External and Internal Factors Free Essays

Management is a universal concept because its principles and techniques are used all over the world, irrespective of their level of development. The basic objective of the management is the progress of people and not the direction of things. The conservative explanation of management is obtaining work done through its people, but the factual management refers to the development of people through work. We will write a custom essay sample on External and Internal Factors or any similar topic only for you Order Now The management should make the difficulties interesting and their solutions productive for the team members so that everyone can deal with these situations. Management has to provide effective leadership, promote team spirit, set in motion bilateral and multi-lateral channels of communication and enroll the participation of its people, commitment and contribution through an appropriate system of financial and non-financial incentives. Functions of Management The four basic functions of management are planning, organizing, leading, and controlling. The internal or external factors of an organization influence the ongoing process of an organization. They create an impact on the above-mentioned functions of the management. An impact of these internal and external factors will help in modifying the organization culture. Planning refers to designing policies and procedures to build up production or service capabilities, or to diversify its business and extend its existing capacities. Organizing refers to as the management of resources – material and immaterial. Once a plan is made, it comes to the implementation phase. Further it moves toward the leading phase. To have a desired result, creative strategy is appropriately monitored and evaluated. Globalization The combination of national economies into an international economy through various deals between the different countries along with the foreign direct investment all refers to globalization. Proper planning and organizing have to be done while planning for globalization. It involves various material and immaterial resources to be used in exchange of the interrelated processes between the borders. To understand the impact of internal and external factors, the example of ATT is taken. American Telephone and Telegraph Company (ATT) is the largest fixed telephone company in the United States. The American Bell Telephone Company established ATT in 1885. According to ATT (2007), â€Å"Today’s companies are realizing that growth abroad must be supported by corresponding IT investments† (Convergence as a global competitive driver, Para. 13). When globalization is in play, ATT uses platforms as a planning key because organizations are seeking to maximize their voice and investments; trying to reduce their communication costs. ATT will stay organized by integrating multiple communication channels and increasing the richness of communications to the people who need it. Integrating the companies, which are working with ATT, will be able to arrive at decisions in shorter time and enhance their workflow. In leading in globalization, ATT has experts who have in-depth consultancy and experience to relate technology to business quickly; this leading will keep ATT in control by forming tighter lines with their customers, partners, and vendors. ATT can delegate globalization responsibilities by using services they provide and distribute it through there strategists, engineers, and specialists who can help achieve their goals in globalization. Technology One of the most revolutionary technological advances of the time is the Internet. Our corporate and personal culture quickly became dependent on this technology and has influenced every other aspect of lives, but eve n more so for ATT. Cell phone companies are racing to keep up with the growing demand from business and individual customers who want, and need, to be connected continuously. When a new technology or an up-graded version is adopted in an organization, it affects the existing planning. The new modifications have to be done so that the new technology adopted fits in and is aligned with the organization. To carry out for each of the norms of the company and to be periodically evaluated needs to be done properly. ATT has remained on the border of technology, because of its inception in 1877 as The Bell Telephone Company, the predecessor of ATT (ATT, 2010). Today, these new technologies vary from IP network management to automatic speech recognition and next- generation text-to-speech products. To maintain this impressive record of innovation, takes thorough planning, and vision. ATT is equally committed to the bond they the share with one another and their customers; their focus on technology leadership and innovation; and a culture of commitment (ATT, 2010). These high-tech gadgets have made it possible for professionals to stay connected to work anytime, anywhere via cell phone, personal digital assistants, smart phones, and laptops. However, â€Å"using technology effectively is more than a matter of learning new skills; it also involves making judgments about when and where to apply the technology for maximum benefit† (Bateman Snell, 2009, Para. One p. 9) Innovation  Innovative systems and processes need proper planning and organizing. The requirements of the innovative system should be properly managed and taken into consideration. Also new creative ideas should be developed in the organization and properly monitored so as to create liveliness in the organization and avoid monotony in the system. The four factors of management extensively come in to play when concerning innovation. When ATT has a new product is being advertised there are many procedures that need to be done. First, planning on how they are going to advertise the new product can truly make or break the sales of the device. When planning a big sale, the company needs to organize how they will handle all the extra people coming in. They may need to have more people on staff and organize how they will all the extra products until they have sold them. They also need to know how to keep all the plans for the sale organized to make sure everything is done for the sale. Innovation is not new for AT; new products and new service plans seem to come out all the time. A good manager needs to lead and control the situation and store when the business has large sales of new items. A good way that they can do this is to delegate some of the work to other employees. If the managers have the employees do tasks that they can handle it will make everything run more smoothly. Making sure that everything is ready for the sale of a new product is the manager’s job and by delegating work to others helps in making sure that everything needs to be finished in a timely manner. This is when leadership and control come in handy. Managers need to have positive leadership with their employees and control to make sure everything is done correctly. Diversity  One of the primary internal factors from the four functions of management at ATT is the diverse demographics of its workforce. Demographics are defined as â€Å"measures of various characteristics of people who make up groups or other social units† (Bateman Snell, 2009, Para. Three p. 56). Demographic classification categories include characteristics such as age, race, religion, gender, family size, national origin, sexual preference, income, education, and geographic location. ATT executive acknowledge that the diversity of its workforce better enables them to meet the demands of its diverse customer base. In support of this philosophy ATT has planned for workforce inclusion, community involvement, multicultural marketing, and supplier diversity (ATT, 2010). To build a dynamic organization, ATT invested 244 million in training programs and 1. 2 million in health care and retirement benefits. ATT also supports workers union affiliations, providing avenues for workers to negotiate fair wages and benefits and actively participate collectively in negotiations (ATT, 2010). Management is proud to lead a diverse workforce, of whom 41% is female and 38% is of ethnic origin. Reward systems are performance-based and employees are provided with opportunities to develop their professional careers through initiatives such as Talent Development Program and Accelerated Development Program. ATT management recognizes that talented and dedicated employees can be inspired to achieve team and organizational goals (ATT, 2010). Control of the management functions are exercised by carefully monitoring performance and implementing changes when necessary. For example, ATT requires, and assists diverse suppliers to include global strategies, such as supporting minority, women, and disabled veterans business enterprises. Ethics Ethical dilemmas are very common these days. The management needs to take proper tools to plan and control it. The manager should possess the delegation skills that mean that he should be acquainted with the ability to get the work done by using the skills, abilities, and time of the other people. It has been quoted that â€Å"effective delegation is a vital survival skill for supervisors and managers† (Effective Delegation Skill, 2002). Managers can use delegation skills for enhancing productivity, imparting training, reducing workloads, etc. The impact of globalization requires the approval of the top management. At this level, there is a huge possibility of taking a firm decision. The guidance of state or local federal agencies is also required. When organizing, the basic tasks of the managers are to manage the planning and the monitoring phase in a way to obtain the set goals. Managers in the innovation phase can take decisions related with the new up-gradations and technologies to be used. The managers at the top level should keep a proper check on each level of the management. Every phase should be properly managed and an effective decision has to be taken at each level. References http://www.time-management-guide.com/delegation-skill.html How to cite External and Internal Factors, Essay examples

Space Propulsion Essay Example For Students

Space Propulsion Essay The following is a research project on Space Vehicle Propulsion. It shallconsist of four sections, each discussing specific topics. Section One lays outthe basic ideas of rocketry. Section Two compares Rocket Propulsion Systems, andshows the basis for the comparison. It also shows how each specific RocketSystem works and Section Three gives a description of how Space Propulsion hasevolved and contains a conclusion. SECTION 1 The Basics Section One is a briefdescription of the basic properties of Rocket Systems. It defines the key termsand shows how a basic rocket works. It also shows the State if The Art. I havechosen to do my project on space vehicle propulsion. Basically, this means thatmy research shall be based primarily on rocketry. Rocketry is a way ofpropulsion that has developed in numerous ways since it was first used to propelfireworks in the 16th century. It has emerged into an extremely complicatedscience that few actually understand. Most space rocketry in America is use d inNASA (National Aeronautics and Space Association) space projects. NASA, agovernment association that focuses on space exploration, is the main user ofrocket technology. It is used mostly to power their satellites and shuttles intospace. Pushing an object that weighs as much as a space shuttle does directlyvertical until escaping the Earths atmosphere requires a tremendous amount ofpower. This is why NASA uses rockets. Rockets are essentially the most powerfulforms of propulsion there is today. Space Vehicle Propulsion is based rocketengines. The basic principle of rocket engine is that when fuel is burned in theengine, the reaction mass is expelled at high speeds. As a result of Newtonslaw of action and reaction this pushes the vehicle in the opposite direction ofthe one in which the reaction mass is moving. Thrust is the force that theengine exerts on all space behind it in order to push the vehicle forward. Efficiency is the way that the quality of rocket engines is measured by. It ismeasured by the time it takes for one kilogram of propellant to create onekilogram of thrust. The goal of my research is to find out what makes theseengines more efficient. In rocketry, the state of the art is extremely hard todefine, since there are so many different forms of rocketry ranging from liquidpropellant rockets to fireworks. The state of the art though is probably nuclearpowered rockets. It is much more efficient because it does not use chemicalcombustion like most rockets do. Instead NFRRs (Nuclear Fission Reactor Rockets)heat hydrogen in a fission reactor which expels the propellant at blisteringspeeds. Much research is being done with NFRRs. They are still highlyexperimental because of the dangers that could be associated with them. TheNERVA (Nuclear Engine for Rocket Vehicle Application) was one of the mostextensive NFRR research projects, however it failed because of the inabilityfigure out an approach to putting the research into a developmental stage. SECTION 2 Specific Rocket Propulsion Systems Section One has laid the foundationfor further research in the are of rocketry. Section two shall discussproperties of efficiency in more depth, it shall lay out the types of rockets inexistence now. It shall also show which type of rocket is the most efficient. After this section, the next one shall describe how the reasons for thesespecific rockets efficiency and depending on the outcome of that report, thetopic of the fourth shall be decided. EFFICIENCY Efficiency is the mostimportant part of my research as yet. Since the object of my research is to findout which type of rockets are the most efficient and why, the reader of thispaper must have a basic understanding of efficiency. Once this is established,new definitions will come into play, all of these shall be crucial in theunderstanding of the paper. Terms Needed To Understand Efficiency G- a unit ofacceleration equal to 9.8 meters/second/second (accelerating at a pace of 9.8meters per second every second) Specific Impulse (Isp)- A measurement inseconds of efficiency. Properties of Efficiency Efficiency is the most accurateindicator of rockets performance. As stated in the aforementioned definitions,specific impulse is the basic unit of measurement of rocket efficiency. Isp isfound by dividing the exhaust velocity by g (definition also mentioned above). Since velocity is measured in m/s (meters per second) and each g is equal to 9.8m/s/s (meters per second every second), the terms cancel to leave just a unit inseconds. The resulting figure, is the duration of time for which one kilogram ofpropellant can produce one kilogram of thrust. Thus, a higher number representsa better, and more efficient rocket. To give the reader an idea of the averageIsp of several type of rockets, I have listed some average figures forefficiency of certain types of rockets below. Average Efficiencies of CertainRockets Next, I have listed the Isp values for some basic types of rockets. After that I shall explain some of the most well known types of rockets. BasicRocket Types An RPS (rocket propulsion system) is a powerplant that pushes avehicle forward by ejecting matter that is stored within the vehicle. Thismatter is called propellant. The propellant is the most crucial part of moving avehicle through space. Their energy source, the vehicles they are used on, andthe type of propellant classify the specific types of systems. Liquid PropellantRockets All LPRs (Liquid Propelled Rockets) contain the same basic devices. Thenext paragraph shall discuss these functions and examine their purpose. Thefirst such device is the thrust chamber. The thrust chamber contains aninjector, a combustion chamber and a nozzle. The thrust chamber is the placewhere the propellants are injected, atomized, then mixed and finally burned toform reaction products in the form of gas. Next, the products are acceleratedand ejected at extremely high velocities to create thrust. The injector is a series of pipes that allow the liquid propellant to move into the combustionchamber chamber to be made into thrust while atomizing and mixing them. Theexhaust nozzle is the last step in the releasing of thrust. It allows the hotgas to expand and then accelerates them to supersonic velocities. On somevehicles, the nozzle acts as a steering mechanism by placing it on an electronicaxis for which it can be turned by an automated steering wheel. There are twomajor types of feed systems used by LPRs; one uses pumps to move propellants tocombustion chambers; the other, uses high pressure to expel propellants fromtheir tanks. On most space vehicles the engines are mounted in pairs at theperimeter of the craft. Normally to opposite facing thrust chambers arecontrolled automatedly to turn the ship. Generally, a minimum of 12 thrustchambers is required for turning. Solid Propellant Rockets Solid PropellantRockets (SPRs) contains a huge number of types of engines. The propellant thatis to be bu rned is held in the combustion chamber. The propellant charge (grain)contains chemical elements for complete burning. When it is ignited, it burns onall its exposed sides. If the design of the grain is changed, then less can beexposed; the less exposed, the less fuel burned. The average burning rate isaround 1.8 cc per second. The rate normally depends on the propellantingredients. The more chamber pressure, the more propellant burnt. The way tomake an efficient SPR is to pack as much solid propellant into a chamber volumeas possible. Theoretically, it would be ideal to burn the propellant like acigar, from one end to the other. For this reason, scientists created anend-burning grain, which has proved extremely successful. Electric Rockets Thereare three types of electric propulsion systems (EPS); the three includeelectromagnetic, electrothermal and electrostatic. They are, in some ways more arocket of the future then one of the present, somewhat like the NERVA project(see next sect ion). In the electrothermal system the propellant is heated orvaporized electric heaters. The hot gas is then expanded through a nozzle theway it is in a chemical rocket. In an electrostatic system, interactingelectrostatic fields and small charged particles such as colloidal particlesachieve acceleration. In an electromagnetic rocket, acceleration is achieved byplacing propellant plasma (a high temperature, electrically natural gas thatcontains electrons, ions and neutral molecular species) in an electromagneticfield thus causing a reaction that releases thrust. Nuclear Rockets Unlike theaforementioned rockets, nuclear rockets do not generate its power throughchemical combustion. The way its power is formed, is through nuclear fission. Itheats a propellant like hydrogen in a fission reactor and the explosion expelsthe propellant at amazing speeds, which exceed twice what any other rocket canproduce. Its efficiency rating is around 850, as compared to the 450 of the nextbest type, t he cryogenic rocket. Unfortunately due to the extreme dangers ofnuclear fission inside a shuttle, the main project for researching the nuclearrockets, NERVA, was scrubbed. Most likely, in the future, scientists will devisea plan to minimize the risks, whereupon research will begin again. SECTION 3 AHistory INTRODUCTION The third section of this report shall begin by indicatingthe steps in which rocketry was created, as to allow the reader of this paper tobetter understand the way rockets work. It shall show the works of Tsiolkovsky,Goddard, Oberth and a few others. The report shall then end in a detailedconclusion. The conclusion will be based on the summary and discuss all that hasbeen written. It shall end in giving opinions as to the future uses of thespecific areas found in the research. Development of Modern Rocketry EARLYHISTORY In around 1232 AD, in China, rockets were created. During the war withthe Mongols, the Chinese would strap an early form of gunpowder to the shaft ofa n arrow. This made them fly longer and faster than any of the regular arrowsthat the Mongols used. About ten years later, in Europe, another major discoverywas made. An Englishman, Robert Bacon, created a more practical formula forgunpowder. He did this by mixing 41.2 parts saltpeter, 29.4 parts charcoal and29.4 parts sulfur. He was able to distill saltpeter, which produces oxygen, toallow the rocket to burn faster. In the 18th century, the British encounterencountered rocket warfare with India. The Indians probably learned the secretof rocket treat from Arab traders in the 17th century. The Indians, who were ledby Hyder Ali, gave thousands of men the task of throwing rockets. The rocketswere first thrown, then propelled itself. They attached an eight foot longbamboo stalk to six pound iron tube filled with fuse and powder. The rocketswere able to fly up to 1.5 miles. Modern Discoveries Tsiolkovsky Tsiolkovsky, aRussian teacher, established that a rocket would work in the vacuum of space, in1883. In 1903, he wrote a book explaining how space travel was possible, usingliquid propelled rockets. He created drawings of possible space ships propelledby either liquid oxygen and liquid hydrogen or liquid oxygen and kerosene. Thesketches also show valves to transport the liquid propellant into a combustionchamber and showed how vanes could be created in the exhaust for steering. Healso illustrated the crew lying on their backs in a pressurized cabin in orderto withstand the pressure of such high speeds. Tsiolkovsky also thought ofrocket staging. Rocket staging is a series of rockets that fire one after theother. When one finishes and the other fires, the useless rocket is jettisoned. Data Compression EssayHe thought this was the only way to put heavy objects such as satellites intospace. Goddard Although Tsiolkovsky thought up the ideas of advanced rocketry,still more had to be considered, and it had to become reality. The next pioneer,was the father of American rocketry, Robert Goddard. He first, created a bazookatype rocket. The bazooka was fairly large solid-propellant rocket. In 1919, hewrote a text called A Method of Reaching Extreme Altitudes. Two years later, hebagan to experiment with the liquid fuels that Tsiolkovsky. In 1926, Goddardfinally launched the first liquid propelled rocket. It was fueled by gasolineand liquid oxygen. It rose to a height of 41 feet and traveled at 60 miles perhour. It only traveled 56 meters but it set the foundation for the future ofrocketry. In May 1935, he released a rocket that featured gyro controlledexhaust vanes which pushed it to travel 1.5 miles above the ground at a totallyunprecedented 700 miles per hour. GERMAN RO CKET SCIENTISTS In 1923 a Germanrocket scientist Hermann Oberth published The Rocket Into Planetary Space. Hefavored liquid propellants, as Goddard, because of their power. Hisexperimentation inspired the creation of the Society for Space Travel. Thesociety passionately experimented with ways to improve the liquid propellantrocket. On February 21, 1931, a member of The Society for Space Travel, JohannesWinkler, launched the second liquid fuel rocket. Winklers rocket waspropelled by liquid methane and liquid oxygen. It failed totally, going a mereten feet forward. Three weeks later another rocket ascended to about 2000 feet. The entire Society for Space Travel began working on two rocket series, theMirak and Repulsor. The late model Repulsors could reach an altitude of 1 mile. When The Society for Space Travel ran out of money, they made a demonstration ofthe Repulsor for the German Army. A member, Werner Von Braun compiled somestatistics for the army who gave it to Hitler. They realized that this did notviolate the treaty which did not allow them to build airplanes. Hitler startedthe Army Weapons Department. Von Braun was placed in charge of rocketdevelopment. Within a few years Von Braun was experimenting with highlydeveloped rockets and was firing them in secret at the island of Birkum. In 1934he created two rockets, that could ascend to over 1.5 miles. After that, TheSociety for Space Travel fell apart due to financial problems. In 1937, a rocketresearch station was constructed on the Baltic coast. Here the Germans createdsuch rockets as the famous V-1 Buzz Bombs, and the mammoth V-2 which were reallyrocket-powered flying bombs. Conclusion In this research, it has beendemonstrated how all rocket engines work. It illustrates how propellants aremoved int o a combustion chamber, and expelled at extremely high speeds. It showsthe properties of efficiency, the basic measure by which all rockets arecompared. It shows how efficiency is measure by specific impulse, which iscalculated by the propellants exhaust velocity divided by g. It has given abasic comparison as to the efficiency of various rockets and has shown thereasons for being at their respective ranks. Also shown, is the pioneering ofrocketry starting in the mid 1200s. All this has shown the basic properties ofspace propulsion. Bibliographyhttp://www.asi.org/adb/04/03/09/01/ the Rocket Engine Specifications pagefrom the Artemis Project (http://www.asi.org/ ) Data Book http://www.orbireport.com/Data.html-the Orbital Report News Agencys Launch Vehicle database http://leonardo.jpl.nasa.gov/msl/home.html JPLs Mission Spacecraft Library http://solar.rtd.utk.edu/%7Emwade/spaceflt.htm Mark Wades Encyclopedia Astronautica http://www.ksc.nasa.gov/shuttle/technology/sts-newsref/stsref-toc.html The Space Shuttle Reference Manual http://nmp.jpl.nasa.gov/ds1/tech/sep.html Solar electric propulsion on the Deep Space 1 probe Rockets Sutton, GeorgeP Groliers Online Encyclopedia

How to Create Top of Funnel Content that Sets Your Brand Apart

In today’s buying environment, the traditional approach to marketing no longer works. Consumers want to have more information earlier on in the sales process, well before the initial contact with a sales rep. For businesses, this requires changing the way they think about and deliver content. According to CEB, 57 percent of the purchasing decision is complete before a seller is contacted. If most customers have already researched their options before they connect with you, the trick is to deliver content that engages prospects early on in the sales funnel in a way that sets you apart from the competition. Free Actionable Bonus: Get the complete guide Creating Content for All 4 Stages of The Buyer Journey Storytelling Vs. Sales Content Content that builds brand awareness is geared toward the top and middle of the sales funnel. It’s more about storytelling and establishing your brand in the minds of consumers. According to a Demand Gen Report, 47 percent of buyers view three to five pieces of content before engaging with a sales rep, so the storytelling phase is a crucial step in building consumer confidence. On the other hand, sales content is focused on driving conversions and turning prospects into customers. This is bottom-of-the-funnel content that highlights your products and services more directly, as opposed to content used to build trust. The Importance of Storytelling It’s not only consumer choice that has multiplied; online channels on which content appears seem to be in. Websites, social media platforms, blogs, microblogs, content curation platforms, and review platforms are on the rise. This relentless noise of content is making it increasingly difficult for companies to capture meaningful attention. That’s where storytelling comes in. Consumers want choice, but they also need to feel emotionally connected to a brand, and effective story telling can achieve this. This emotionally charged content does a much better job of cutting through the noise and resonating with people that relate to your brand. The Benefits of Storytelling Up until now, business storytelling typically consisted of recounting your company history and how the business evolved into what it is today. While this story is interesting, it doesn’t do a great job of motivating action. As a result, businesses today are focusing on using storytelling to communicate their values, beliefs and personality instead. Storytelling is more memorable, relatable and engaging, all of which increase the emotional impact of your content and encourage sharing. To do this, there are a number of steps you need to take: Create content topics relevant to your buyers, and answer questions they have early on in the buying process. Optimize content for search engines to drive click-throughs. Use your company’s blog as a tool for building your brand. Identify the social media channels your target audience spends time on, and schedule regular posts. Use email newsletters to drive awareness and web traffic. Create a variety of content types, from videos, quizzes, and list articles, to social media infographics and longer-form content. Great storytelling doesn’t focus on the key benefits of a product; it’s more about creating meaningful connections with people. In a nutshell, it’s not about selling your products; it’s about selling yourself. Take time to tell the complete story of why you do what you do. Why did your company start? What makes you different? What do you believe in and disagree with? Your story should show why your business is different from the rest. Developing Sales Content Once you’ve demonstrated your helpfulness, expertise, and personality – without the hard sell – prospects are going to be more comfortable with your brand. But there are still a few more steps you need to take to encourage people to buy from you. You have to convince people that buying from you is the smart choice, which means providing more information to remove any doubts that your company is the right fit. This content has to be more than just an infographic, a blog piece, or a social media post. Now’s the time to deliver long-form, focused content. Here are best types of content to move prospects down the funnel: Answers to top sales questions. Find out the most common sales-related questions from your sales team and publish answers on your site. An FAQ section is a good start. Webinars are also useful for confronting key customer issues. Evidence-based content. Reviews, testimonials, and ratings will strengthen your credibility. Around 88 percent of consumers trust online reviews as much as personal recommendations3. Real data showing the value of your product or service is also a powerful motivator. Case studies and white papers. Addressing the concerns of potential customers just before they’re ready to buy can be enough to encourage them to take the next step. Even if it’s not enough to convert one customer, it may just be enough to warm up other potential leads. Questionnaires and self-assessments. These can be enough to convince people that you have their interests at heart, and can solve their problems. They’re also useful for qualifying leads even further, so you can contact them at a later stage to close the deal. Email newsletters. Around 77 percent of consumers prefer to receive promotional messages via email4. When a lead is close to purchasing, it’s crucial to emphasize how the customer will benefit from your solution, and how your solution differentiates you as a vendor. You can’t always close a deal on the first attempt, so it’s important to keep in touch with subscribers with regular, helpful information. The Bottom Line To develop content that supports sales, you need to reach your target audience with a range of content that builds brand awareness and sets you apart from the competition. It means using storytelling to help people identify with your brand on a more emotional level. It’s about building your reputation, before pushing bottom-of-the-funnel content to the right people at the right time. Your content strategy needs to start conversations with buyers well before they connect with you. This approach will not only drive more engagement and capture more leads, it can also transform your sales process.

How to Deal With a Lazy Coworker

How to Deal With a Lazy Coworker document.createElement('audio'); https://s3.amazonaws.com/tjn-blog-images/wp-content/uploads/2017/05/17133337/How-to-handle-a-lazy-coworker.wavWe’ve all been there- paired with the team member that just isn’t holding up their share of the tent poles. You can’t quite tattle on them because that would just reflect badly on you, but you also can’t let them get away with it all the time and just keep carrying your weight. If you’re frustrated with a lazy, extra-long-lunch-taking, slack-off of a coworker, here are a few ways you can alleviate the situation.Don’t let them knock you off your pins.If you’re spending the entire day focusing on just how lazy and useless your coworker is, chances are you’re not doing your own work as well as you could and should be doing. Try tuning them out, no matter how many times you notice them checking Facebook. Focus on your own work- or you’ll end up having as low an output as the lazy perso n. It might not be fair, but neither is life. Too much attention on fairness is just immature.Stay focused on yourself.Instead of obsessing about what a lame-o your coworker is, direct your energy instead to deciding what kind of a person and coworker you want to be. And start living up to your own ideals. Be the kind of person you admire most- not just someone who carps on the weakest link. Don’t let your good attitude get affected by someone else’s bad work.Don’t assume responsibility.Don’t tattle, but also don’t just pick up their slack. Their work should not be your work. And if your boss recognizes that some work isn’t getting done, do your best to not be assigned any of the blame.Be a leader.Take this opportunity to distinguish yourself. Stay above the gossip. Step up and show your boss and your team how well you deal with difficult situations. Be the hero of your team. Communicate with your lazy co-worker- they may not be lazy at all, but rather dealing with issues or problems you haven’t imagined. Try helping them get back in the game, rather than watching them crash and burn.Say no.Don’t agree to projects that require your coworker to work at full capacity. And don’t agree to time frames that you know to be unrealistic given the situation. Worst case scenario, in saying no, you’ll earn an opportunity to broach the subject of your coworker with your boss in a non-tattletaley way. It’s the classier way to escalate the situation.Put your reputation first.As annoying as it is to find yourself in this situation, what you have to remember is that you cannot go down with the sinking ship. You might have to put in a few more hours and do a bit more work on the edges until the situation can be resolved. If you have a high-stakes project that can’t be avoided and the deadlines can’t be changed, you just have to do the extra work and sort the situation out afterwards. Try and hold your head up high and distinguish yourself as much as possible, which will make the inevitable fall-out that much easier.

Ethical Decision Making Essay Example | Topics and Well Written Essays - 500 words

Ethical Decision Making - Essay Example Wayman reported in 2011 that in order to combat accounting fraud, US Congress enacted financial reform through the Sarbanes-Oxley Act of 2002 (SOX), which held entities more accountable for their bookkeeping methodologies by requiring senior management to attest to the accuracy of the data provided on the financial statements, as well as mandate companies to establish internal systems of checks and balances to police those crunching the numbers. The legislation lent more credibility and respect for the Generally Accepted Accounting Principles (GAAP) by reinforcing them as law rather than mere ethical guidelines. GAAP is used to create parameters for corporate accountants and auditors when keeping records of transactions and balancing budgets. The rules place emphasis on revenue sources, itemized balance sheets, and numbers of outstanding shares. It is designed to create absolute transparency for investors and restore confidence in companies’ financial statements.

First amendment assignment Essay Example | Topics and Well Written Essays - 1000 words

First amendment assignment - Essay Example He also tried to stop them from distributing their printed materials using the same claim. Members of this group were removed from the city by force and illegally searched for Labor Union pamphlets. The Supreme Court found that the city's actions violated the citizens rights under the assembly clause of the First Amendent. In addition to that, the Court found that the original city ordinances preventing communist groups from meeting were also a violation of the assembly clause of the First Amendment. This was because the city officials could deny a meeting permit to any group for any reason, simply by claiming that he felt it had the potential to lead to disorderly public conduct. While city officials do have a duty to prevent unlawful conduct from occurring, they cannot infringe on the right to assembly in order to do this. Cox v. Louisiana, 379 U.S. 536 (1965) http://supreme.justia.com/us/379/536/case.html Cox v Louisiana was a case of the police overstepping their boundaries on di spelling riots or disruptive demonstrations. A civil rights group was protesting the arrest of some African-American students by gathering on the far side of the street from the courthouse, picketing, and singing songs. At some point, the leader of the group encouraged them to participate in a sit-in protest at the diners on that side of the street. The police construed this as an intent to disturb the peace, and forced the group to disband using tear gas. The group's leader was then arrested for â€Å"peace disturbance, obstructing public passages, and courthouse picketing†. Similarly to the Hague v CIO case, the Supreme Court found that the laws defining a peaceful demonstrations versus a disturbance were overly broad. They were designed to protect the peace, but it came at a violation of the First Amendment rights of the populace. In addition, the Supreme Court found that the laws about â€Å"obstructing public passages† were not being enforced. Enforcing them in th is case seemed like intentional discrimination and a violation of Cox's right to assembly specifically. Hill v. Colorado, 530 U.S. 703 (2000) http://laws.findlaw.com/us/530/703.html Colorado passed a law that stated that petitioners could not approach other visitors to a health care facility within 100 feet of the entrance to that facility in order to hand out printed materials, display signs, or verbally protest their actions. This law was primarily put into place to protect women who were visiting abortion clinics from overbearing protesters. The law was appealed in court because Hill felt that it was a violation of their rights to both free speech and assembly, since citizens could not gather at the entrance to a healthcare facility to engage in peaceful protest. The Supreme Court upheld the law, but only by a 6-3 vote. It was considered acceptable because it limited the places and ways in which speech and assembly could occur, without limiting their right to do so. Petitioners w ere free to gather at the healthcare facilities and protest, as long as they did so within the confines of the law. However, the dissenting opinions pointed out that the law was only being enforced at abortion clinics and so involved the content of the

Contemporary Brand Management Report for EasyJet

Contemporary Brand Management Report for EasyJet Background Overall, the travel market has performed well since 2001, with revenue growth accelerating from 3% in 2002 to 11% in 2004, with total sales for that year being estimated at US$ 549.4 billion. However, some sectors performed better than others, and the share of air transport fell gradually between 1999 and 2003, partly as a result of falling fares due to industry liberalisation and the growth of low-cost airlines. However, sales rose strongly in 2004 as the travel industry recovered and economic conditions were stronger. Indeed, over the period from 1999 to 2004, online sales grew by a spectacular 403%, to reach US$85.2 billion, and the online share of total travel retail sales increased from just 4% in 1999 to almost 16% in 2004. Air transport is by far the largest transportation sector in terms of overall sales, due to its high prices and convenience, with a value share of 58% in 2004. (Global Market Information Database, 2005). As of 2004, no-frills airlines were continuing to expand, although there were signs of a shake-out in the industry as several smaller businesses went bankrupt in 2004, and intense competition has also brought some major US carriers to the brink of bankruptcy. In 2004, Air France Group became the leading airline in the world in terms of value market share, after the merger of Air France with Dutch national carrier KLM. The combined airline now operates a fleet of 550 aircraft, serving 189 destinations in 84 countries, through more than 1,800 flights per day. Air France Group had an estimated market share of 6% in 2004, overtaking the previous market leader, Japan Airlines Co Ltd (JAL), and is thus one of the strongest brands in the market, due to its new European identity, and high level of coverage. (Global Market Information Database, 2005). JAL Group itself was also the result of a merger in 2002 between Japan Airlines and Japan Air System, and its share fell in 2004 to 5%, due to the group’s poor financial performance in that year. Although domestic routes were reported to have performed well in 2004, the slump in the international segment gave rise to a  ¥72.1 billion (US$687 million) operating loss, due to the adverse effects of very low travel confidence in Japan, which prevailed in the first half of fiscal 2004. Nevertheless, JAL continued to increase its leading share in the domestic Japanese market to 43%, well ahead of the number two company, All Nippon Airways, with 34%, due to its strong connections with its country of origin. (Global Market Information Database, 2005). The largest US carrier, AMR, was virtually on a par with JAL in both 2003 and 2004 in terms of value market share, and also saw its share fall slightly, to 5% in 2004. The American airlines all suffered from the events of 11 September 2001 and from the economic downturn, and have continued to perform badly. UAL Corp saw its global share fall from almost 6% in 2001 to just over 4% in 2004, while the share of Delta Airlines fell to 4% over the same period. United Air Lines was the most severely hit of the â€Å"big three† US airlines after 11 September 2001, and was forced to file for Chapter 11 bankruptcy at the end of 2002. However, after undergoing a drastic restructuring programme, the airline had received the necessary financing to emerge from bankruptcy by the end of 2003. All the US airlines are currently experiencing brand identity crises, as the US continues to associate air travel with the spread of international terrorism. The European airlines British Airways (BA) and Deutsche Lufthansa have also experienced mixed fortunes. While the share of BA fell steadily over the review period, to 4% in 2004, that of Lufthansa rose, placing it almost equal with BA, and Lufthansa recorded increased sales and achieved profits in the first quarter of 2004, compared to a loss in the same period of the previous year. (Global Market Information Database, 2005)Both these firms are struggling to compete with the strongly growing no frills airlines, potentially indicating that the national brand reinforcement is no longer enough to build a strong brand in the airline industry, and that something more is needed. Brand Essence Govers and Schoormans (2005) provide one of the best pieces on the concept of brand management, claiming that, beyond their functional utility and purpose, products and series have a symbolic meaning, and parts of this symbolic meaning are accounted for by concepts like brand personality and product-user image, which describe the symbolic meaning associated with the brand or product class. Plummer (1984) also focused strongly on the personality of brands, claiming that there are, in reality, two different faces of brand personality, and it is necessary to understand both faces in order to better grasp the totality and power of this useful strategic concept. A brand presents itself to the world in many ways, through the product itself, through its packaging, its name and where it is sold. A brand sold in a supermarket or via the internet, is attempting to communicate something, but the world, on the other hand, interprets the brand through many different filters; through experience, t hrough perceptions, misconceptions, the value systems of the individuals out there in the world, and, of course, all the noise in the system. The two faces of brand personality therefore are input, that is, what advertisers want consumers to think and feel, and out-take, what consumers actually do think and feel, and these two perspectives on brand personality can be expressed in two forms. The first can be seen as the brand personality statement; and the other as the brand personality profiles, which are consumer perceptions of the brand. (de Chernatony and McDonald, 2003) In terms of a brand personality for an airline, this can be vitally important, as few markets are as brutally competitive as the airline market. However, just because the competition is tough, thats no reason to be tough on customers, like many airlines do, as they are convinced that travellers care mainly about price. As a result, many airlines most notably the major U.S. carriers and budget airlines seem to have made cutting costs the top priority at the expense of their service quality, and have built brand personalities around looking to pinch every penny. However, Prokesch, S. E. (1995) claims that it doesnt have to be that way, even in a cutthroat, mass-market business such as air travel. He argues that there are plenty of people who will pay a premium for good service, even among those who travel economy, and points at British Airways’ profits as a key indicator because, while the world airline industry has racked up billions of dollars in losses in the last five years, British Airways has remained solidly profitable on the back of outstanding customer service. EasyJet has taken this lesson to heart, recruiting senior marketers in each of its major European markets in 2004, in order to coincide with its major full-scale brand relaunch that year. The airline, whose previous marketing communications were accused by some of lacking the lustre of its early years, hired dedicated country managers for the UK, France, Germany, Spain and the rest of Europe, who were responsible for putting in place tailored strategies that relate to their markets perceptions of easyJet. (Rogers, Oct 2004) As a result, the airline managed to develop a fresh corporate identity and brand personality, along with its first sonic logo. It also relaunched its website, substantially increased its European advertising budget to back its first UK TV campaign, and changed typography, by removing the .com from most marketing communication and the cartoon style plane from its ads. The 11m euro ( £7.6m) campaign, which ran across Europe, featured the strapline Come on, lets fl y, and was created by Sledge, easyJets first UK ad agency, with media through OMD. This campaign was driven by the belief that although the â€Å"original marketing created lots of noise† it failed to â€Å"define the airlines distinctive attributes.† (Rogers, Oct 2004) As a result, the new campaign was aimed at creating more emotion around the brand, meaning that, although easyJet remained price-driven, it also focused on the all important customer service. This re launch appears to have pushed easyJet away from its previous position, near the foot of the airline industry brand pyramid. Previously viewed as a last resort for travellers who cared only for costs, with no thought to service or comfort, the company performed well, despite previously being one of the UKs most hated brands. However, with fuel prices rising, and cost cutting initiatives only being able to produce a certain amount of return, the firm has repositioned and re branded itself in order to move of the foot of the brand pyramid, leaving this space to Ryanair, and similar budget carriers, and moved itself into the middle market, with the likes of BMI. Although the carrier is still perceived as a long way below BA and the other premium service carriers, its brand re launch has now enabled it to move into the top five in the list of the UK’s preferred airline brands (Curtis, 2004) Positioning Most people have an opinion about easyJet, which is one of its core strengths, built on the back of the budget airline’s initial positioning as a liberator, enabling people to travel more frequently around Europe, with prices more akin to domestic train travel than the traditionally high prices charged by European flag carriers. Also, under the guidance of Stelios Haji-Ioannou it developed as one of the UKs most distinctive brands, with a trademark anti-establishment attitude. However, the sector has seen growing competition from domestic entrants such as Thomsonfly and Continental start-ups such as Wizz, from Eastern Europe, with higher fuel prices are also hitting profits. As a result, in positioning terms, some feel easyJet has been squeezed between airlines such as British Airways and the ultra low-cost Ryanair. (Rogers, Jul 2004) It is as a result of this that EasyJet hired Sledge as its first ad agency to develop the Lets fly positioning, and has recently launched a mult imillion-pound drive aimed at business travellers. (Marketing (UK), 2005) The airline had previously focused its positioning and marketing efforts on holidaymakers, but is now looking to increase its share of the business market, with print, poster and radio advertisements carrying the strapline ‘Youre a business. You work it out.’ (Marketing (UK), 2005). In contrast, it is a different story for one of easyJet’s key competitors: British Airways, for whom it would appear that, no matter how badly the firm performs, the UK public will always remain loyal. BA has a clear lead as Britains favourite airline, and is seventh place in the overall best-loved brands table; however this doesn’t tally with the reality of its declining fortunes, mainly at the hands of the budget airlines, which, with easyJet’s recent rise excluded, fail to make it into the top five airlines. This can be seen as a testament to easyJet’s strength, and successful positioning switch, that it has managed to make it into such list, especially when you compare the years of heritage and investment behind the BA brand, with the new re launch of easyJet. Comparing the easyJet brand, and relative success, to that of Ryanair, anlysts have claimed that: â€Å"both easyJet and Ryanair spotted a gap in the market, but there is a difference between a good-value proposition and being cheap. (Curtis, 2004), and this has been cited as the reason Ryanair failed to make the top five.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Celebrity endorsement The use of celebrities as part of marketing communications strategy is a fairly common practice for major firms in supporting corporate or brand imagery. Firms invest significant monies in juxtaposing brands and organisations with endorser qualities such as attractiveness, likeability, and trustworthiness. They trust that these qualities operate in a transferable way, and, will generate desirable campaign outcomes. But, at times, celebrity qualities may be inappropriate, irrelevant, and undesirable. Several studies have examined consumers response to celebrity endorsements in advertising. Findings show that celebrities make advertisements believable (Kamins et al. 1989) and enhance message recall (Friedman and Friedman 1979). Furthermore, celebrities aid in the recognition of brand names (Petty, Cacioppo, and Schumann 1983), create a positive attitude towards the brand (Kamins et al. 1989), and create a distinct personality for the endorsed brand (McCracken 1989). Ultimately, celebri ty endorsements are believed to generate a greater likelihood of customers choosing the endorsed brand (Heath, McCarthy, and Mothersbaugh 1994) Thus, the use of celebrity endorsements is an advertising strategy that should enhance the marginal value of advertisement expenditures and create brand equity by means of the secondary association of a celebrity with a brand (Keller 1993). However, celebrity endorsements are expensive for the firm, and depending on the status of the celebrity, remuneration could run into millions for several years. A contract may also include a profit sharing plan, with firms often building special and costly advertising campaigns around celebrities. For example, Coca Cola Co. reportedly spent $25 million in an advertising campaign with Bill Cosby as its spokesperson for Coke (Advertising Age 1986), and IBM spent $40 million in an advertising campaign involving MASH actors (Reuters 1987). Overall, the use of celebrities as spokespersons in advertisements constitutes a significant investment in intangible assets by the sponsoring firm, an investment that management hopes to offset with greater future sales revenues and profits. A possible choice of celebrity to endorse easyJet would be Michael Moore, the American author and film maker, renowned for his antiestablishment attitude. Although the signing of Moore would undoubtedly be controversial, and possibly difficult to achieve, easyJet’s image has been founded on being controversial and willing to offend people, especially those in positions of authority, in the pursuit of its ultimate goals, and thus Moore’s backing would help support these ideals, and ensure that they remained at the forefront of easyJet’s branding. However, Moore’s anti-Bush and anti-America rhetoric has often caused him to be at odds with a large portion of the population of the United States, and although easyJet doesn’t operate in the US, this is something to consider, as the firm may wish to expand to the US in the future, and may also have a large number of potential passengers amongst Americans living in Europe. Special Interest: Online Presence EasyJet is often cited as the firm which pioneered many of the innovations that shaped the market for low-cost air travel, and information technology and an online presence has been at the heart of those developments. For example, EasyJet was the first Great Britain carrier to sell tickets online, in April 1998; however launching that first site was relatively straightforward compared to the headaches that the company faces today when managing and updating a live site that handles millions of customers each year. As such, easyJet’s online presence is of vital importance to the company for its future brand management strategies. (Warren, 2003) Indeed, Campaign (UK) (2003) recently reported that EasyJet has appointed OMD Europe to handle its  £3 million online business across European markets including Great Britain, France, Germany, Italy, the Netherlands, Spain and Switzerland. One excellent example of how easyJet is attempting to widen its brand visibility and appeal through the internet is the recent agreement that easyJet entered into with First Choice Inc., seen as being the final nail in the coffin in both companies tenuous relationship with agents. First Choice Inc.’s vertically integrated online accommodation subsidiary, ‘Hotelopia’, will provide rooms in 10,000 hotels across the world through the easyJet web site, with easyJet getting the commission for the booking, although the commercial details of the agreement have not been released. In addition to the financial benefits, this agreement will also enable easyJet to spread its brand image and appeal to a much wider audience, thus increasing the impact of its brand management strategies. (Davern, 2004) References Advertising Age (1986) E. F. Huttons Spokesman Idea a Cos Celebre. p. 1. Campaign (UK) (2003) EasyJet picks OMD Europe for online media business. Issue 43, p. 7. Curtis, J. (2004) Brands we love, brands we hate. Marketing (UK); 9/29/2004, p34. de Chernatony, L. and McDonald, M. (2003) Creating Powerful Brands in Consumer Service and Industrial Markets, 3rd Edition. Oxford: Butterworth Heinemann. Davern, F. (2004) First Choice hops into bed with easyJet. Travel Trade Gazette UK Ireland; Issue 2465, p. 3. Friedman, H. H. and Friedman, L. (1979) Endorser Effectiveness by Product Type. Journal of Advertising Research, p. 63. Global Market Information Database (2005) The World Market for Travel and Tourism. Euromonitor International. Govers, R. C. M. and Schoormans, J. P. L. (2005) Product personality and its influence on consumer preference. Journal of Consumer Marketing; 2005, Vol. 22 Issue 4, p189. Heath, T. B., McCarthy, M. S. and Mothersbaugh D. L. (1994) Spokesperson Fame and Vividness Effects in the Context of Issue-Relevant Thinking: The Moderating Role of Competitive Setting. Journal of Consumer Research; p. 520. Kamins, M. A., Brand, M. J., Hoeke, S. A., and Moe, J. C. (1989) Two-Sided Versus One-Sided Celebrity Endorsements: The Impact on Advertising Effectiveness and Credibility Journal of Advertising; Vol. 18, Issue 2, p. 4. Keller, K. L. (1993) Conceptualizing, Measuring, and Managing Customer-Based Brand Equity. Journal of Marketing; p. 1. Marketing (UK) (2005) EasyJet targets business traffic. 4/27/2005, p. 5. McCracken, G. (1989) Who is the Celebrity Endorser? Cultural Foundations of the Endorsement Process. Journal of Consumer Research; p. 310. Petty, R. E., Cacioppo, J. T. and Schumann, D. (1983) Central and Peripheral Routes to Advertising Effectiveness: The Moderating Role of Involvement. Journal of Consumer Research; p. 135. Plummer, J. T. (1984) How Personality Makes a Difference. Journal of Advertising Research; Vol. 24, Issue 6, p. 27. Prokesch, S. E. (1995) Competing on Customer Service: An Interview with British Airways Sir Colin Marshall. Harvard Business Review; Vol. 73, Issue 6, p. 100. Reuters (1987) April 3. Rogers, D. (Oct 2004) EasyJet relaunches with top-level rejig. Marketing (UK); 10/13/2004, p. 5. Rogers, D. (Jul 2004) EasyJet. Marketing (UK), 7/21/2004, p. 22. Warren, L. (2003) Blazing the easyJet trail. Computer Weekly; 9/30/2003, p. 28.