Integrating Professional Engineering Experience - Analyse different Essay

Integrating Professional Engineering Experience - Analyse different managerial techniques to improve an engineering managerial e - Essay Example My professional counterpart, ASM Smith, agreed that our equipment SMEs would liaise with one another to ensure that all systems were in proper working order before making the equipment transfer. This type of inspection is common practice. However, lack of proper planning and the development of a workable operational strategy for the project ultimately led to conflict, uncertainty and replication of roles that should have been coordinated more efficiently to avoid duplicitous job roles. This essay examines a variety of different managerial techniques that could have improved the scenario illustrated by the reflective log so as to improve the managerial environment. Drawing on management theory and reflective learning theory, the essay provides a foundation for a more efficient and productive project management system whilst also challenging the concept of reflective learning. ... Both of the ranking professionals involved in the scenario believed that tasks associated with the project would be best handled utilising our own inspection and job coordination strategies. The informality of our original discussions about the project led to a breakdown of knowledge transfer that would have made the situation more efficient and scheduled according to a set timeline for completion. The bureaucratic and highly centralised structure of the military served as a catalyst for attitudes that involved self-protectionism, concern over reputation, and a highly political environment which complicated effective communications and coordination of resources and talent. In very political environments with this type of vertical structure, lack of transparency, lack of open communications, and self-protectionism tend to alienate other members of the organisation. A phenomenon referred to as a lack of psychological safety is created in this environment, leading to hazy communications systems and where members of the organisation become afraid to offer solutions and speak up (Terrell 1989). This is what occurred in the scenario, which ultimately led to frustration and a lack of motivation to be more forthcoming about establishing a more formal project management system. The political dynamics of our organisation also led to untrusting relationships whilst ASM Smith was concerned about protecting the reputation and senior-level perceived competency about following procedures and generally his role as an efficient manager and leader. Furthermore, since ASM Smith and myself had little professional experience working co-dependently, there was not the

Plato's advise to President-Elect Obama Essay Example | Topics and Well Written Essays - 500 words

Plato's advise to President-Elect Obama - Essay Example A difficult, if not impossible, task awaits you to start clean when you take office. So much has gone wrong, and the consequences of previous rulers’ actions will follow you throughout your time in office. But take my advice, the genuine ruler â€Å"will take society and human character as his canvas, and begin by scraping it clean. . . . [H]e will not consent to take in hand either an individual or a state or to draft laws, until he is given a clean surface to work on or has cleansed it himself† (p. 209). You can’t hope to fix anything if failed policies and actions can’t be scraped away to make room for better governing. Weigh carefully in your mind, when you’re asked to make decisions, the worth of a specific action, over and above what it means to those who petition you. Don’t be afraid to end policies that weren’t set up with the people’s best interest in mind in the first place. Keep the greater good of the whole populatio n in mind, rather than the complaining voices of lobbyists and congressmen. Philosophically weigh the consequences of the war and the nation’s economic policies, and make decisions from a clean slate if those previous policies aren’t working. The man who held office before you seemed to me drunk with power. I believe â€Å"access to power must be confined to men who are not in love with it† (p. 235). If you fall in love with being leader of what’s been called the greatest nation on earth, you’ll forget why you were elected to this office in the first place: to serve the people. Make your life good and wise first, and then you’ll be happy and be able to rule the nation philosophically and not through power. â€Å"All goes wrong when, starved for lack of anything good in their own lives, men turn to public affairs hoping to snatch from thence the happiness they hunger for† (p. 235). Men and women who rule the nation must be philosophers

Mound Builders Essay Example for Free

Mound Builders Essay The Mound Builder civilization can be described in terms of Human-Environmental-Interaction (HEI). The Ancient Mound Builder civilization built many Earthen Mounds over a vast period of time in North America. The Mound Builders were hunters and gathers but later began to domesticate the following native plants: Sunflowers, goose foot, erect knot wood, and May grass (â€Å"The Woodland Period†). Due to the Mound builders location they had to face many environmental challenges, first the Appalachian Mountain affected the amount of contact they had with other civilizations and made trade hard because they would have to travel over the mountains. The Great Plains provided great land for the Mound builders to plant and cultivates the civilizations agricultural produce such as the following: Sunflowers, goose foot, erect knot wood, and May grass. The Mound builder civilization has many rivers that ran through its boundaries including the following Rivers: the St. Lawrence, Mississippi and Ohio rivers (Kavasch). The Rivers provided water that helped sustain the civilization, and its agricultural produce. The Mound Builders Civilization can be described in terms of movement. Trade existed between leaders of Mound Builder clans and other territories. They made pottery which they traded with other civilizations; they also collected and traded shellfish that was used in jewelry. The territories from the Southeast were provided with the following items: Mica, Quartz of Crystals, and Chlorite from the Carolinas. The Mound Builder clans from the Southeast were provided with the following items: Galena from Missouri, Flint from Illinois, Grizzly bear teeth, Obsidian, and Chalcedony from the Rocky Mountain, and Cooper which was found in the Great Lakes (â€Å"The Woodland Period†). The Mound Builders were Animistic, and there civilization had social classes, these practices were instilled in the Mound Builder culture from Movement and interactions with other civilizations (â€Å"The Woodland Period†).

Marketing Processes at Marks and Spencer

Marketing Processes at Marks and Spencer The organization Ill be concentrating on will be Tesco Store and Marks and Spencer. I chose to study organisation behaviour in Tesco and Marks Spencer due to having communication access. I would comfortably get information about these organizations. Tesco plc is an UK- based international grocery and general merchandising retail chain. It is the largest British retailer by both global sales and domestic market share, is the worlds third-largest grocery retailer, and is the fourth- largest retailer behind Wal-Mart of the United States, Carrefour of France, and the home depot of the United States. MS is an international company, which spreads through Europe, North America and Asia. MS is the largest and the leading variety store retailer in the UK. New brand and product development over the last ten years in fast-moving consumer goods sectors in the UK is that many of the most original and successful initiatives have been taken not by manufacturers but by retailers. The aim of this report is to examine organisation behaviour in concern with the understanding of those factors that influence peoples behaviour in the workplace. 2.1Different organisational structures Every organisation with more than one person needs a structure so that workers have clearly defined roles and are clear about the roles of others. An organisations structure is often presented as an organisational chart which will show how management is organised vertically with layers of hierarchy and horizontally by function, product or division. The chart will make clear who is responsible for what, who is responsible to who and who to go with problems and queries. There are three main types of organisational structure: tall hierarchical, flat and matrix hierarchical. Tall this type of structure will have more than 4 levels of structures and span of control is average of 6 people reporting. This causes a distraction in communicating because there are a few people in charge in this long stretching triangle. Bureaucracy has control in this type of organisation. Role culture is the way they work, good promotional aspects. Example of Tall Structure Flat this type of structure will have less than 4 levels and spam of control is about 25 people, usually higher. They have a good level of communication because they have only one or two people in charge that they can report to. Use power culture type of team work structure, have less promotional aspects. Wide and short triangle appears if drawn. Example of Flat Structure Matrix Matrix type of structure is when the work is spread out to other employees. They usually work in teams so their culture is task. Advantages are they can work more efficiently and focused Example of Matrix structure Project 1 Project 2 Project 3 Project 4 Project 5 Project 6 Project 7 Project 8 Employee 1 à ¢-  à ¢-  Employee 2 à ¢-  à ¢-  Employee 3 à ¢-  à ¢-  Employee 4 à ¢-  à ¢-  Network Autonomy (doctors, lawyers, dentists etc). Everyone has equal power so clash of powers and conflicts can happen. Organisational Culture Organisational culture is complex and multi-faceted. Culture is intangible and imprecise. It also changes over time. Culture encompasses standard patterns of behaviour and plays an important role in shaping our purchasing patterns. It stems from traditions, beliefs and values of the community in which people live. It is the complex of values, ideas, attitudes and other meaningful symbols that serves humans to communicate, interpret, and evaluate as members of society. There are four types of organisation culture role, power, and task and person culture. Role culture is known as a bureaucracy. In role culture job comes first so it creates a highly structured, stable company. Power culture is like the spiders web. One individual is in charge of the organisation in the centre surrounded by others involved. Task culture is job or project orientated. Individuals empowered with discretion and control over their work, is flexible and adaptable. Person culture is where the individual is the focus of the organisation. Examples are doctors , solicitors and dentists. Tesco structure Tesco structure seems to be a tall structure. There are six work levels within the organisation. This gives a clear structure for managing and controlling the organisation. Each level requires particular skills and behaviours. Work level 1 frontline jobs staff who works directly with customers doing various tasks in store, such as filling shelves with stock. They require the ability to work accurately and with enthusiasm and to interact well with others. Work level 2 lead a team of employees who deal directly with customers. They require the ability to manage resources, to set targets, to manage and motivate others. Work level 3 running and operating unit. They requires management skills, including: Planning, Target setting and Reporting Work level 4 supporting operating units and recommending strategic change. They require good knowledge of the business, the skills to analyze information and to make decisions, and the ability to lead others. Work level 5 responsible for the performance of Tesco as a whole. They require the ability to lead and direct others, and to make major decisions. Work level 6 creating the purpose, values and goals for Tesco plc. Responsibility for Tescos performance. They require a good overview of retailing, and the ability to build a vision for the future and lead the whole Organization. Marks and Spencer has a flat organisational structure. The business lost a number of layers of authority through delayering which means that employees throughout the business have more responsibility. This enables them to make quick decisions and justifying actions that have been taken. The organisational structure of MS means that most employees had to account for the decision made. Besides this, it is also necessary to make those decisions quickly since there is a lot that one single employee was expected to do. Training and development is therefore necessary to ensure that these employees. It should be noted that most of the roles taken up within MS are specialised. Therefore, employees need to be empowered by teaching them new skills in their new area or career. First of best practice requires that there should be lean organisation structures within the company in order to encourage team work. This is exactly what MS has done; it has included this as part of its strategy. Decision making is not as centralised as it used to be before thus necessitating the need for training and development. Summary Here as we can see Tesco has a tall structure and role culture is the way they work whereas MS has a flat structure and power culture team work. Both organisation structure and culture are different. Relationship between organisations structure and culture and the effects on business performance Organisations must have a formal structure in order for work to be carried out efficiently. It is necessary to divide work into groups or sections into a particular function to prevent duplication of efforts in order to maximise their limited resources. Because an organisation compromises of people there is also an informal organisation with different interlocking relationships, which gives rise to different behaviours, attitudes, individual perceptions and level of ability and aptitude. When people deliberately come together to fulfil a specific goal there are particular accepted ways to behave, speak and interact. This gives rise to organisational culture where it may be formed intentionally or unknowingly to its members by the behaviours of influential members, not necessarily personnel high up the hierarchy but by members who exercise different forms of power within the organisation. This relationship will now be individually examined in the different types of organisational stru cture associated culture and their influence on their employees resulting in their level of business performance. Business performance in a tall organisation structure can be affected by the length of time it takes for the flow of information through the levels of hierarchy making the organisation inflexible slow to adapt to the political, economic, socio-cultural, technological, environmental and legal factors. It has a narrow span of control causing tight control restricting freedom and empowerment which affects motivation. The level of motivation employees possesses affects their output affecting business performance. Employees do not have a clear idea of the big picture. Its highly bureaucratic nature influence role culture. In contrast a flat organisational structure possesses greater flexibility to the PESTLE factors due to its reduce levels of management, ensuring greater survival. The wider the span of control and greater levels of communication may encourage creativity, initiative and ability to make decisions giving the feeling of empowerment, resulting in motivated workers, which affects business performance. This is also dependent upon the individuals personalities and networking relationships within the organisation. If people refuse to work together or perceive what others say it could affect employee relations and output affecting business performance. The culture found in flat organisation structure is that of power culture. The relationship between culture and business performance depend on how strong culture firms learn from and react both their own experiences and changes in their environment. It also confirms behavioural consistency so that there is less room for debate between different groups about the organisation goals. Factors that influence individual behaviour at work The ability to learn from experience will affect individual at work, other factors that affect an individual behaviour at work including ability and aptitude, abilities are things that people can do, or are good at, and this is believed to be inherited. Aptitude is the capacity to learn and develop abilities or skill. Another factor is the individual attitude. Firstly individual to work that is their perspective on working, management, acquaintances and the organisation and the organisation and their attitude at work which is their stance or standpoint about politics, religion, education, and whether they choose to agree or disagree. Perception is the way an individual mentally sees things and this explains why people have different views because they perceive things differently. This is why communication within the organisation has to clear so that one receives the same core intent of the message. The last factor is the individual personality. Personality is the total pattern of characteristic ways of thinking; feeling and behaving that constitute the individual distinctive method of relating to the environment. Approaches to management and leadership One of the most important functions of an organisation is the management. Without this function or department there will be no rules, procedures, discipline, motivation, culture and so on. The principles of management and leadership will be divided into a number of sections to be analysed in detail. Most of these theories and styles will be related to TESCO and MARKS AND SPENCER for a wider discussion and explanation. Management Styles Managers have to perform many roles in an organisation and how they handle various situations will depend on their style of management. A management style is an overall method of leadership used by a manager. The most common style theories are grouped under the classification: autocratic style , democratic style and laissez faire style. Autocratic style is sometime known as exploitative, authoritative or military style. Autocratic style is the type of management where there is only one person in charge that has total control. Under this style of leadership all policies and decisions are laid down by the leaders. Subordinates have just to put into practice. They are not allowed to give their opinion or suggestion thus the leader is expected to do everything in terms of decision making. A democratic style of management has many advantages as it motivates employees through job satisfaction and team spirit. It makes them feel valued if they are taking part in decision-making, and this will help the organisation to achieve its objectives. There is more contact between managers and its workforce. They will be able to get to know each other and this could lead to them being able to work better together if they socialise. However, there are disadvantages to this type of management style. Consulting the workforce can be time consuming which will slow down decision-making. Laissez-faire style is a style where most of the decision and policies are decided by subordinates. Managers intervene very rarely in emergency cases. Almost everything is left upon subordinates. Every member of the organisation opinion is taken into account when making decision. Different motivational theories Motivation is a process in which people between alternative behaviour in order to achieve personal goal.Motivation is the result of an interaction between the person and a situation; it is not a personal trait. Its the process by which a persons efforts are energized, directed, and sustained towards attaining a goal. Energy: a measure of intensity or drive. Direction: toward organizational goals Persistence: exerting effort to achieve goals. Motivation works best when individual needs are compatible with organizational goals. THEORIES OF MOTIVATION There are many motivation theories that attempt to explain the nature of motivation. Some of the theories may be partially true and help to explain the behaviour of certain people at certain times. The motivational theorists focus on examining human needs considering how the needs are met and can be better met in work. It may be defined as the processes that accounts for an individuals intensity, direction and persistence of effort towards attaining a goal. Organisational behaviour (9th edition) by Stephen P Robbins pg 155 Among various behavioral theories embraced by American business are those of Frederick Herzberg and Abraham Maslow. Herzberg, a psychologist, proposed a theory about job factors that motivate employees. Maslow, a behavioral scientist and contemporary of Herzbergs, developed a theory about the rank and satisfaction of various human needs and how people pursue these needs. These theories are widely cited in the business literature. MASLOWS MOTIVATION Abraham Maslow suggested that human needs operate at a number of different levels. In fact he classified human need under five different levels namely: physiological needs, security needs. Social needs, esteem needs and self realisation/actualisation. This different of need can be presented as follows: Physiological needs: For Maslow this is the first level of needs that individuals have to satisfy because these needs are primary / basic. Physiological needs are those required to sustain life, such as: Air, Water, Food, and Sleep. Safety/Security Needs: Provided that physiological are adequately satisfied that security needs will influence on behaviour. Security needs include protection against physical and physiological harm. Such needs include the need for job security, age, industrial accidents, and illness. Many organisations try to satisfy these needs by providing a desire for steady employment, health insurance, safe neighbourhoods and shelter from the environment. Social needs: This level of needs is concerned with mans need for love, friendship; acceptance, attachments and families help fulfil this need for companionship and acceptance, as does involvement in social, community or religious groups. In organizations people tend to join different groups to satisfy their social needs. By forming groups and encouraging sufficient interaction among employees. Managers can make sure that their subordinates social needs are satisfied. Esteem needs: -. This level represents peoples higher order needs that is man needs for self respect, and recognition by others. The need for success self confidence, recognition and appreciation of achievement are all examples of esteem needs. It is this area in particular that managers can play a significant role in satisfying the needs of their employees, namely by rewarding high achievement with recognition and appreciation. Self actualisation needs: The highest of Maslows hierarchy of needs is the need for self actualisation. This represents the apex of all men needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential. Maslow describes the self actualisation needs as follows a musician must make music and at least must paint, a poet must write, if he is to be ultimately happy. The self actualisation need is the most difficult to address. In an organisation context, a manager can help by impressing and challenging job to master so that they can in their work. Criticism of Maslows theory Maslow theory is too rigid, that is it is assume all individuals have five level of need and all of them follow the same order. It is not a complete theory of motivation, because it only explains motivation of human needs. 3.7 FREDERICK HERZBERGS MOTIVATION AND HYGIENE FACTORS Frederick Herzberg examined motivation in the light of job content and contest. His dual process theory is a job enrichment theory of motivation. It describes needs in terms of satisfaction and dissatisfaction. It is a two-step process. First provide hygienes and then motivators. One time ranges from no satisfaction to satisfaction. The other time ranges from dissatisfaction to no dissatisfaction. (Buelens M., Broeck H., Vanderheyden K., Kreitner R. Kinicki A., 2006, p: 186). Therefore, Herzbergs theory is also known as two-factor motivation theory. Hygiene factors According to Herzberg hygiene are those which do not lead to motivation but these factors prevent de-motivation. At a more simple level firm managers should make sure that the employees have the necessary hygiene factors so that there wont be any dissatisfaction at work resulting to a decrease in motivation. His study reveals the following as hygiene factors: Company policy and administration Supervision Relation with supervisor Working conditions Salary Personal life Relation with subordinates Status Security Motivators According to Herzberg motivators are those factors which lead to satisfaction and hence can motivate employees at work. When employees are deprived of these factors there will be dissatisfaction leading to reduction to motivation. However if employees are provided with these factors, they will surely be motivated. The main motivators are Achievement Recognition The work itself Responsibility Advancement Growth Criticism of Herzberg theory The conclusion about factors that caused unhappiness and motivators are not totally acceptable. According to critics the difference in sources of satisfaction and dissatisfaction are the result of intrinsic defence mechanism. People are inclined to seek their own achievements and to ascribe their dissatisfaction more to obstacle on the part of management. Relationship between motivational theories and the practice of management Maslow theory does not fully explain motivation his hierarchy of needs is generally accepted and applied in practice mainly for the following reasons: The hierarchy is easy to understand and make sense. The theory highlights important category of needs. The distinction is made between higher and lower needs. The importance of personal growth and self-actualisation in the work context is impressing upon managers. In most countries organisation are extremely successful in satisfying employer lower order needs. Physiological are satisfied by paying salary and providing fringe benefit, social needs are satisfied by allowing employees to interact and associate with one another. Esteem needs is of giving responsibility a title that commands respect, meaningful work, activities, recognition at high achievement.

The Visitor Motivations To Attend Events Tourism Essay

The Visitor Motivations To Attend Events Tourism Essay Motivation or the drive to attend events can be of generic nature. Benefits associated with it also plays a motivational role. Leisure and travel especially having quality time with family and friends in addition to enjoy that sense of belonging give reason to attend events. Events pull people from all corners, socializing can be one of the many interest which drives oneself to attend events. The sole purpose of creating events by social and cultural group is socializing. Planned events definitely facilitate socializing, i.e. people coming together and interacting. People attend events for generic personal benefits such as entertainment and simple diversion (we can call this escapism) and having fun. Generic Experiences are those which can occur at any event. These experiences depend more on an individuals state of mind and particular circumstances rather than with the event theme, programme or setting. There are some ambiguous and generic reasons to attend events like entertaining, a reaction to something or ones point of view. . The event might be solemn and sacred. Sports event can attract fun loving visitors. Any enjoyable, stimulating or relaxing event draws people towards it. (Donald Getz, p. 182). There are some specific event experiences which are considered motivational. These events are planned events. People seeking knowledge, with a learning objective welcomes a cultural event. They are able to know something new and appreciable about the culture. Engage emotionally and cognitively with places, people and their lifestyle, historical aspect, cultural performances, food and beverages, art and architecture of that place . Simply sightseeing, enjoying, entertaining or spectacle, does not constitute a cultural experience. Belonging and sharing among a social group, community or nation are reflected in celebration. Values come to the forefront. In many cultural events community itself is the theme of celebration. Cultural events are concerned with genuineness in experiential terms. For a joyous experience being one of the motivational factor, festival and carnivals are attended by visitors. These festivals and carnivals depict a wide range of themes. These festivals can be sacr ed and religious. The carnivals associated with wild and boisterous merry making. The festivals may embody rituals. These festivals and carnivals entertain the attendants, provide a party atmosphere, these seem to be the drive which attract the visitors. The entire experience is dependent on the visitors involvement, their thinking, their approach (Donald Getz, p. 183). The developed souls are drawn towards spiritualism and religion. Any event associated with spiritualism and religion motivates them to attend. Events associated with transcend, to discover self, rapture, ecstasy, revelation with intense religious or spiritual experiences are more than enough to motivate these souls to attend the spiritual and religious events. There are significant differences between being religious and being spiritual. Spiritual refers to personal belief, a search for meaning in ones life, and so any tourist could have a spiritual experience in a sacred place or alongside religious pilgrims. (Timothy and Olsen , 2006, p 271) There are possibilities for spiritual experiences being incorporated into, or modifying mans common forms of tourism, from nature tours to attending farm shows and harvest festivals, food and wine tastings to spa visits. While often associated with visits to sacred places, spiritual experiences are also realized through meditation, exploring and performing rituals. In this sense the search for meaning in life can propel, almost invisibly, many leisure and travel activities or events. (Reisinger, 2006) A rite of passage and a transforming experience, the pilgrimage a special event in a persons life. A quest, a journey and an experience of a sacred place acts as motivational factors for this type of event. A pilgrimage is conceptualized as a special event in a persons life. There are well defined events for religious pilgrimage. The main motive of this event is to purify, repent, sacrifice and praise. In some cases it gains special status, making it a transforming process, at least in symbolic terms for e.g. on completion of the Hajj, one becomes Hajji. (Donald Getz, p. 184). Many tourism scholars now speak of secular pilgrimages or secular events , such as a golfers pilgrimage to St Andrews in Scotland (the generally recognized birthplace of the game) or a wine lovers pilgrimage to the regions in which favourite wines are produced. Gammon (2004) wrote (p. 40): pilgrimage.., will include a journey of some kind to a place (or places) which holds personal and/or collective meaning to the pilgrim The experience might provoke awe and wonderment, whether at a sport shrine or a holy event. (Donald Getz, p. 185) Within special interest groups, or sub-cultures, certain events have prestige and become must-see, must-do icons. For example, marathon runners strive to qualify for the Boston Marathon, making participation in that event almost like a pilgrimage. Does this apply to music concerts or other types of events? Could consumer researchers identify an evoked set of events that people just have to attend because of their symbolic value? (Donald Getz, p. 185) Many political and state events have a high degree of formality, pomp and ceremony attached to them. Terms like stately. regal or dignified might be used to describe the mood. Attendance to these events is to protest, participate or report on depending on what access the visitor have to the VIPs, and how they interact with security. For the politicians in attendance there should be dialogue, negotiation and public displays of diplomacy. (Donald Getz, p. 185) By labelling entertainment an industry, society has created a social construct that depicts many forms of planned events (especially concerts, award shows and sports. but even festivals and art exhibitions) as entertainment. Events, for many, have become legitimate outlets for consumerism where time is spent and money oblivious to, or unwanting of, any deeper experience or meaning than short-lived amusement. This, of course, is a dangerous thing for anyone concerned about the arts, cultural authenticity or social values. (Donald Getz, p. 185) Aesthetic judgement concerns art but is value laden and relative. What one person finds attractive, another might describe as boring or disgusting. An aesthetic experience, however, is one in which we find something to be pleasing to us. It can be the aesthetic appreciation of paintings, food, fashion or music. Designers take note: aesthetic experiences are valued, and they motivate a great deal of travel and consumption. (Donald Getz, p. 185) Authenticity is widely considered by academic scholars to be a crucial factor in visitors motivation to attend any event. In the heritage event, arena authenticity is a widely used marketing tool. If an event is authentic, then the attendee gains both in self-fulfillment because it is perceived to be a more valuable experience but also because it provides greater status and prestige to them when discussing the visit with friends. However, it is important to remember that the degree of authenticity ascribed to the event is often different to different people. A visitors perception of authenticity depends. however, upon their own understanding of culture and appreciation of art forms, such as dance or music, as well as their taste and educational level. It is also affected by external factors such as overcrowding, weather and traffic on the journey there. Similarly to motivation, each individuals perception of authenticity will be different. Visitors accept, and even expect, a certain level of staging and inauthenticitv in events, which do not necessarily detract from the value of that experience, but are seen as intrinsic. Authenticity can be existential, in visitors minds rather than an actual reality. (Peter Robinson, Debra Wale, Geoff Dickson, 2010). In case of Food Events, Festivals, etc the main motivation at the enterprise level is to create relationships with customers and consumers. The opportunity for face-to-face contact can lead to positive relationships with consumers which may lead to both direct sales and indirect sales through positive word of mouth; increasing margins through direct sales to consumer because of the absence of many distribution and intermediary costs; increasing consumer exposure to products and increasing opportunities to sample products rather than through normal retail outlets; building brand and product awareness and loyalty through establishing links between producer and consumer; providing an additional sales outlet. For smaller producers who cannot guarantee volume or consistency of supply, direct sales via event is the only feasible sales outlet; providing marketing intelligence on products and customers. Producers can gain instant and valuable feedback on the consumer reaction to their existi ng products. and are able to trial new additions to their product range; and providing opportunities to educate customers. Visits to events can help create awareness and appreciation of specific types of foods and food as a whole, the knowledge and interest generated by this can be expected to result in increased consumption and purchase. (Telfer and Wall, 1996; Hall and Mitchell, 2001, 2008; Hall et al., 2003) Wine festival visitors are not alike in terms of their needs, wants, and personal characteristics. They should not be considered as being a homogenous group. It is important for festival organizers and wine marketers to recognize these different groups in order to implement appropriate promotional strategies. (C. Michael Hall, Liz Sharples) The single event case study is dominant within empirical work. Li and Petrick (2006) suggest that a majority of the studies pertaining to festival and event motivation have employed travel motivation frameworks which have been theoretically based on the escape-seeking dichotomy and push-pull model. Event attendance motives are multiple, and include cultural exploration, family togetherness, recovery of equilibrium, novelty. external group socialisation, known group socialisation, gregariousness and festival participation and learning.(Janet Cochrane, 2008, p. 236) In addition to the above and taking into consideration the characteristics of the Ulaanhaatar Naadam as a key sporting event, the growing body of literature on motivation for attending sporting competitions should also be acknowledged. Kim and Chalip (2004). in particular. have cast some light on motivations associated with fan interest (identifying with specific competitors) and the aesthetic appreciation. .(Janet Cochrane, 2008, p. 236) Although the practice of marketing is often reduced to, or confused with advertising and sales, it is best described as the management of the interface or exchange relationships between an organization and its stakeholders, in pursuit of achieving the organizations goals. Communications are a key element in this ongoing process. Marketing requires research to gain understanding of customers and other stakeholders needs, motives and choices, the effectiveness of communications, and the influences of price and supply. Its theoretical foundations lie mainly in psychology and economics. Customers are not the only group that requires relationship management that task starts internally with staff and volunteers and extends externally through facilitators and regulators. Events marketing is dependant on the visitors motives to attend the event. (Donald Getz, p. 278) Worldwide interest, increasing globalization, a growing television audience and exposure to the World Wide Web have led to increased interest in events as a reflection of contemporary culture. In some extreme instances, sporting events can stop the nation arid the world. This is certainly the case with some athletic events in the Summer Olympics. Two billion viewers watched Pope John Paul IIs funeral. The execution of this event was doubtlessly planned in infinite detail an extraordinary ceremony attended by the worlds leaders and watched worldwide. (Merilynn Van Der Wagen, 2007, p. 8) Competitive environment, countries and cities involved in bid processes demonstrate the competitive nature of event procurement. Many conferences and exhibitions attract thousands of visitors and their expenditure is generally much higher than the average international visitor, All over the world in China, in particular there are initiative5 to build bigger and better convention facilities in order to attract this lucrative segment. (Merilynn Van Der Wagen, 2007, p. 8) Economic and tourism impact, business, cultural and sporting events also contribute significantly to the economic and tourism impact on cities and even countries. Many cities and suburbs are branded by their hallmark events, including Edinburgh. Monaco, Rio, Calgary and Chelsea. Taken into account here is the direct expenditure of visitors and event organizers as well as the indirect (or flow on) economic effect on the wider community. (Merilynn Van Der Wagen, 2007, p. 8) Authentic or imaginative event products, consumers look for a point of difference and, in particular, authenticity when visiting an event as a tourist. Where leisure options are a dime a dozen, an event needs to provide the motivation to attend. In the case of annual events, the visitor needs a reason to return. WOMAD is an example of a popular and enduring event, held in several cities. WOMAD stands for World of Music, Arts and Dance, expressing the central aim of the WOMAD festival, which is to bring together and to celebrate many forms of music, arts and dance drawn from countries and cultures all over the world. The organizers say they aim to excite, to inform, and to create awareness of the worth and potential of a multicultural society. (Merilynn Van Der Wagen, 2007, p. 8) There is an old adage that Nothing happens until somebody sells something-an observation offered by Red Motley, the original editor of Parade magazine, the Sunday supplement to the Washington Post. Nowhere is this truer than in the conference and event industry. The marketing process must begin at the outset of the planning process, during the setting of the goals and objectives of the event itself. Marketing must both reflect and drive those objectives. It must also integrate the objectives into one goal and enlist people into action toward the fulfillment of that goal. (Leonard H. Hoyle, p xvii) For example. an educational conference essentially has one goal: to educate participants. The marketing approach should emphasize the unique educational programs that this event will offer the attendee. Many vague promotions begin with You Are Invited to Attend. . . or something limpid such as Join Us for the 20th Annual Conference. These are far less comuelling uitchcs than those that proclaim: Learn How to Increase Your Profits or Ensure That Your Business Can Survive in the New Millennium. (Leonard H. Hoyle, p xvii) A conference might be designed to focus on a number of objectives such as, for example, education, entertainment, and changing the future governance of the organization. If this is our hypothetical event, marketing should drive all of those objectives. As an example. print promotion should proclaim that when you attend this event, you will learn Techniques for Success, revel in The Greatest Celebration of the Decade, and discover how to Position Our Association to Succeed in the Now Millennium. (Leonard H. Hoyle, p xvii) The essential point is that the marketing must begin when the planning process is launched. Only then can it serve as the greatest integral asset to drive attendance, profits. and repeat business at the next event. (Leonard H. Hoyle, p xvii) Marketing should integrate all of the management decisions so that they focus on the goals and objectives of the event as well as those of the sponsoring organization itself. (Leonard H. Hoyle, p xvii) History is rich with examples of creative geniuses who have dreamed beyond the borders of the conventional in order to develop awareness and increase sales for their events. they all shared a commonality of purpose. namely, the three Es of Event Marketing: Entertainment,Excitement, Enterprise. (Leonard H. Hoyle, pp 1-2) Whether you are marketing a complete convention or a standalone awards banquet. all three of these elements are critical to the continuing success of any event. Entertainment, for example, is available everywhere in our society. Years ago, people had to make a special effort to leave their homes to attend the theater or a sporting event to enjoy entertainment. They are now saturated with convenient home entertainment options on television, CDs and DVDs, computers. and videos. Key to your marketing success is the need to provide entertainment that will once again compel your audience to leave home to experience something they will not find there, because what you are offering is different, unique. and designed just for them. (Leonard H. Hoyle, p. 2) Excitement may seem intangible, but it is real. It is key to making an event memorable. Excitement may be generated by entertainment that blows the doors off the place: the great band, the dazzling magician, the fabulous party staged in the atrium lobby of a resort hotel. Bitt entertainment may have nothing to do with the excitement promised by an event marketer. Many marketers miss the opportunity to promise excitement in other critical features of their meeting and other events. (Leonard H. Hoyle, p. 2) Excitement can be part of a tribute to an industry leader, a new corporate logo introduced at a sales conference, or a celebration of an associations anniversary. The point is that it should always be considered as part of an effective marketing plan. (Leonard H. Hoyle, p. 2) For example, the greatest excitement for an attendee may be the eye-opening revelations of that special educational program that advances knowledge and career opportunities and changes lives forever. Or it may be the impact of that keynote speaker whose motivational message will become a lasting asset, and cherished memory, for the listener. The lesson? In whatever you market. incorporate excitement as pad of the promise. And then make sure it is delivered. (Leonard H. Hoyle, p. 2) Enterprise is defined in Websters Unabridged Dictionary as, among other things. a readiness to take risks. (Leonard H. Hoyle, p. 2) The natural inclination of people to experience something new, to be among the first to be able to describe those experiences to their friends, and to become part of the inner sanctum of the new enterprise. They wanted to blow the doors off the place and dared to ask the impertinent questions. (Leonard H. Hoyle, p. 3)

Ugliness and Beauty in Alice Walkers Color Purple Essay -- Color Purp

Ugliness and Beauty in Walker's The Color Purple  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚   When I finished The Color Purple, I cried. I was deeply touched by the story and all of the issues that it addressed. One interrelated theme that reiterates throughout the novel is that of ugliness and beauty. Celie represents ugliness, and Shug Avery illustrates beauty. The most prominent way that the struggle between ugliness and beauty presents itself in the novel is through Albert, Celie's forced husband, and Shug's long-time lover.    The characters of Celie and Shug are compared and contrasted throughout the novel, and the reason why Albert, for the majority of the novel, treats the two of them so differently is because of the way they look. Albert not only hates, but beats Celie because she is ugly and she is not Shug. "He beat me [Celie] when you not here, I say. Who do, she [Shug] say, Albert? Mr. _____, I say. . . . What he beat you for? she ast. For being me and not you" (79). Albert loves Shug because she is beautiful. In addition, Alice Walker "views Albert's love of Shug, in spite of her color and his father's protestations, as a sign of psychic health and, more specifically, a sign of self-love" (Winchell 98). However, this "self-love" that Albert supposedly possesses is only extended to Shug, not to Celie. This is because Shug is the epitome of society's patriarchal definition of a feminine woman. She has perfect flawless skin, hair that is never out of place, a voluptuous and sensuous (non-fat) body, a nd the fashionable clothes and accessories of a model. On first meeting Shug Celie describes, "and she dress to kill. She got on a red wool dress and chestful of black beads. A shiny black hat with what look like chickinhawk feathers curve down... ...Louis Gates, Jr. and K. A. Appiah. New York: Amistad Press, Inc., 1993. Johnson, Yvonne. The Voices of African American Women. New York: Peter Lang Publishing, Inc., 1998. Smith, Pamela A. "Green Lap, Brown Embrace, Blue Body: The Ecospirituality of Alice Walker." April Cross Currents 2000 (1999): 18 p. Online. Internet. 30 Nov. 1999. Available: http://www.aril.org.smith2.htm. Walker, Alice. The Color Purple. New York: Pocket Books, 1982. Walker, Alice. "A South Without Myths." Sojourners Magazine Online (Dec. 1994 - Jan. 1995): 2 p. Online. Internet. 30 Nov. 1999. Available: http://www.sojourners.com/soj9412/ 941213.html. Waxman, Barbara Frey. "Dancing out of form, dancing into self: genre and metaphor in Marshall, Shange, and Walker." Melus 19.3 (Fall 1994): 1-16. Winchell, Donna Haisty. Alice Walker. New York: Twayne Publishers, 1992.

Power Play in Samuel Beckett’s Endgame Essay -- Samuel Beckett Endgame

Power Play in Samuel Beckett’s Endgame In a shelter devoid of sunlight and laughter, the family in Samuel Beckett’s Endgame all struggle to find their niches within their world. Central to the play physically and emotionally, Hamm has the ability to make the others revolve around him. Clov, physically the healthiest in the family, has a power that even Hamm could not define until very late in the play. Nagg and Nell, the elderly parents of Hamm, hold the power of memories. Although some characters may appear weaker than the others at times, Hamm, Clov, Nagg and Nell all hold a source of power, resulting in a weak type of mutualism in the family dynamics. Hamm is blind and unable to stand. However, sitting in a chair at the centre of the room, he is the axis of power in the family. Hamm repeatedly says, â€Å"Outside of here it’s death† (2475) and, according to Clov’s observations, the world outside has indeed been forsaken by nature and is awash in desolation. Therefore, as the owner of the shelter, Hamm has the power to protect Clov, Nagg, and Nell. Hamm makes the house rules even though he does not have the physical ability to enforce the rules: â€Å"I’ll give you just enough to keep you from dying. You’ll be hungry all the time† (2474). There is nowhere else to go, so in order to survive, everyone abides by Hamm’s commands. Clov humours Hamm, because it is Hamm who took him into the shelter when Clov was a child. With a paternal power over Clov, Hamm has the power to make Clov suffer. He controls Clov like a puppeteer, telling the latter to withdraw or to go close to him. Using Clov as a physical extension of himself, Hamm is able to â€Å"bottle† his father Nagg when the latter complains he is unable to eat the hard bisc... ...dysfunctional family, amidst their painful existence, manages balance their powers and to mutually co-exist. Words have much power, and Hamm retains his grip on his family by his commands. However, Clov – Hamm’s eyes and limbs – has power that matches Hamm’s, because if Clov leaves, no one will be able to physically support them. Nagg and Nell have the power of words and memories, as well as that of listening skills. They are the perfect audience for Hamm, who feels that dialogue is his main reason for living. Without them, Hamm will have no more reasons to continue living. Precariously balanced, the power play in Beckett’s play is like that of its title: an endgame fraught with dangers and overshadowed with doom. Works Cited Beckett, Samuel. Endgame. 1958. Norton Anthology of English Literature. 7th ed. 2 vols. New York: Norton, 2000, 2: 2472-2500.