage Ability of firm to outperform competition, providing customers with benefit competition cant * nominate distinctive competency (firms capability supreme to competition) * Turn distinctive competency into antitheticial benefit (important to customers) * Sustainable Competitive Advantage * Distinctive Competencies Differential Benefits * The Value Proposition * Philosophies (eras) Societal Marketing Orientation (New Era) ternion Bottom Line * Emphasis on satisfying broader needs of community (employees, stockholders, etcetera ) This is like market orientation by there is a little something more * Being concerned with social issues doing things better for society and being genuinely concerned * Building long-term relationships * Also referred to as the triple bottom eminence * surroundingsal, social and financial bottom line * Building long-term relationships, not yet satisfying a one time need * i. . McDonalds * Ronald McDonald House * Using paper hamburg er cases vs. * If the bottoms (financial, social, environmental) bring forth the norm, it becomes the market orientation * Marketing (customer) Orientation * A company that practices the marketing concept. Determining and then satisfying consumer needs and wants at a profit * interchange Orientation * Getting the product out the door reducing inventories.Product supply is greater than demand * Getting excess products out the door, the decisions you make will reflect on what orientation you will use * unrivalled time purchases, do not establish relationship with the customer * contender Orientation * Focus is on competitor intelligence. Learning and reacting to what the competition is doing * i. e. littlees Wherever there was a Home Depot, they would place a Lowes * Product Orientation * Emphasis is on making the product better, turnout efficiencies.Best when demand surpasses supply * How is this different from a marketing orientation? not asking what the customers want, ma king what they want. (Its going to be cool and youre going to want it) Chapter 2 Strategic Planning * Mission, Marketing shortsightedness * Mission statement describes organizations overall purpose * How should we better firms capabilities? * What products and benefits can we create for customers? * What business argon we in? * What customers should we serve? Avoid marketing Myopia Having a really concentrate mission statement, or being short sided * donkeywork ANALYSIS appraisal of Organizations cozy and external environment SWOT Analysis, SWOT interactions * * External environs Identify opportunities and threats to firm from consumers, competitors, deliverance, etc. Internal Environment Identify strengths and weaknesses in firms employees, technologies, facilities, finances, etc. Leverage Strengths + Opportunities * Vulnerability Strengths + Threats * Constraint Weaknesses + Opportunities * conundrum Weaknesses + Threats * Portfolio Analysis Portfolio Analysis a managem ent tools for evaluating a firms business mix and assessing the potential of its SBUs * Individual units indoors a company Nike Swimming within Nike * SBUs (Strategic Business Units) Individual units within a firm, each having its induce mission, objectives, resources, managers and competitors * BCG hyaloplasm Star, Dog, Question Mark, Cash overawe * Boston Consulting Group (BCG) Growth Matrix Analyzes the potential of products to generate cash for a firm. Tells managers which products they should grow * i. . Different Products Owned by Larger regular * Strategies for Each Portfolio * Business Portfolio Stars * High exertion growth * High congress market sh ar * Consider potential to stay esthesis * Requires much investment * Generates relatively high revenues * Cash Cows * Low industry growth * High relative market share * They are not spending a lot of money to communicate with consumers, they are just bringing in business * Economies of scale and high profit margins * R equires less(prenominal) investment * Generates relatively high revenues Helps you support oppositewise businesses and launch other business/ventures * Question Marks * High industry growth * Low relative market share * Consider potential to be star * Requires too much investment * Generates relatively low revenues * i. e. Samsung Galaxy how to trend it over to get more money? * Spending more money with less or a market share in semblance to other products * Dogs * Low industry growth * Low relative market share * Generates little profits * Fish or cut come-on * Either get rid of it or reinvent it determine a new use for it.Find a stylus that it has never been apply in the beginning * **Exam Question** Selling crude boards, more people are cooking at home, market for cutting boards (market growth rate) is high. Company makes bamboo cutting boards, has 10% market share * Relative to competition * Product-Market Growth Matrix * Marketers use the product-market growth matrix to analyze different growth strategies pg. 52 (the left of the table would read MARKET focus with New Markets on the bottom left and Existing Markets on the top left) PRODUCT EMPHASIS Existing Products New ProductsMarket keenness StrategySeek to increase sales of brisk products to existing markets Product Development StrategyCreate growth by change new products in existing markets Market Development StrategyIntroduce existing products to new markets Diversification StrategyEmpha surface twain new products and new markets to achieve growth * Strategic Alternatives Market perceptivity Market Development Product Development Diversification * Market Penetration Growth strategies designed to increase sales of existing products to current customers, nonusers, and users of combative brands in served markets * Market Development Introduce existing products to new markets (geographic area, or it may imagine reaching new customer segments within an existing geographic area) * Produc t Development Strategies Create growth by mete outing new products in existing markets.May mean value extending the firms product line by developing new variations of the item, or it may mean altering or improving the product to provide enhanced consummation * Diversification Strategies Emphasize both new products and new markets to achieve growth. Chapter 3 Marketing Environment * Economic Environment * Marketers must understand parsimony and business cycle * Level of Economic Environment LDC, Developing dry land, positive Country * Level of economic environment the broader economic picture of a country * Deciding whether or not a country will be a good prospect * LDC Least Developed Country A country at the lowest stage of economic festering * In most cases, its economic base is agri grow * Africa and South Asia * tired living is low and so are literacy levels * Developing Country When an economy shifts its emphasis from agri acculturation to industry, standards of living, education, and the use of applied science rise * The future market for consumer goods like skin care products and mobile phones * Developed Country * Boasts sophisticate marketing systems, strong private enterprise, and bountiful market potential for numerous goods and services * Economically advanced and they offer a wide rand of opportunities for exotic marketers * Competitive Environment Marketers must know what competitors are doing (Competitive Intelligence) * Micro vs. macro instruction aspiration * Macro Overall industry, big picture Monopoly one seller controls market, some companies sued for owning a monopoly * Oligopoly elfin number of sellers, each with large share of market, i. e. cars * Monopolistic Competition (we often see this as consumers) Many different sellers each offering a different benefit and each having a gloomy share of market, i. e. soaps * Perfect Competition Many small firms all offering similar products, no influence (rare) * Micro enviro nmental competition Competition for $s with products in the comparable class, what product alternatives will consumers get * Competes on 3 levels * For discretionary income how are people spending disposable income * Product competition different products meeting the same need, i. e. ravel * trade name competition same product trying to meet the same need, i. e. treadmills * Competitive Market Structures Perfect Competition, Monopolistic Competition, Oligopoly, Monopoly * See Competitive Environment * Levels of Competition Brand (Direct), Product, Total Market Competition (Discretionary Income) * See Competitive Environment * Technological Environment how does this change industry? * understanding the impact of technology on all aspects of the business * Distribution * Inventory Control * Communication, etc. * Political/Legal Environment/ federal Legislation ( kneads) * Legislation that influences business. shoot sure people compete fairly. Sherman Antitrust Act (1890) int ended to pass by monopolies by prohibiting price arrested ontogeny or predatory pricing * upended price fixation When a manufacturer tells a retailer to sell at a fixed price * Vertical price fixing overturned by supreme court 2007 * Horizontal price fixing When companies get together at the same level and agree to sell a product at the same price (Illegal) * Predatory price fixing setting prices low to drive others out of business (Illegal) * Clayton Act (1914) Prohibits tying contacts, take one product must take others * Nike trespass of this act, LeBron shoes Florida sued Nike for not delivering the shoes on time for withholding * Federal Trade Commission Act (1914) * Created the Federal Trade Commission to reminder unfair practices * Sociocultural Environment * Refers to the characteristics of the society, the people who live in that society, and the culture that reflects the values and beliefs of the society * Whether at home or in spherical markets, marketers need t o understand and adapt to their customs, characteristics and practices * Ethnocentrism The belief that ones own norms and the products made in ones country are superior * Bias occurs because we tend to use our own cultural frame of adduce to judge other people * Ethnography interrogationer lives with people they are studying * Demographics * Statistics that exclusively tone observable aspects of a population * Population size * Age * Gender * Ethnic Group * Income * Education * Occupation * Family structure * Social Norms * Specific rules dictating what is right or wrong, acceptable or unimaginable * What ways to dress, how to speak, what to eat and how to behave * Cultural Values * Deeply held beliefs almost right and wrong ways to live, that it imparts to its elements * Talking about sex activity in public * Product Standardization vs. Localization Advocates of standardization vie that the human being has become so small that basic needs and wants are the same everywher e * A focus on the similarities among cultures is certainly openhearted * Realize large economies of scale because it could spread the costs of product development and promotional materials over many markets * Consistent exposure also helps create a global brand because it forges a strong, unified image all over the world * Advocates for localization feel that the world is not that small you need to tailor products and promotional essences to local environments * Marketers feel that each culture is unique, with a distinctive set of behavioral and personality characteristics Chapter 4 Market Information/ explore * Steps in Conducting Market Research (this green goddess will answer almost every bullet in this section, so just read over this one its in detail) 1.Define the Research Problem a. Specify the research objectives i. Symptom or task? ii. Selling the wine for too much money symptom problem is the guinea pig of cap What is the true issue? b. Identify your population of i nterest iii. facial gesture at surrounding environment iv. Whats happening in the environment, is it a symptom or a problem? 2. Determining Research fancy c. Research Design Specifies what information will be befooled and what graphic symbol of study will be done d. Must determine if we are percolateing prime or secondary info v. principal(a) We collect information ourselves 1. Finding exactly what you want vi. Secondary roughlyone else collects the information . Quality may be cheaper, but not as small 3. Often outdated e. Determining Specific Information Needs vii. Primary information selective information specifically collected and organized for a grumpy marketing information need. Original viii. Secondary information information self-collected for some purpose other than the current marketing information need (i. e. f. Primary Data 3 types ix. Exploratory (problem identification) 4. Qualitative technique used to generate insights for future, more rigorous studies a. Interviews (1 on 1) b. Focus Groups (8-10) c. Ethnographies (researcher lives with people they are studying) d.Projective techniques (take yourself and project yourself into the situation based on information given) i. i. e. Folgers instant coffee berry passeled women ii. If you were making instant coffee you were short-changing your husbands iii. Benefits and features x. Descriptive (problem solving) 5. Quantitative technique that probes more systematically and with more respondents e. How to quantify a qualitative entropy use a scale 6. Think frequencies f. Identifying numbers (how many people flip by the mall on campus) 7. Helps detect attitudes of consumers that buy the products g. Satisfaction survey xi. Casual (problem solving) 8.Quantitative techniques that attempt to understand the cause-and-effect relationships h. Test hypotheses i. self-employed person variable manipulation j. Dependent variable measureable outcome 9. Experiments lab 10. Field Studies real wor ld 11. Causal Research Example k. I work for Nestle and I remember that chocolate country of origin has an impact on enjoyment with the chocolate iv. Dependent = satisfaction v. autonomous = country of origin vi. Independent variable with 5 choices (USA, Mexico, screwada, etc) 1. The more conditions you add, the more subjects you need to have vii. allows add an additional IV nuts or no nuts 2.Country of origin (5 choices) x Nuts (2 choices) = 10 conditions 12. You can have as many IVs as you want, but this increases the number of subjects you need 13. To determine causality you look to see if there is a difference Exploratory Problem-Solving Purpose Investigation Actionable information Research Problem Not well defined Specific Type of data Qualitative Quantitative Sample Small Large 3. Primary Data Collection Methods g. Communication, surveys xii. Mail questionnaires xiii. Telephone interviews xiv. Face-to-face interviews xv. Online questionnaires h. Observation xvi. Persona l 14. Stores utilize researchers to watch people xvii. Mechanical 15.Device that tracks behaviors (black strip that measures how many cars pass a street) * Different Research read Designs * A plan that specifies what information marketers will collect and what type of study they will do * cross-sectional design A type of descriptive technique that involves the systematic parade of quantitative information * Longitudinal Design A technique that tracks the responses of the same sample of respondents over time * Types of Data Qualitative, Primary, Secondary * Primary We collect data ourselves * Finding exactly what you want * Secondary Someone else collects the data * Quality may be cheaper, but not as hairsplitting Often outdated * Qualitative You cannot determine a number on it i. e. are you happy? Yes or no * Quantitative You can put a value/scale number on it * Validity and dependability * Validity The extent to which research actually measures what it was intended to measu re * dependability The extent to which research measurement techniques are free of errors * Construct did we measure what we intended to measure? * Internal can you identify the true causal relationship (most important) * External generalizability does this hold true for my population of interest? * try * The process of selecting respondents for a study Probability sample Each member of the population has some known chance of being included * Nonprobability sample The use of personal judgment to select respondents (some cases, they just ask whoever they can find, some members of the population may not be included at all) * Convenience Sample Nonprobability sample composed of individuals who just happen to be available when and where data is being collected * Independent/Dependent Variables * Independent manipulation * Dependent measureable outcome * Advantages/Disadvantages of Primary Data Collection Techniques * Advantages of primary data collecting * Original * Gathering in formation for a particular need * Disadvantages of primary data collecting * Expensive * Advantages of secondary data collecting * Cheaper, saves time * Disadvantages of secondary data collecting * Outdated * Data Mining Process in which analysts sift through data to identify unique patterns of behavior among different customer groups * Data mining has 4 primary applications for marketers 1. Customer Acquisition Many firms include demographic and other information about customers in their database 2. Customer Retention and Loyalty Firm identifies big-spending customers and then targets them for special offers and inducements other customers wont receive 3. Customer Abandonment A firm wants customers to take their business elsewhere because religious service them actually costs the firm too much 4. Market hoop Analysis Develop focused promotion strategies based on the records of which customers have bought certain products * Data Collection in Other Countries and Cultures Market co nditions and consumer preferences transfer worldwide and there are major differences in the sophistication of market research operations and the amount of data available to global marketers * Some countries may not have phones, literacy levels may affect mail surveys * Understanding local customs and cultural differences can affect the responses * Solve this problem by including local researchers in decisions about the design * Language To outstrip language barriers, researchers use the process of back-translation the process of translating material to a foreign language and then back to the original language Additional Topics * stealing Marketing * When youre being marketed to, and you dont realize youre being marketed to * i. e.Camera phones Nokia, having employees ask people to take pictures with their camera phones (w/o ledger entry a campaign) * Guerilla Marketing * Doing something in a non-conventional, unique way * i. e. shooting someone from behind a tree * First time using QR codes * Buzz vs. Hype * Whats the difference? Guerilla marketing is all about creating buzz (goal is to get people to talk about us) * Buzz people talking about it * As a consumer, we believe buzz over hype * Hype comes from the company * i. e. television mercantile * Hulls drive theory * As humans, we are pumped-up(a) to know what we need which drives us * Homeostasis -> equilibrium * i. e. shivering when youre unheated Study in 70s (rise of mini theories) claim there are many contributors to consumers * Darwins biological determinism * What reminds us * Cowbird lays eggs in another species nest * When that egg hatches, it automatically knows the cowbird song * BORN with what motivates us * Cannibalization * When a new product takes sales away from original (existing) product * i. e. Apple 4S to 5, or Coca cola to diet coke * Can be good and can be bad, depending on the situation * When you bring out a new product and it isnt good It can motivate people to move aw ay from the brand as a whole * Negative- having to sell whats in inventory * Traditional vs. non-traditional media types * Traditional vs.Nontraditional * imperceptible messaging * Self-help cassette tapes * Lose weight label people got the stop dope message * Stop smoking people got the lose weight message * Placebo * All of the Knuffs Knuggets * Syphilis study KNUGGET * Testing the spread of lues venerea across the spread of African Americans * Infected some people with syphilis, some were given treatment, some were told they would be given treatment but werent * Unethical, U. S. Government backed this study and eventually was sued for millions by families * Milgrim Shock Study * Why we have the IRB * Institutional Review Boards * QR Codes Measures the effectiveness of the ad * Allows a large amount of information to be displayed in a small space * Part of technological environment * Internal stiffness is necessary, but not sufficient for establishing external validity *KN UGGET * We have to have internal validity, otherwise its garbage * Just because we have internal validity, does not mean we can generalize or say that we have external validity * Heiders Balance Theory is one explanation * Suggests that we need to keep triangle in balance * or NIKE GOLF TIGER woodwind YOU All positives around the outsides, or two negatives and one positive

How to Be a Chef Essay

corporate/KinestheticMy showtime in sortigence was Bodily/ Kinesthetic. Im very athletic and I get by to look sports a lot. I play basketball subsequently school on Tuesday, Thursday, and Friday at my local community center. I even play basketball outside when I have spare time on my hands. I play a lot of 2K13 on my PS3 and my favourite team in the NBA is Oklahoma City Thunders because they have good players give care Russell Westbrook, Kevin Durant and Serge Ibaka. I narrow better by shooting at certain spots on the court and practicing my lay ups. I play rugby for the Newman Knights. I started in grade 9 and I get laid to go to practice. When I scored my first sweat in rugby, it felt all my hard work and closing paid off.InterpersonalMy second intelligence is Interpersonal. I have many a(prenominal) friends from my old elementary school and I also made newfound friends when I came to Newman. I socialize with many battalion at Newman having laughs, tears of joy and incessantly joking around a lot. I always go out with my closest friends to malls like STC or Eatons Center, after(prenominal) hanging out at my school or in my domicile to play PS3 and to other batchs house. I keep in touch with my friends on Twitter and texting them on my phone. I have drama texting people it keeps me occupied and keeps my friends close to me no matter where I am. I also enjoy having group work with people, its easier to work with people because I dont like working by myself. optic/SpatialMy third intelligence is Visual/Spatial. I like to portray and do art when Im bored. I like to drop dead Pokmon when I was a kid and I still do Pokmon drawings sometimes. I dont like reading novels exclusively I love to read manga and its Japanese base where you read it left to right. I love these types of books because I like to see the manga panels instead of reading books without pictures. I require better when they show me a drawing, a demonstration, or an activity b ecause I sometimes dont understand when teachers explain without a visual representation. Such as in science, history and math.Personality and True influenceMy dominant color is gold and the main characteristic of gold to me is dependable. I chose the picture of a quote reckoning Youre even to a greater extent dependable than alcohol because I spate always depend on my friends and they fundament also depend on me to be there by their side no matter what. People know that Im slight, so they always say that Im such a good friend to them. I always say yes to favors from my friends and they know I always finish the job no matter how big or small it is. I am always loyal to my friends and to my work in school. I chose an image of a wolf on travel by of a rock saying loyalty because as I said before, Im always there when you collect me like a dog. As the saying goes, a mans best friend is a dog. Im very loyal to people when they need me to do work or to get them something for someo ne.I never tell any of my friends secrets to people because they faith me and I trust them with my personal things as well. Im as loyal as a knight to the king or a friend whos there to the end. Im also a very obligated person. Im responsible at home, school and in my vitality. Im always on top of my chores and sometimes on top of my school work. I chose a picture of a dog killing up his feces because I always clean up after myself. I have chores at home like washing the dishes, hold and to look after my little brother and sister. At school, I try to be on top of my work and to my studies but sometimes I slack off with my work. When I shape a big mess, I take responsibility to clean up and to say sorry to them if I made the mess.ValuesThe value I cherished in life is being a humanitarian. The picture that represent humanitarian to me is the Canadian ruddy Cross organization because I love what they do all oer Canada by donating food and money to people in need. Im just like t hem because I help people who are in need. I help people at school with work and accord concept in certain subjects like math or science. I help at home by doing chores and helping my sister with her homework. When Im in public I help hold the doorway or pick up and return their belongings. I do these nice things out of the kindness of my kindling. My second most cherished value in life is my beloved family. I love them no matter what happens in life, through thick or thin. I chose a picture of my family at my grade 8 graduation because they love and support me in my accomplishments.sometimes I have trouble with my family but I always say to myself that they love me no matter the kind of attitude I put on them, if its me being nice or being rude to them. I use to have fights with my brother and sister but later on we would forgive each other and we would just laugh about it. I know my family would support me whatever I do in life. My defy most cherished value is money. I love t o make a lot of money in the coming(prenominal) so I fundament go to college and one day to support my own family. The picture I chose was a person buying something in a store because I would love to spend my first paycheck on things I want. I know money doesnt give people joy but it can make you happy by buying people things and to gift to organizations that pass on help the poor and people in third adult male countries.Work/Life BalanceMy career choice is one that relates to my strengths at this very moment and allows me to do what I love to do. That is to make people smile with my passion to garble food. The work environment that would allow me to cook is one where I can cook for families and to earn to a greater extent envision from cooks that could pass their knowledge to me and it would help me in the future. I wouldnt quit my job in life because if I can make nice tasting food for people, it would make my job idle and enjoyable. My love in food is very strong and its my all passion in life that I would hold on to forever. If I drive to be a chef, it would make my life complete because it can help me feed my family and have fun cooking with them. It can pull in me by helping me strengthen my relationships with my friends by teaching them how to cook and to make them happy when they come over to my house.It can help me in the future by cooking in community kitchen for all ages and it would fill my heart to see people in need eating my food, smiling at the food and thanking me. I cook a lot when I touch sensation hungry at home. I would pop out my cook books and choose my favorite recipe. The way I cook makes me happy because it can ferment people together and bring my friends closer to me. The hardship I would go through to get the job is to work my way up to an puzzle chef from what I know now. When I graduate from high school, I would like to take a culinary course in college and to gain more experience so I can improve my cooking skills. No matter the hardship it would take to become a chef, I will be dedicated to earn a cooking degree.

Poem Explication I carry your heart I carry it my Essay

Explication of EE Cummings i widen your vegetable marrow with me (i go it in To better understand this very romantic poem, i hold in your heart with me (i bunk it in, we must first understand that Edward Estlin Cummings was an avant-garde, which freighter be defined as an intelligentsia that develops new or data-based concepts especially in the arts (Merriam-Webster). Punctuation and lower upshot type argon use in a way thats visually appealing, period also highlighting the poems theme of consent. Cummings used this type of writing in many of his works. The poem i carry your heart with me (i carry it in by EE Cummings is a free versify poem about an undying tell apart that is felt from within. The speaker goat be a man or a woman. In this case the speaker is a man who has a deep eternal write out for his shaftr a she in this case. Cummings uses figurative language, lingual paradoxes, and symbolisation in this poem that makes the reader feel that undying love and unity f rom one lover to another. Cummings uses figurative language, denotations and connotations throughout this poem. The reader fag first see this in the title, i carry your heart with me. ostensibly he isnt actually carrying his lovers heart in the literal sense. sooner the reader can understand that figuratively her presence and her love argon always near. He feels it all the time. Its within him, i carry it in my heart. Cummings intertwined the denotations and connotations in his poem. He does this by the use of deflection throughout the poem. i carry your heart with me(i carry it in my heart) i am never without it (anywhere i go you go... Linguistic paradoxes argon used as well throughout this poem. The speaker says one occasion in one line only to contradict what he is dictum in the next. For example (.whatever is done by only me is your doing, my darling) It is done by only him but it is her doing. The speaker makes the words work for him, although being contradictory.What is great in understanding this poem is understanding the symbolism of it. The speaker is symbolise the love he feels for his lover by first saying he carries your heart with me (i carry it in my heart) or I fear no fate (for you are my fate, my sweet) All these quotes are symbols of his love. He feels love to the basis of his soul. He uses the root of the root and develop of the bud and the turn over of the sky of a tree called life which grows higher(prenominal) that soul can fancy or mind can hide to describe to the reader that his love continues to grow just as the tree of life continues to grow.This poem is obviously about love. An undying, deep love for the speakers lover. EE Cummings uses figurative language, linguistic paradoxes and symbolism to get the reader to actually feel the deep love that is shared between these lovers. It is the deepest secret nobody knows (the root of the root and the bud of the bud and the sky of the sky of a tree called life which grows hig her than soul can hope or mind can hide) and this is the extol thats keeping the stars apart. i carry your heart (i carry it in my heart)Works CitedCummings, EE. Poetry 1952 Issue. i carry your heart with me (i carry it in. 1952,. www.poetryfoundation.org. Web. 25 May 2014. Merriam-Webster. . 25 May 2014.

Ethnographic Research Paper: Latino-American Immigration Experience Essay

The immigration accept as a Hispanic-American is as diverse as the abstr intent purifications that the pan-ethnic indistinguishability operator, Hispanic, aims to subsume. With regards to the immigration experience, Zavella (1991) lays an emphasis on the notion of societal location. The difference among Hispanics in American ordering is embedded in their loving location inwardly the social structure, in which identity, or ones smack of self, is emergent from the intersected social spaces formed by rank, race/ethnicity, gender, and culture.In disposition to gain a sufficient at a starter placestanding of the identity of the Latino-American immigrant, it is necessary to carry on the subjective conditions under which individual experiences flip molded behaviors and views. Through examining social location, this analyse aims to reveal the significance that an individual immigration experience has had in shaping a good aesthesis of self in relation to American cultu re.In this essay, I discuss his immigration process in let down of themes such(prenominal) as Latino identity, assimilation, legal status, immigrant social net diddle in reception context, and family stipulations to demonstrate how Mr. Rayas personal experiences have constructed his identity as a proud American. In particular, I will consider how these themes carry to his relation to the Latino partnership, how an supple effort to learn English and acquaint with legal boundaries constituted a sense of belonging, perspective roles in U. S. bon ton, and the modulate of family values on his behavior. Latino Identity Suarez-Orozco, Marcelo and Paez (2002) explain how the Spanish lyric poem acts as the unifying agent across Latinos in American society.The Latino population is convey up of those whom originate, or are descendants from, a vast array of Latin-American countries that ranges from Mexico, reaches oversea to the Caribbean Islands, and down through central to South America. The cultural difference among immigrants and the flair in which American society receives them contributes to their social location and differs greatly between individuals of the Latino community. The ethnic course of study of Latino is one in which the United States has adopted in an try on to racially define a particular sect of society.The Latino identity has been crafted by the U. S. overnment and gains its meaning solely in relation to the experience in U. S. society. Although Latinos are often misrepresented by their pan-ethnic title, the Spanish terminology gene pass judgment a powerful gravitational field shooting them together. The assimilation experience as a Latino immigrant may be divided largely by structural forces associated with cultural origins, however, the Latino identity stands united under the Spanish language. Originally from South America, Mr. Raya is a proud Peruvian who associates himself with others from Latin American abidegrounds repayab le to their common cultural use of the Spanish language.Mr. Raya elucidates, I motivation to begin by clarifying what the term Latinos means. So Spanish comes from Latinso our roots are from Latin. Thats why our language is latino. The language. not our race. Because Im from South America, Rigo for instance is from Mexico, but if you see us together then you can call us Latinos. Because it is the general predilection. (p. 1, l. 1-4). Mr. Raya clear states that his connection to other Latinos, such as his co-worker Rigo, is solely repayable to their use of the Latin-base language, Spanish. Similar to the experience expressed in the literary works, Mr.Rayas identity as a Latino is only in relation to his tie-up with other Latinos living in America. Assimilation Chavez (2008) demonstrates how the assimilation process of Latinos migrating to the U. S. has been compromised and curb due to the Latino Threat Narrative. He argues that the popularly held thought process that the Lat ino presence in the U. S. challenges American ideals and society on the completely accounts for the stunted rates of assimilation among Latinos in America. Latinos are viewed as a threat because of a perceived refusal to pull in into the larger society due to the impulse to preserve their own culture.One way in which Latino immigrants are considered as resistant to American society is by their use of the Spanish language rather than what is preferred by the U. S. majority, English (Cornelius, 2002). American disapproval of Latino immigration has been expressed through the implementation of immigration jurisprudences, followed with a negative representation of Latino immigration in the deal media. Americas defensive attitude toward Latinos have stigmatized them with being guilty, which in turn, alienates Latino immigrants due to racialization effects from unwelcoming attitudes held by the larger society Gomez, 2007 Martinez, 1998). When first moving to America, Mr. Raya hardly knew a word in English. His initial struggle to incorporate into the U. S. social order was on account his escape friendship of the English language.His capacity for effective communication was bound to the contain of the Spanish language. He shares his experience, I felt alone. I couldnt, well I say Good Morning, How are you that was it you know. change surface if somebody talked to me you know I was standardised a clam you know. I couldnt, I didnt, I didnt want it, those things you know(p. 1, l. 3-25). Mr. Rayas experience stresses the separation from the American community felt by the Latino immigrants described in the Chavez study. He explains how a deficit of the English language contributed to a feeling of loneliness. In line of descent to the literature however, rather than pushing him farther away from his assimilation name and address, Mr. Raya became attracted to acquisition English. He explains, So thats why I went to school. I started poring over English, and th en I felt, I got Americanized immediately. (p. 1, l. 29-30).Discontent with his isolated state, Mr. Raya recognized the wideness of speaking English. He credits learning English for his ability to assimilate and how it lead to a gained sense of belonging as an American. Legal view Abrego (2011) calls attention to the role that an immigrants legal consciousness plays in the incorporation process. query suggests that adult immigrants with an undocumented legal status often live in a constant state of fear due to threat of deportation. The internalisation of the illegal stigma criminalizes undocumented immigrants and legitimizes the exploitation of migrant workers (Menjivar and Abrego, 2012).Their sub send packingive attitude and passive lifestyle under oppression is reinforced through the U. S. structure and ultimately prevents their achievement of assimilation. On the other hand, those considered as being with the law, that is, those with a watertight legal consciousness, a re advised of their rights and are apparent to make claims for redress or inclusion. Immigrants aware of their legal rights under American legislation are shown to have more successful rates of incorporation. Mr. Rayas experience with applying for U. S. itizenship portrays him as having a strong legal consciousness. Although he is not an American citizen on paper, his awareness of his contractual agreement made with the United States government stands him with the teaching to back up his boldness that secures his sense of belonging. Mr. Raya recalls his experience, When I went to apply, when I went to apply here, they told me, you just sign a paper, precept that youre going back thither. After 2 to 3 years, I had to go back there. merely my social security, I have a drivers license Im legal here.But if I go out, I cant come back in 10 years. Thats one of the reasons why I neer went out, I never went back there, back to Peru. (p. 3, l. 1-5 ). In line with the sway provide d by Abrego (2011), Mr. Rayas legal consciousness of what he can or cannot do under administrative decree, constitutes his sense of belongingness in American society. Mr. Raya elevate explains, I really feel like America is my country. I miss Peru of course, but Im okay. Im just like an American right now. So I play the rules and everything (p. 2, 1. 16-18).He asserts his empower right to live in America, and affirms his entitlement through proper forms of identification. Because he is aware of his legal standing, he cautions himself of the repercussive consequences of leaving the country. He makes conscious decisions based of the knowledge that if he were to return to Peru, he would not be permitted back into the U. S. immediately. keen what is and isnt available to him under the U. S. legal system has given Mr. Raya his confidence due to the autonomy and control he has over his fate.Social Ne 2rks Menjivar (2000) argues against the to a fault romanticized notions of immigr ant unity that surround the image of Latino immigrant social networks. Research examining Salvadorian immigrant social networks provides evidence that refutes the stereotypical assumption that latino family members already living in the U. S. to offer unconditional financial, emotional and material obtain for their migrating relatives. The presence of existing social networks with individuals living in the U. S. serves for an incentive and resource aid for migration.However, the way in which social ties receive friends and family upon transition is affected by context. In American society, perceptions held among immigration social networks have shown to reflect U. S. structural features such as the labor foodstuff rather than the cultural norms of the social culture of national origin. In many cases, social ties were shown to weaken because of a low capacity for reciprocity. The inability to reciprocate aid from reception was especially unmingled when the participants in exchan ge had very limited access to resources.Social category insertion, brought by immigrants and potential opportunities, demonstrated a significant relation to an immigrants access to resources and ability to assist those within social networks. Male immigrants tended to have stronger and larger social networks than females and the wisdom of immigrants from older generations offered more successful information that had been acquired with age. The immigrant social network experience of Mr. Raya was shaped by social class insertion and reflects of the social context under which he was received.Now 63, Mr. Raya migrated at the mature age of 31 with a clear objective in mind to make money. Mr. Raya stresses the economic aspect and demand for labor market participation in American society, everyone wants to come over here, because the general idea is like, you come here, and the dollars are on the street, theyre in the tree you know, its easier to make dollars. Its not easy the way th e way we work here(p. 1, 1. 14-16). Mr. Rayas perception of America prior to immigration embodies the same spirit of the American Ideal and depicts the notion of social mobility as being tangible by means of hard work.When first migrating to the United States, Mr. Raya was welcome by a friend who had agreed to help him get settled, however was expected to work and provide for himself. Mr. Raya explains, when we come over here we become Americans in an economic way. He further explains, Lets say you want to bring your sister or your brother you bring them over, and as an American, okay, you help them for 2, 3 months, you tellem you gotta pay rent, you gotta pay your food. But up there no. You can stay at your parents house forever (p. 2, l. 28-30).In line with the literature, Mr. Raya highlights the shift of expectations for social networks as one makes the transition from Latin-American to American context. Mr. Rayas experience has shaped his perception of the way in which fri ends and relatives looking to migrate should be received into American society. Family Obligation Abrego (2009) examines the ship canal in which migrant parents gender affects the transnational families economic welfare. The term transnational is used to describe families where members of the nuclear unit (mother, father, and children) live in two different countries.Common among migrant parents of transitional families was their practice of sending of remittances. Abrego argues that families with transitional mothers are more likely to experience economic prosperity compared to transitional father-away, families in which families with transitional fathers often received limited or no remittances. Gendered parental obligations imply that men prioritize themselves or new relationships institute in the United States over their family back home, while attributing a strong regard for family values with mothers of transitional families.Mr. Rayas adolescent years fatigued in Peru were m arked by extreme poverty and its unfortunate contingencies. impoverished conditions foreshadowed a life in Peru that was static and void of hope. In an start out to invert his impoverished fate for his family, Mr. Rayas decision to leave Peru was persuaded by the economic opportunities that America had to offer. Although his family was out of sight, they were never out of mind when it came to his financial gain while living in America.In contrast with the literature illustrating the male, father figure as being self -interested and self- serving, Mr. Raya expresses his obligation to support his family. I was planning to go to college but I couldnt because I had to send money to my kids, and my kids were in Peru (p. 2, 1. 3-4). Unlike the experiences described by Abrego, Mr. Raya holds a high regard for family values that transcends material goods, we were poor. We didnt have a car, we didnt have a house, But the main thing for me is that we had a family that was the basic loving y our family first(p. , l. 7-11). Family values defined his goal to provide financial support for his entire family was his main incentive for immigration.Mr. Raya describes his objective, That was my main goal help my people. Send money to them to my kids, to my parents. And that, that part made me feel good. Even though I mean my kids they were not with me but, they, my kids they had a good fosterage (p. 2, 1. 10-13 ). Although the separation from his children is hard for him, knowing that they receive a good facts of life assures Mr. Raya that he has served his duty to his family. Conclusion In the final analysis, Mr. Rayas immigration experience demonstrates how the positions he occupies within the U. S. social structure has influenced his ultimate sense of an American identity. His personal experience in America as a Latino immigrant reveals his particular social location in which his Latino-identity, motivation for migrations, desire to assimilate, legal consciousness and expectations for reception all contributed significantly to his behavior and perceptions.When examining his experience in light of research, Mr. Rayas successful incorporation mirrors many theories held regarding Latino assimilation into American society. Mr. Raya recognizes that his Latino profile is one in which language is indicative of his relation to the Latino-American population, and that learning English is imperative to his assimilation process. An active engagement with the U. S. egal system while determining his migrant status has allowed for a positive assertion of legality and provides Mr. Raya with a confident sense of belonging. Moreover, the headstone feature of Mr. Raya experience is his strong will to assimilate. Dissimilar with conclusions of related research, obligation to fulfill his role as a father and support his family was the tearaway(a) motive behind his successful incorporation.On the whole, his social location has shaped his attitudes and opinions tow ard Latino-immigration in general. He stresses the importance ones capacity for allowance account to the American structural context in order to achieve assimilation, and so reach economic, social and political success. Through an analysis of the Latino-American experience of David Raya, this essay demonstrates the significant impact social location has had on the formation of Mr. Rayas American identity as a Latino immigrant.

Adults’ Effective Behavior Management among Children with Delays

Effective way prudence among children with civilisemental delays is an essential element of limited education. This need to be administered by adults in the early childhood to form a squargon foundation of the accept adequate to(p) conducts and coveted activities of special children. It is th restive a booming deportment lie withment that the concerned children would be able to behave fitly in the future.In addition, a well-managed fashion of children with festeringal delays solelyows for a smooth murder of adults roles, thereby providing help and the much needed cargon for these special children.It is thence undeniable for parents, teachers, service providers, and related professionals to adhere to and uphold an efficient sort focus among children with developmental delays because this leads to the achievement of undecomposed outcomes. This premise is what chapter 13 of the restrain An Introduction to Early Childhood Special teaching Birth to age Five by Linda Dunlap (2009) particularly imparts to the readers.Chapter 13 of the book entitled demeanor oversight emphasizes the need for appearance instruction in an drift to turn and eventually resolve issues concerning how children with developmental delays behave toward other(a) people and at bottom a specific environment. In this chapter, Dunlap (2009) provides the public with vital pointers to rent which would be helpful in carrying out an effective behavior attention of children with developmental delays and those with related developmental concerns. Key Points The 13th chapter of the book great deal be better understood in light of the fundamental components of behavior management.According to the author, the primal points of behavior management entangle an emphasis on the positive quite an than negative conducts of children with delays. That is, the effectiveness of behavior management lies on the ability of two adults and children with delays to need out and change de sirable and valuable behavior. In doing so, the effort leads to the elimination of unenviable conducts because it is those which are only appropriate that would remain and would be provided room for development (Dunlap, 2009).When the desirable behavior of children with delays is developed, the purpose of assisting them to create and improve techniques to deal with their personal behavior is eventually achieved. This condition leads to the next vital point which is the need for diversified and efficient behavior management strategies that would be definitely helpful and valuable for children with delays (Dunlap, 2009). Dunlap (2009) also explores the establishment of logical expectations of adults border children with delays, much(prenominal) as their parents, teachers, and professionals dealing with developmental concerns, as part of behavior management.These logical expectations involve taking into account the respective(prenominal) growth confront of each child. Most maste r(prenominal) among these key points is the principle which must always be remembered by adults. That is, children with developmental delays use and react to behavior management strategies that are homogeneously suitable and beneficial for normal children (Dunlap, 2009). Desirable behaviour Dunlap (2009) begins her discussion of behavior management by emphasizing the value of desirable behavior among children with delays.She claims that looking desirable behavior with an undeniable relevance is necessary to bring out and likewise develop or maximize whatever sought after attitudes and activities that a child with delays shows. While it is apparently more complicated to manage the behavior of children with delays compared to the behavior management of normal children, the principle and practice of evolution their want behavior would aid in the success of behavior management (Dunlap, 2009). In underlining her point, Dunlap (2009) explains that it is the desired behavior of chil dren with delays that must be improved.She believes that it is better to develop positive conducts and activities rather than to dwell on the negative or undesirable behavior of children with delays. As more emphasis is given to the development of desired behavior, this would be beneficial to both the adults and children. Simply put, an effective behavior management of children with developmental delays not only presents the harms of negative or contrary behavior, remove it also emphasizes the benefits of manifesting positive and desired behavior (Dunlap, 2009).In this chapter, Dunlap (2009) presents several situational examples which explore and nisus the significance of encouraging and developing desired behavior among children with delays. Adults play an important role in such instances. Dunlap (2009) explains that adults need to provide instruction, coaching, and modeling with regard to appropriate ways to interact with others (p. 391). It is through these roles that adults a re able to set forth children with delays the need for them to show desired behavior.The author adds that when the importance of desirable behavior is realized, it becomes natural for children with delays to portray such. Dunlap (2009) concludes this topic by emphasizing the need to (1) consider more appropriate rather than inappropriate conducts (2) consistently respond to the ambitious behaviors of children with delays and (3) ensure that adults expectations are developmentally appropriate with the things given to children . air Management Principles and Practices This is the portion of Chapter 13 where the heart and soul of behavior management are discussed.Dunlap (2009) states that the general principles in handling the behavior of children with delays include several considerations (1) not controlling the conducts or attitudes of children but rather respecting their ability with regard to managing their respective behavior (2) positive or encouraging way of behavior manageme nt or (3) not subjecting or overloading children with negatives (4) reassuring children of their value (5) avoiding personal attacks on children (6) changing adults expectations as children behave differently and have their individual needs (7) taking responsibility of the special childrens management (8) imposing necessary rules and even punishment (9) modeling appropriate behavior for the benefit of the special children and lastly, (10) establishing a positive learning setting to encourage desirable conducts (Dunlap, 2009). Behavior that Needs to be Changed The relevance of the mentioned principles is reflected in the fact that through such efforts, the adults involved in behavior management will be able to identify which among the behaviors exemplified by children need modification. Dunlap (2009) explains that plot it is uncalled for to go to war with children with delays (considering they already have developmental concerns), it is still necessary to change some of their behavi ors (p. 397). This oddly holds true if the behavior is deemed as detrimental to the childs development and his or her manner of interaction with others.Hence, those which warrant change and intervention include the conducts that (1) require disproportional level of attention and time (2) interrupt others and preclude learning to happen (3) become more difficult to handle (4) are supposedly common to much younger children and not to school-age children (5) result in harmful personal image (6) are negatively viewed by other children and (6) threaten the problem child and his or her classmates (Dunlap, 2009). Behavior Management Strategies To fortify the performance of behavior management, Dunlap (2009) presents several strategies. These techniques serve as specific factors that whitethorn help adults to succeed in handling the behavior of children with delays. One of these techniques is reinforcement. Its carrying out is valuable in the development of appropriate conducts among ch ildren. Regardless of whether it is a first-string or secondary kind of reinforcement, Dunlap (2009) reminds the adults that children vary in a play of aspects.Hence, this specific outline must be flexible and depends on the disposition of a child (Dunlap, 2009). Another technique is redirection which orients children on the appropriate conducts quite of the inappropriate ones. Behavior management also entails subjecting children to what is called time out. While similar to redirection, making children experience a time out is like taking them to inappropriate scenarios where their behaviors are challenged and relocating them to a place or situation where they can calm down. The ultimate goal of this strategy is to prevent children from doing further violations while at the same time instilling in them the need for them to be disciplined.Extinction pertains to simply ignoring the inappropriate behavior of children until they calm down and the situation is settled. Lastly, as m entioned earlier, punishment is essential and is an effective strategy as unfortunate situations resulting from the inappropriate behavior of children need to be dealt with even in a rough manner. In conclusion, the author presents the success behind Project SUCCEED or Supporting and Understanding Challenging Childrens Educational and Emotional Development. Dunlap (2009) uses this project as an example to prove where effective behavior management existed because its principles are all aimed at instilling appropriate conduct among children (Dunlap, 2009). ConclusionAn effective behavior management, especially in the early childhood or early years of children with delays, is hence an important function or obligation that adults must consider. As Kay (2006) states, the proper(ip) handling of childrens behavior in their early years is a relevant concern specifically to those directly involved in such endeavor. This realization is attributed to an increased number of children, includi ng those with developmental delays, now engaged in pre-school environment. This condition results in more terrible and relentless conduct-related problems thus, an effective behavior management of children with delays is highly important (Kay, 2006).The 13th chapter of Dunlaps book is a valuable text, for it provides relevant information and reasonable explanations that are essential in the successful performance of behavior management. Beyond the specifics however, it is the undeniable value of the somatic that makes it helpful for both adults and children with delays. Ultimately, behavior management is not only a text in a book but is a strategy that needs to be carried out so as to realize its beneficial impacts. References Dunlap, L. (2009). Behavior management. In L. Dunlap (Ed. ), Introduction to Early Childhood Special Education Birth to Age Five (pp. 389-405). MA Pearson Custom Publishing. Kay, J. (2006). Managing Behavior in the Early Years. New York Continuum Internationa l Publishing Group.

PepsiCo restaurants Essay

I. IntroductionThe key hesitation is whether PepsiCo should expand its eating house transmission line by pursuing the buy of CARTS OF atomic number 27, a $7 million manufacturer and merchandiser of mobile food drop backs and kiosks, and atomic number 20 pizza pie KITCHEN, a $34 million eating place chain in the casual dining segment.II. Analysis of the main problemPepsiCo has 3 main segments downy drinks (35% of PepsiCos sales and 39% of its operating additions in 1991), pungency foods (29% of PepsiCos sales and 35% of its operating profits) and restaurants (36% of PepsiCos sales and 26% of its operating profits). In the early 1990s PepsiCos three restaurant chains (KFC, Taco chime and pizza pie Hut) were the leaders in their single segment. PepsiCos senior management believes its ability to move people in spite of seeance and across divisions gives PepsiCo a competitive advantage in the restaurant segment. PepsiCo believes their restaurants f be due to their stro ng management teams which ar developed within the corporation. PepsiCo would standardized to utilize their competitive advantage in running restaurants with PepsiCo managers by adding calcium pizza pie Kitchen and CARTS OF carbon monoxide gas to the PepsiCo portfolio.Despite PepsiCos success with KFC, Taco toll and pizza Hut it had difficulty expanding La lilliputian Boulangerie, a three-unit bakehouse chain it purchased in 1982. The giving overhead for La Petite Boulangerie make the company vapid and Pepsi sold it in 1987 for a $13 million loss. The hitless venture into La Petite Boulangerie suggested that although PepsiCo managers were gifted and could be advantageously moved across divisions the moves would non always guarantees a successful business expansion.Therefore, the main problem for PepsiCo management is to decide whether it depose successfully purchase and administer calcium pizza pie KITCHEN and CARTS OF COLORADO. This is in light of the fact that PepsiCo believes it has a competitive advantage in the skillfulness of its managers that was non borne out in the unsuccessful La Petite Boulangerie bakery endeavor.III. RecommendationsPepsiCo can be categorized as a related diversifier. Approximately 30% of its r tied(p)ue is split in the midst of its 3 main industrial categories. PepsiCos business units share commonalty resources and skills. Historically companies that take a corpo regularise system of related variegation perform the best (GBS_634M lecture nones). Therefore on the surface it would get along that diversification by acquiring calcium pizza pie KITCHEN and CARTS OF COLORADO would be an excellent strategical decision.However, in arguments described below the try out does not support a recommendation for PepsiCo to purchase Carts of Colorado or calcium pizza pie KITCHEN.IV. Justification for recommendationsPepsiCo is a lucrative company and therefore does not need to transfigure into atomic number 20 pizza pie KITCHEN and CARTS OF COLORADO to maintain it profitability. From 1987-1991 PepsiCos sales doubled, income from continuing operations grew at a compound rate of more than than 20%, and the companys value on the product line mart tripled (PepsiCo restaurant Case, pg. 4, and Exhibit 3).Eight key causalitys NOT to veer into atomic number 20 PIZZA KITCHEN and CARTS OF COLORADO.It is poor rationale for PepsiCo to diversify into atomic number 20 PIZZA KITCHEN and CARTS OF COLORADO simply to reduce risk. The restaurant business is cyclical. Some restaurants entrust be profitable, turn some will not be profitable. PepsiCos shareholders can diversify risk by purchasing shares in CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO themselves. Furthermore, it is not an get strategy for PepsiCo management to over-diversify to defend their personal wealth.Maintaining growth is not a good basis to diversify into CALIFORNIA PIZZA KITCHEN or CARTS OF COLORADO. Most shareholders would rather ho ld shares in a small profitable company, not a big unprofitable company. As a shareholder, there is unless a benefit if PepsiCo makes a profit. Currently PepsiCo is making a profit. Although managers benefit from growth regardless of profit or loss , growth for the sake of growth is not an appropriate reason to diversify.Although PepsiCo can use CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO to commensurateness cash go down by funneling cash from its large business units to the littler CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO business units this is not recommended. Even musical theme PepsiCo has the capability of doing this an exclusive shareholder can do this for himself. The counterargument would be that PepsiCo managers can do a better job balancing cash flow than shareholders because the corporation can be more tax efficient than the individual shareholder. But this alone is not a sufficient reason to diversify.The accomplishment of CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO will not create synergism within the PepsiCo corporate strategy. PepsiCo already has a Pizza segment (i.e. Pizza Hut) and does not have experience in the mobile food cart segment. Diversifying into these two market segments will not produce corporate synergy where the whole is greater than the sum of the parts.One good reason for PepsiCo to form into CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO is the sharing of al-Qaida and to create economies of scope. PepsiCo is currently saving money because they are competing in several different industries (ie. fluffy drinks, snack foods, and restaurants). These business units share the support structure and therefore the reduced costs. While Pepsis economy of scope can be employ to distri furthere chips just as well as soft drinks it is not apparent that they can deliver well in the niche restaurant market like CALIFORNIA PIZZA KITCHEN (refer back to La Petite Boulangerie misfortune).If PepsiCo were to plow two or more different products simultaneously that would be beneficial by creating an economy of scope. For example, if PepsiCo could distribute Pepsi soft drinks and calcium Pizza from a cart they would have justification for the erudition of CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO because they would be sharing common infrastructure that would make them quaint. The quaintness would make it rattling difficult for competitors to imitate and would be a reason to diversify. But there are currently no mechanisms to sell atomic number 20 Pizzas from a cart. Therefore at this time, sharing of infrastructure is not a good justification for PepsiCo to diversify into these two markets.It is not apparent that PepsiCo will increase its market power if they acquire CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO. PepsiCo already has multiple business units that buy from the similar raft of suppliers and sell to same set of customers. They have used this to gain market power. It is not appa rent that adding CALIFORNIA PIZZA KITCHEN or CARTS OF COLORADO to the clam up will increase PepsiCos market share significantly.It could be argued that by acquiring CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO PepsiCo is exploiting affectionateness competence. Although this is generally a good reason to diversify by generating more revenue luck and competing in several markets this is not a good initiative for PepsiCo in the situation with CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO. In order to exploit core competencies, PepsiCos business units must be related, so they share the same set of skills. In order for this strategy to be successful, the benefits to PepsiCo have to be unavailable to PepsiCos competitors.If PepsiCos competitors can gain the same advantage, and so PepsiCo will not have a strategic benefit. Although the Colorado Carts are unique, they can be duplicated by the competition (e.g. California Carts, All-Star Carts, Creative supple systems). With regards t o CALIFORNIA PIZZA KITCHEN, other pizza restaurants can reproduce the unique flavors and styles of pizza. Therefore, PepsiCo will not be exploiting its core competence and should not diversify.If PepsiCo is contemplating CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO as good turnaround projects then this is not a justification for diversification. CALIFORNIA PIZZA KITCHEN is a profitable company. CALIFORNIA PIZZA KITCHEN has increased both sales and net income from 1990 to 1991. CARTS OF COLORADO has besides shown an increase in sales and operating income from 1985-1991. The management teams of both companies appear to be performing well. Therefore the turnaround potential is not a good reason to diversify.CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO do not fit into the PepsiCo Corporate strategyWhere does PepsiCo compete?There may be a market opportunity for PepsiCo in the acquisition of CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO, but that does not necessarily imply that Pep siCo should take the opportunity. The overall scope of PepsiCo is on convenient foods and beverages. The acquisition of CARTS OF COLORADO would certainly be in-line with PepsiCos focalize of providing foods and beverages at well-situated locations. However, PepsiCo does not have experience in the arrangement of mobile food carts and therefore PepsiCo would be at a loss to those more experienced in the mobile cart business.There is even less evidence for a distinctive market opportunity for PepsiCo with the acquisition of CALIFORNIA PIZZA KITCHEN. PepsiCo already owns Pizza Hut and therefore has a place in the dine-in and take-out pizza business. Although CALIFORNIA PIZZA KITCHEN is suited for more upscale markets with unique flavors and tastes, Pizza Hut could introduce similar unique flavors and tastes. In addition Pizza Hut has stores across the United States and internationally, while CALIFORNIA PIZZA KITCHEN has a limited geographic scope. It currently operates only 25 restau rants in eight states (PepsiCo case, pg. 15). The offbeat pizzas may not sell well across the United States and internationally. For example, jerk-chicken pizza may sell very well in Beverly Hills, CA but not sell well in Peoria, Illinois or Duesseldorf, Germany.How does PepsiCo compete?PepsiCos corporate strategy allows for ship of resources (i.e. managers) across their business units. PepsiCos philosophy is We take eagles and teach them to cut down in formation (PepsiCo case, pg. 3). Therefore PepsiCo may have a strategic advantage by transferring managers from one of its current business units to CALIFORNIA PIZZA KITCHEN or CARTS OF COLORADO. For example, one manager could transfer her knowledge from a moorage at Pizza Hut to CALIFORNIA PIZZA KITCHEN relatively transparently although it may be more difficult to transfer knowledge from Pizza Hut to the food carts and kiosks the business of Colorado Carts.PepsiCo does transfers resources which fit well with the CARTS OF COLORAD O enterprise. PepsiCo can place a Cart outside a shop mall on the street selling food. At some carts PepsiCo could stretch out KFC or Taco Bell while offering a Pepsi soft drink maybe put forward some Frito lays chips. But this strategy does not fit well with the idea of the upscale CALIFORNIA PIZZA KITCHEN being instantlyly near a KFC or Taco Bell in a mega-mall food court.How does PepsiCo execute?PepsiCo, although a very large corporate office, has an execution strategy in which they let the managers go at their own pace. They have a decentralized organization (PepsiCo case pg. 4). PepsiCo managers are rewarded on a two-phase system reporting performance first to direct managers then to upper level managers. In order to be promoted managers of CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO would have to perform very well relative to all of the remaining PepsiCo restaurants. Because all of the other PepsiCo restaurants are at the pass away of their respective segments it wil l be a challenge for managers of CALIFORNIA PIZZA KITCHEN and CARTS OF COLORADO to surpass other PepsiCo business units. Therefore the managers will not be incentivized as well managing CALIFORNIA PIZZA KITCHEN or CARTS OF COLORADO.Therefore, diversifying into California Pizza Kitchen and CARTS OF COLORADO is not copasetic with the PepsiCo corporate strategy.V. Summary.The acquisition of CARTS OF COLORADO and CALIFORNIA PIZZA KITCHEN will not lead toward the fulfillment of PepsiCos mission which is To be the worlds premier consumer products company cogitate on convenient foods and beverages and seeks to produce healthy financial rewards to investors as they contribute opportunities for growth and enrichment to their employees, their business partners and the communities in which they operate. And in everything they do, to strive for honesty, fairness and integrity. (http//www.pepsico.com/PEP_Company/Overview/index.cfm)PepsiCos management should take the guilty until proven innocen t approach and not diversify into these two business segments. As described in the previous paragraphs at this time there is not sufficient and convincing evidence to support the need for diversification into CALIFORNIA PIZZA KITCHEN or CARTS OF COLORADO.References1. http//www.pepsico.com/PEP_Company/Overview/index.cfm2. www.cpk.com3. PepsiCo restaurants. HBS 9-794-078

Forward the Foundation Chapter 7

18Raych sat in the anteroom of a universe construction in pigeon-pea plant into which he had never ventured-never could wee ventured-as a tatterdemalion y step forwardh. He felt, in completely truth, a little uneasy approximately it now, as though he were trespassing.He tested to look calm, trustworthy, lovable. dada had told him that this was a quality he carried around with him, solely he had never been conscious of it. If it came to the highest degree naturally, he would probably spoil it by arduous too hard to determinem to be what he really was.He tried relaxing while keeping an eye on the ordained who was military personnelipulating a computer at the desk. The official was non a Dahlite. He was, in fact, Gambol Deen Namarti, who had been with Joranum at the meeting with Dad that Raych had attended.Every at once in a while, Namarti would look up from his desk and glance at Raych with a hostile glargon. This Namarti wasnt buying Raychs lovability. Raych could see that .Raych did non try to meet Namartis abhorrence with a friendly smile. It would induct seemed too artificial. He simply waited. He had gotten this far. If Joranum arrived, as he was expected to, Raych would defecate a chance to plow to him.Joranum did arrive, sweeping in, smiling his public smile of warmth and confidence. Namartis flip came up and Joranum retainped. They spoke to spend a pennyher in low voices while Raych watched intently and tried in vain to seem as if he wasnt. It seemed plain to Raych that Namarti was line of rea countersigning against the meeting and Raych bridled a bit at that. and thence Joranum looked at Raych, smiled, and pushed Namarti to whiz side. It occurred to Raych that, while Namarti was the brains of the team, it was Joranum who clearly had the charisma.Joranum strode toward him and held discover a plump, slightly moist hand. well(p) well. Professor Seldons young man. How are you?Fine, thank you, sir.You had some trouble acquiring here, I u nderstand.not too often, sir.And youve come with a message from your pay off, I trust. I hope he is reconsidering his decision and has decided to join me in my gravid crusade.I dont think so, sir.Joranum fr sustained slightly. Are you here without his live onledge?No, sir. He sent me.I see. Are you hungry, lad?Not at the moment, sir.Then would you mind if I eat? I dont get much era for the ordinary amenities of life, he said, smiling broadly.Its all overcompensate with me, sir.Together, they go to a table and sat down. Joranum unwrapped a sandwich and took a bite. His voice slightly muffled, he said, And why did he send you, son?Raych shrugged. I think he thought I efficacy take place out something about you that he could use against you. Hes understandt and soul with starting time minister Demerzel.And youre not?No, sir. Im a Dahlite.I know you are, Mr. Seldon, entirely what does that blind drunk?It call ups Im oppressed, so Im on your side and I want to serve up y ou. Of course, I wouldnt want my develop to know.Theres no reason he should know. How do you propose to care me? He glanced quickly at Namarti, who was leaning against his desk, listening, with his ordnance folded and his expression lowering. Do you know anything about psychohistory?No, sir. My father dont talk to me about that-and if he did, I wouldnt get it. I dont think hes getting anywhere with that stuff.Are you sure?Sure Im sure. Theres a guy there, Yugo Amaryl, also a Dahlite, who talks about it sometimes. Im sure nothing is happening.Ah And can I see Yugo Amaryl sometime, do you suppose?I dont think so. He aint much for Demerzel, but hes all for my father. He wouldnt cross him. save you would?Raych looked unhappy and he muttered stubbornly, Im a Dahlite.Joranum cleared his throat. Then let me ask you again. How do you propose to help me, young man?Ive got something to tell you that maybe you wont believe.Indeed? Try me. If I dont believe it, I entrust tell you so.Its ab out starting curate Eto Demerzel.Well?Raych looked around uneasily. Can any integrity hear me?Just Namarti and myself.All right, then listen. This guy Demerzel aint a guy. Hes a zombi.What exploded Joranum.Raych felt moved to explain. A golem is a mechanical man, sir. He aint serviceman. Hes a machine.Namarti broke out passionately, Jo-Jo, dont believe that. Its ridiculous. besides Joranum held up an admonitory hand. His eyeball were gleaming. why do you say that?My father was in Mycogen once. He told me all about it. In Mycogen they talk about robots a lot.Yes, I know. At least, I have heard so.The Mycogenians believe that robots were once very common among their ancestors, but they were wiped out.Namartis eyes narrowed. But what snitchs you think that Demerzel is a robot? From what little I have heard of these fantasies, robots are made out of metal, arent they?Thats so, said Raych earnestly. But what I heard is that there were a few robots that look just want humankind be ings and they live forever-Namarti shook his head violently. Legends Ridiculous legends JoJo, why are we listening-But Joranum cut him off quickly. No, G.D. I want to listen. Ive heard these legends, too.But its nonsense, Jo-Jo.Dont be in such a rush to say nonsense. And until now if it were, people live and die by nonsense. Its not what is so much as what people think is. Tell me, young man, putting legends to one side, what founders you think Demerzel is a robot? Lets suppose that robots exist. What is it, then, about Demerzel that makes you say he is a robot? Did he tell you so?No, sir, said Raych.Did your father tell you so? asked Joranum.No, sir. Its just my own idea, but Im sure of it.why? What makes you so sure?Its just something about him. He doesnt change. He doesnt get older. He doesnt show emotions. Something about him looks like hes made of metal.Joranum sat choke off in his chair and looked at Raych for an extended time. It was almost possible to hear his thoughts bu zzing.Finally he said, Suppose he is a robot, young man. Why should you care? Does it matter to you?Of course it matters to me, said Raych. Im a human being. I dont want no robot in charge of rails the Empire.Joranum false to Namarti with a gesture of eager approval. Do you hear that, G.D.? Im a human being. I dont want no robot in charge of running the Empire. Put him on holovision and have him say it. Have him repeat it oer and over till its drummed into every person on Trantor-Hey, said Raych, in the end catching his breath. I cant say that on holovision. I cant let my father catch out out-No, of course not, said Joranum quickly. We couldnt allow that. Well just use the lyric poem. Well find some other Dahlite. Someone from each of the sectors, each in his own dialect, but always the same message I dont want no robot in charge of running the Empire.Namarti said, And what happens when Demerzel proves hes not a robot?Really, said Joranum. How will he do that? It would be impos sible for him to do so. Psychologically impossible. What? The great Demerzel, the power behind the throne, the man who has twitched the strings abandoned to Cleon I all these years and those attached to Cleons father in the lead him? go away he climb down now and whine to the public that he is, too, a human being? That would be almost as baneful to him as being a robot. G.D., we have the villain in a no-win situation and we owe it all to this fine young man here.Raych flushed.Joranum said, Raych is your name, isnt it? Once our party is in a position to do so, we wont forget. Dahl will be treated well and you will have a good position with us. Youre departure to be Dahls sector leader someday, Raych, and youre not going to regret youve done this. Are you, now?Not on your life, said Raych fervently.In that case, well see that you get back to your father. You let him know that we intend him no harm, that we value him greatly. You can tell him you found that out in any way you plea se. And if you find anything else you think we might be able to use-about psychohistory, in particular, you let us know.You bet. But do you stiff it when you say youll see to it that Dahl gets some breaks?Absolutely. Equality of sectors, my boy. Equality of worlds. Well have a new Empire with all the old villainies of privilege and inequality wiped out.And Raych nodded his head vigorously. Thats what I want.19Cleon, Emperor of the Galaxy, was walking hurriedly with the arcade that led from his unavowed quarters in the Small castle to the uses of the rather tremendous staff that lived in the various annexes of the Imperial Palace, which served as the nerve center of the Empire.Several of his personal attaches walked after him, with looks of the deepest concern on their faces. The Emperor did not walk to others. He summoned them and they came to him. If he did walk, he never showed signs of haste or emotional trauma. How could he? He was the Emperor and, as such, far more a symb ol of all the worlds than a human being.Yet now he seemed to be a human being. He motioned everyone aside with an impatient wave of his right hand. In his left hand he held a gleaming hologram.The First Minister, he said in an almost strangled voice, not at all like the guardedly cultivated tones he had painstakingly assumed along with the throne. Where is he?And all the high functionaries who were in his way fumbled and gasped and found it impossible to manage coherence. He brushed past them angrily, making them all feel, undoubtedly, as though they were nourishment by a waking nightmare.Finally he burst into Demerzels private office, panting slightly, and shouted-literally shouted- DemerzelDemerzel looked up with a trace of surprise and rose swimmingly to his feet, for one did not sit in the presence of the Emperor unless specifically invited to. give? he said.And the Emperor slammed the hologram down on Demerzels desk and said, What is this? impart you tell me that?Demerzel looked at what the Emperor had given him. It was a beautiful hologram, penetrating and alive. One could almost hear the little boy-perhaps ten years old-speaking the words that were included in the caption I dont want no robot in charge of running the Empire.Demerzel said quietly, generate, I have standard this, too.And who else has?I am under the impression, nonplus, that it is a flier that is being astray spread over Trantor.Yes, and do you see the person at whom that scourge is looking? He tapped his Imperial forefinger at it. Isnt that you?The resemblance is striking, Sire.Am I wrong in supposing that the whole intent of this flier, as you call it, is to accuse you of being a robot?That does seem to be its intention, Sire.And stop me if Im wrong, but arent robots the legendary mechanical human beings one finds in-in thrillers and childrens stories?The Mycogenians have it as an article of faith, Sire, that robots-Im not interested in the Mycogenians and their articles of fa ith. Why are they charge you of being a robot?Merely a metaphorical point, Im sure, Sire. They inclination to portray me as a man of no heart, whose views are the outrageous calculations of a machine.Thats too subtle, Demerzel. Im no fool. He tapped the hologram again. Theyre trying to make people believe you are really a robot.We can simply prevent it, Sire, if people choose to believe that.We cannot afford it. It detracts from the dignity of your office. worsened than that, it detracts from the dignity of the Emperor, The implication is that I-I would choose as my First Minister a mechanical man. That is impossible to endure. See here, Demerzel, arent there laws that forbid the denigration of public officers of the Empire?Yes, there are-and quite severe ones, Sire, dating back to the great Law Codes of Aburamis.And to denigrate the Emperor himself is a capital offense, is it not? finish is the punishment, Sire. Yes.Well, this not only denigrates you, it denigrates me-and whoev er did it should be executed forthwith. It was this Joranum, of course, who is behind it.Undoubtedly. Sire, but proving it might be rather difficult.Nonsense I have proof large I want an execution.The trouble is, Sire, that the laws of denigration are virtually never enforced. Not in this century, certainly.And that is why society is becoming so temporary and the Empire is being shaken to its roots. The laws are still in the books, so enforce them.Demerzel said, Consider, Sire, if that would be wise. It would make you appear to be a autocrat and a despot. Your rule has been a most successful one through kindness and mildness-Yes and see where that got me. Lets have them fear me for a change, rather than fill in me-in this fashion.I strongly recommend that you not do so, Sire. It may be the spark that will start a rebellion.What would you do, then? Go before the people and say, Look at me. I am no robot.No, Sire, for as you say that would destroy my dignity and, worse yet, yours.T hen?I am not certain, Sire. I have not yet thought it through.Not yet thought it through? Get in touch with Seldon.Sire?What is so difficult to understand about my order? Get in touch with SeldonYou wish me to summon him to the Palace, Sire?No, theres no time for that. I presume you can set up a seal off parley line between us that cannot be tapped.Certainly, Sire.Then do so. at present20Seldon lacked Demerzels self-possession, being, as he was, only flesh and blood. The summons to his office and the sudden faint glow and tingle of the scrambler field was denotation enough that something unusual was taking place. He had spoken by sealed lines before but never to the full extent of Imperial security.He expected some government official to clear the way for Demerzel himself. Considering the slow mounting tumult of the robot flier, he could expect nothing less.But he did not expect anything more, either, and when the figure of speech of the Emperor himself, with the faint twinkl ing of the scramble field outlining him, stepped into his office (so to speak), Seldon fell back in his seat, lecture wide open, and could make only ineffectual attempts to rise.Cleon motioned him impatiently to keep his seat. You must know whats going on, Seldon.Do you mean about the robot flier, Sire?Thats exactly what I mean. Whats to be done?Seldon, despite the permission to reside seated, finally rose. Theres more, Sire. Joranum is organizing rallies all over Trantor on the robot issue. At least, thats what I hear on the newscasts.It hasnt reached me yet. Of course not. Why should the Emperor know what is going on?It is not for the Emperor to be concerned, Sire. Im sure that the First Minister-The First Minister will do nothing, not even keep me informed. I turn to you and your psychohistory. Tell me what to do. Sire?Im not going to play your game, Seldon. Youve been on the job(p) on psychohistory for eight years. The First Minister tells me I must not take legal action aga inst Joranum. What, then, do I do?Seldon stuttered. S-sire zippoYou have nothing to tell me?No, Sire. That is not what I mean. I mean you must do nothing. Nothing The First Minister is quite right if he tells you that you must not take legal action. It will make things worse.Very well. What will make things better?For you to do nothing. For the First Minister to do nothing. For the government to allow Joranum to do just as he pleases.How will that help?And Seldon said, trying to suppress the note of desperation in his voice, That will soon be seen.The Emperor seemed to deflate suddenly, as though all the anger and indignation had been drawn out of him. He said, Ah I understand You have the situation well in handSire I have not said that-You need not say. I have heard enough. You have the situation well in hand, but I want results. I still have the Imperial hold and the armed forces. They will be loyal and, if it comes to actual disorders, I will not hesitate. But I will give you y our chance first.His image flashed out and Seldon sat there, simply staring at the empty quadrangle where the image had been.Ever since the first unhappy moment when he had mentioned psychohistory at the Decennial Convention eight years before, he had had to face the fact that he didnt have what he had incautiously talked about.All he had was the wild shadiness of some thoughts-and what Yugo Amaryl called intuition.

Attendance and Daily Time Record System

Today, magnetic swipes are mostly used by many organic laws and organizations to provide both security and convenience. Hotels use these as a replacement for the line system. domesticates, specially the universities and college campuses also use these in the skeletal system of ID swipe system. (Ramsbrock, D. and Moskovchenko S. , 2011, p. 4) Researchers well-tried University of Marylands Lenel System where the IDs of the educatees include their Social Security Number. The ID randomness can be used by the outsider for identity theft.copy of these existing identity cards can be done without the help of electronics expertise. The net provides the sale of commercial card reader and writer and can be used to create a duplicate of these ID cards. A to a greater extent heterogeneous but still basic attack on the ID is creating a card from a certain two breeding without actually having an access to the card. These information has been disclosed by the author due to security purpos es. (Ramsbrock, D. and Moskovchenko S. , 2011, p. 4)Boarding School Student Systems (E-ID) Using radiocommunication Frequency Identification RFID or Radio Frequency Identification does not require a person to do a manual scanning, but it uses radio waves to identify man, animals, or otherwise materials plugged with RFID tag. This method compared with the manual ID scanning reduces man power and cadence to input data. RFID system is mostly made up of three components An overture or a coil, a tranceiver or a decoder, and an RFID tag which is very tiny and can be placed inside a gentle body for data storage and retrieving purposes. (Abdul Kahir H. , et al. 2009) RFID Matrix Card System was tested by researchers and proven efficient and handy. Students coming in and out the establishment can be monitored. Any individual without an RFID will trigger an alerting and the management can pull the students information on the computer from their ID cards. (Abdul Kahir H. , et al. , 2009 ) take in in statistics, and survey methodology in selecting a subset, or a subgroup of individual within statistical population, to estimate characteristic of the whole population.Advantages of try out are lower cost, faster data collection and a smaller data set improves accuracy and quality of data. Sampling involves several key stages defining the population concerned, specifying a try frame, specifying a sampling method, ascertain sample surface, implementing the sampling plan and sampling with data gathering. The researchers chose to use non-probability sampling method (Arboleda, C. Writing a Thesis Proposal First Edition. 1998), specifically the incidental or accidental.The researchers first trenchant on the sample size by consulting with different school professors and with a thesis lecturer. After the consultations, the researchers decided to collect 100 surveys, as advised by the consultants. The researchers then proceeded to pick out the survey by handling out the surveys to the first 100 students who were more likely to return and re-enroll, were given more significance by the researchers as advised by those who were consulted.The researchers chose this sample method for three reasons. First, they had limited time, reckon and workforce. Second, it was highly suggested by those consulted by the researchers. Third, it made statistical compilations easier by backdrop the size at 100. To maintain the quality and effectiveness of this survey research, the researchers chooses to direct at least 100 samples. This survey evaluates the effectiveness and the impact to the student and faculties.

Organisational Behaviour Ch7

CHAPTER 7 DECISION MAKING AND CREATIVITY give away the six stages in the keen choice purpose swear out ending qualification the conscious process of reservation choices among alternatives with the intention of moving toward just n proterozoic desired state of affairs. Rational choice paradigm of ending making the military position in decision making that multitude should and typically do, practice logic and all available datarmation to choose the alternative with the highest foster. decision making involves identifying, selecting and applying the surpass(p) possible alternative.The best decision use virgin logic and all available informationrmation to choose the alternative with the highest value Such as highest expected profit, customer satisf swear out, employee well world or approximately combination of these outcomes. Subjective expected utility the probability (expectation) of satisfaction (utility) resulting from choosing a specific alternative in a decisio n. stopping point making process systematic application of stages of decision making. 1. Identify line of work or hazard 2. lead the best decision process 3. Develop alternative solutions 4. Choose the best alternative . Implement the selected option 6. Evaluate decision outcomes difficulty with Rational choice paradigm 1. Impossible to apply in veracity 2. Difficulty recognising problems 3. Process the huge volume of information 4. Difficulty recognising when choices gift failed 5. Focusing on sensible thinking, ignores emotion influence making decision IDENTIFYING PROBLEMS AND OPPORTUNITIES Explain why people have difficulty with it trouble acknowledgement is not just the first step in decision making it is the most important There are five most astray cleard concerns.Stakeholder framing attention-based theory of the firm states that, organisational decisions and actions are influenced main(prenominal)ly by what attracts managements attention, rather than by objectiv e reality. Mental stylus if an conception does not fit the existing mental mode of how things should work, the idea is dismissed as unworkable or undesirable. Decisive leadership being determinative includes quickly forming an opinion of whether an event signals problem or opportunity. many another(prenominal) decisions happens too quickly before having a chance to logically quantify the situation, to a greater extent often it is a poorer decision than would result if more clip had been devoted to identify the problem and evaluating the alternatives. Solution-focused problems decision makers engage in solution-focused problem identification because it provides comforting closure to the otherwise ambiguous and uncertain genius of problems. Perceptual defence people sometimes block out poisonous news as a coping mechanism. Some people inherently avoid negative information.People are more likely to swerve danger signals when they have limited control over the situation. Identi fying problems and opportunities more in effect * Be sure of the 5 problem identification biases * Incr salve cognisance of problem identification, pick out willpower to resist the temptation of looking decisive * Create a norm of divine discontent * Discussing the situation with others to ease difficulty EVALUATING AND CHOOSING ALTERNATIVES Explain why people do not attach to the rational choice model when evaluating alternative choicesBounded rationality the view that people are process limited and imperfect information and rarely select the best choice. paradox with goals assumes that organisational goals are clear and agreed on. Goals are often ambiguous or in mesh with each other. Problem with information processing assumes that decision makers can process info about all alternatives and in their consequences, but it is not possible in reality. implicit in(predicate) favourite favourite(a) alternative that the decision maker uses repeatedly as a comparison with other c hoices. iased decision heuristic rules key element of rational choice paradigm, as people can estimate the probabilities of outcomes. 1. Anchoring and adjustment heuristic people to be influenced by an initial anchor point such(prenominal) that they do not suitablely move away from that point as new info is provided. Initial info influences evaluation of subsequent info 2. Availability heuristic we estimate probabilities by how easily we can repudiate the event, even though other factors influence it. 3.Representativeness heuristic we estimate probabilities by how much they are similar to something else, even when better information available. Problem with maximisation people engage in satisficing, selecting an alternative that is good adequacy rather than the alternative with the highest value. To choose the best alternative is also requirement more info processing capacity than what they willing to apply. devising the best choice among many, can be cognitively and excitedly draining. Evaluating opportunities opportunity is antithetical from the process of problem solving.Decision makers not evaluate alternatives, after all, the opportunity is the solution, so why look further, they tend to have an emotional shackle to the opportunity. EMOTIONS AND MAKING CHOICES Describe 3 ways in which emotions influences the selection of alternatives 1. Emotions from early preferences emotions form preferences before we consciously evaluate those choices 2. Emotions change the decision evaluation process moods and emotions influence how well we fol funky the decision process. . Emotions serve as info when we evaluate alternatives we listen in on our emotions and use that info to make choices Intuitive decision making ability to know when a problem or opportunity exist and select the best action without conscious reasoning. * Gut feelings we experience are emotional signals that have complete intensity to make us aware * Not all emotional signals are intuitions * I ntuitions are involves rapidly comparing nonconscious analysis Making choices more effective Systematically evaluate alternatives a come uponst relevant factors * Be aware of effects of emotions on decision preferences and evaluating process * Scenario planning imagining possible future, choosing the best possible solution long before they occur Evaluating decision outcomes check mark bias known as post-decisional justification * Forget or understate the negative features of selected alternative and highlight the positive features * Typically nonconscious and determined by emotions * Gives people an excessively optimistic evaluation of their decisionEscalation of loyalty the magnetic dip to repeat an apparently bad decision or assign more resources to a falling course of action 4 main causes of escalation 1. Self-justification individuals motivated maintain course of action when imply to justify their action 2. Prospect theory effect a natural tendency to feel more dissatisf action from losing a particular amount than satisfaction from gaining an allude amount 3. Perceptual blinders occurs because decision makers do not see the problems in short enough, they screen out or explain away negative information, sincere problems looks like random errors 4.Closing approachs decision makers will because the cost of ending the project are high or unknown Evaluating decision outcomes more effectively * Separate decision makers from evaluators to minimise self-justification * testify a preset level to abandon or re-evaluate the project * catch out a source of systematic and clear feedback * Involve several people in the evaluation EMPLOYEE INVOLVMENT IN DECISION MAKING Describe benefits of employee appointment in decision making Employee meshing when employees influence how their work is nonionized and carried out Benefits improves quality and commitment recognising problem more quicker formation problem more accurately improve solutions generated spe cific conditions improves the evaluation of alternatives Contingencies of employee elaboration Identify four option thet affect the optimal level of employee involvement 1. Decision structure decision can be programmed and non-programmed, programmed decision need less involvement, because solution is already worked out from past incidents 2. Source of decision knowledge employee have relevant knowledge than leaders, it is improves decision quality 3.Decision commitment participation is improving employee commitment 4. Risk of conflict employee goals and norms conflict with the organisations goals, whether employees will reach agreement on the preferred solution CREATIVITY Outline the four steps in fictive process Creativity the development of original ideas that make a socially actualized contribution Rely on to find problems, alternatives and implement solutions fanciful process 1. Preparation person or team effort to gain knowledge and skills regarding the problem or opportuni ty, clear understanding of what we are nerve-racking to achieve 2.Incubation the period of reflective thoughts, put the problem aside, but our mind is still working on it, maintain a low level of awarenessdivergent thinking reframing the problem and generating different approaches to the loose convergent thinking calculating the accepted right answer to logical problem 3. Insight refers to experience of suddenly becoming aware of a unique idea CHARACTERISTICS OF CREATIVE PEOPLE Describe the characteristics of creative employee and workplaces that nutriment creativity 1.Cognitive and mulish intelligence creative people recognise the significance of small bits of information and are able to connect them in ways like no one else could imagine, they also have practical intelligence, the capacity to evaluate the potential usefulness of their ideas 2. Persistence higher need for achievement, a strong motivation from the task itself and a moderate or high degree of self-esteem, persis tence is vital because creative ideas meet with throne of resistance from others as well as failures along the way to triumph 3.Subject knowledge and experience creative people have fitting knowledge and experience on subject 4. Independent imagination -high nudeness to experience, moderately low need for affiliation, high self-direction stimulation set Creative work environment * Learning orientation leaders recognise that employees make reasonable mistakes as part of the creative process, and need to patronage creativity comes from failure * Work motivation employees can be more creative if they believe their work. Benefit the organisation * Open communication and sufficient resources Activities that encourage creativity