Types Of Organization Of Deloitte Management Essay

Types Of Organization Of Deloitte Management Essay Deloitte is a UK private company limited by guarantee, networks of members firm and refer to one or more of Deloitte Touche Tohmatsu Limited. Besides that, Deloitte provides audit, tax, consulting and financial advisory services to public and private customers. Furthermore, it globally connects with network of member firms with more than 150 countries. In additional, it has 200 000 professionals in different region. 2.1 Types of Organization of Deloitte Deloitte is a profit organization which generate profit from provide audit, tax consulting and financial advisory services to public or private customers in different industries. According to Ebrahimi, 2012, Deloitte grew with profit from 34million pound to 569 million pound. Deloittes audit business grew 663 million pound from 586 million pound in 2011, consultancy arm grew 524 million pound from 460 million pound in 2011, Tax up to 529 million pound and corporate finance grew to 402 million pound and others. So, it is a profit organization. Besides that, Deloitte is also a not for profit organization. It is providing the various integrated services such as audit, tax, consulting and finance advisory with run in complimentary events, seminars and publishes regular newsletters, article and others. Those are specific for charities and non for profit sector. According to Deloitte, 2012, Deloitte have assembled expert and specialists to advise their customers in non-profit sector. The expert and specialists team included charity tax group, ACEVO, NCVO and CFG. 2.1.1 Organization Structure of Deloitte mt_graphic_organisational_structure_2011_700x450_210211.jpg Figure 1.0 Organization structure mean arrangement of job within an organization and design it into 6 elements which work specialization, departmentalization, chain of command, span of control, centralisation or decentralisation and formalization. Deloitte have use network video conference to coordination and integration in 150 countries. According to Hamblen, 2008, Sullivan national director for business services at Deloitte said that you will forget you are being in a video conference meeting because it is much closed and experience like you are being there. It shows that the straightforward manner of video conferencing. Therefore, video conferencing is a very direct communicates method. The organization structure of Deloitte has work specialization. Deloitte assign specific job for specific person to performance in the activities. The figure 1.0 shows that marketing departments employee work for sales of Deloitte. Therefore, sales person in marketing department must have the sale knowledges. According to Kokemuller, 2012, work specialization means the workplace practise of assigning specific task to individual. By using video conferencing, manager of marketing department at UK can direct take each task and assigns to their people with specific jobs. Therefore, manager can direct assign job to their employees. Besides that, Deloitte has designed departmentalization in their organization structure. The figure 1.0 shows that Deloitte has divided into few departments such as financial, information technology, affair, human resources, office administration, marketing and talent and others. It is grouping into an area in an organization. According to Business Dictionary, 2012, departmentalization refers to allocation to work group combine in functional area in an organization. By using video conferencing, different departments can direct communicate in different countries. Therefore, it helps Deloitte to effective communicate. Furthermore, Deloitte has designed chain of command in their organization structure. According to Deloitte Greece Ethics and compliance program guidelines, 2012, manager should provide counsel or referrals as appropriate to subordinates and employees should seek guidance from supervisors. It shows that the order from the top is authority so that employees should seek. By using video conferencing, broad of director in UK direct order office of CEO in different countries to assign tasks to manager of different departments in Malaysia. Therefore, it can direct order to employees. In Deloitte, it has designed the structure into wide span of control with network. There must a manager who responsibility to manage a large number of employees with efficiency and effectiveness. The number of employees can be hundred or more than hundreds. According to Business dictionary, 2012, the number of employees that manager can directly control. By using video conferencing, broad of director in UK can direct control the office of CEO of 150 countries. According to Hamblen, 2008, Nemertes Research states that telepresence service can be in multiple locations. Therefore, employers may not misunderstand. Next, Deloitte is a decentralization organization structure. According to Deloitte, 2012, the culture and behaviours of Deloitte has 7 signals which is CHAPTER. Every capital have own meaning. For example, E equal EMPOWERMENT. It shows that Deloitte is encouraging ownership to empowering their teams. Besides that, Deloitte provide support, guidance, entrust responsibility and authority to their people. Deloittes empowerment is similar with decentralization. By using video conferencing, broad of director can direct guide and provide support to office of CEO of different countries with video conferencing. Therefore, it save the decision making time. In additional, Deloitte is formalization structure organization. According to Business Dictionary, 2012, formal structure is organization of a business that is typically hierarchical in nature. It shows that how the information flow and the decision flow including who report to whom. By using video conferencing, office of CEO of Deloitte in different countries can report to broad of director directly with video conferencing. Besides that, the decision of broad of director can send to office of CEO of different countries. Therefore, it save the information flow time. 2.1.2 Deloittes Culture There are very general characteristics that every organizational must have to look into, if not the organizational culture wouldnt incomplete. All this characteristics is important because it make the business into own way. There are 7 characteristics belong to an organizational culture: 1. Innovation and risk taking 2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability Deloitte is an organization with high innovation and high risk taking culture. It is because Deloitte have contract with Nortel which around multimillion dollars for provide and manage the services. So that Deloitte may able to use the Nortels global infrastructure of multimedia network operations centers to operate video conferencing. Deloitte believes that video conferencing can save on travel costs. According to Hamble, 2008, Sullivan national director for business services at Deloitte said that video conferencing can be expensive but it counts the productivity and cost of wear and tear on people. Hence, Deloitte is an organization which high attention to detail in culture. It is because Deloitte is an accountancy largest international company which provide financial advisory, audit and other. Therefore, it may attention to detail in calculation, analysis, research and others, to ensure that do not give a wrong advice to customers. According to Morgan Mckinley, 2012, typically number cruncher or accountant would like to work through problems and have great attention to detail. By using video conferencing, employees can direct communicate with others countries for attention to detail in order to complete a task. Therefore, employees will more understand. Besides that, Deloitte is an organization pays more attention to result rather than process. It is because Deloitte turns to video conferencing to cut costs and carbon footprint. Based on the calculation of Nortel, a company spend 23 million dollars on travel cost annually can use telepresence to recover as 385000 hour of lost productivity, reduce footprint by up to 4200 tons and save 7 million dollars. Therefore, Deloitte practise outcome orientation. According to Fiscal Report of Deloitte, 2009, Green meeting results in recommendations covering general planning, use of remote participation, reduction of materials consumed, catering, and post-meeting recycling. Besides that, Green Travel results in less travel. It shows that video conferencing effective alternative travel. Furthermore, Deloitte has the characteristics of people orientation in culture. Deloitte is providing a good environment for his people to workplace which is video conferencing. It because to reduce the wear and tear of the people who travel often. Besides that, video conferencing can direct communicate with different area people. From the direct communication between people will more understand and productivity. Therefore, it will improve employee satisfaction and productivity. According to People Link, 2011, video conferencing is improving the productivity of people and satisfaction of people. Next, Deloittes culture has the characteristics of team orientation. Team orientation refer to the company believe team helps to get better results compare with individual. Deloitte has the leadership team of our strategy and operation practise focuses on understanding the complex needs of customers. According to Deloitte, 2012, building out a team selling seems more effective to accomplish by breaking down the plan one step at a time. It shows that Deloitte believe than working in team is really work and effective. By using video conferencing, leader at UK can direct guide and control his or her team efficiency and effectiveness. Moreover, Deloitte is a company which aggressiveness. Deloitte will reward his employees when they are getting the job done. According to Glassdoor, 2012, Deloitte pay reasonably compensation and beat most of the competition and industry standards. Besides that, Deloitte provide wellness program for his employees health. According to Deloitte, 2010, Organizations succeeding in every way generally require a robust wellness program which comprise 7 characteristics such as vision, optimism, strong employee engagement, and an investment mentality the least are the most likely to press their advantage and pursue one aggressively. From the statement above, it can be effectiveness aggressive in an organization. In additional, Deloitte is a stability company. Deloitte is part of the Big Four international professional services network in accountancy which included PWC, KPMG and Ernst Young. It shows that Deloitte is at the cash cows state which high market share and low market growth. According to Business Dictionary, 2012, cash cow means a brand, business unit, product or services that generate large and positive cash flow. Therefore, Deloitte will maintain its stability to avoid go to dog (Declines). 2.1.3 Relationship between Cultures with Structure of Deloitte Span of control aggressiveness Formalization stability Chain of command people orientation Departmentalization outcome orientation Work specialization team orientation Decentralization innovation and risk taking Attention to detail Figure 1.1 The characteristics of organization cultures have aggressiveness, stability, people orientation, outcome orientation, team orientation, innovation and risk taking and attention to detail. Besides that, the 6 elements of organization structure have formalization, chain of command, departmentalization, work specialization and centralization or decentralization. There has a relationship between the above culture and element or structure. The relationship between span of control and team orientation can be seen through the Deloittes manager of marketing department can control the marketing team. Therefore, that shows a clear relationship between span of control and team orientation. Next, span of control also make a connection with people orientation. Deloitte should hire managers to control his employees in Deloitte because a manager cannot control 100 above employees. Besides that, departmentalization is in relationship with team orientation. In Deloitte, there has different team follow a leader or manager to work together in a particular department. So, it has direct show the relationship between departmentalization and team orientation. Furthermore, decentralization is in relationship with people orientation. It is because Deloitte empower its employees to do certain decision. It shows that Deloitte is focus on people in order to satisfaction to improve productivity. Based on the statement, it shows the clear relationship. Next, decentralization is in relationship with outcome orientation. When Deloitte empower its employees it will save the time for waiting the top management to do decision. Some more, increase the productivity of employees work. Therefore, employees wouldnt feel someone is controlling him or her. Thus, it will related to innovation and low risk taking because after Deloitte empowered employees, it will not sure whether the decision making is right or wrong. Other, empowerment may bring organization innovation by employees do something new such as from unproductivity to productivity. Hence, Work specialization is relationship with people orientation. It is because Deloitte believe people can help company to be success. So, Deloitte hire specialists and assign work to them to complete it. Therefore, Deloitte is focusing in person who is specialist. Moreover, chain of command is connection with outcome orientation. It is because chain of command is toward the authority from top management. Typically, top management will more likely to see the result or outcome only. Therefore, chain of command has a relationship with outcome orientation. In additional, formalization related to aggressiveness by rule and procedure. Normally, large company such as Deloitte should wellness program for employees. By this, employees will feel satisfaction and safe for the working environment. So, employees will feel aggressiveness and loyal to work for Deloitte. Last, formalization is relationship with attention to detail. Deloitte is formal structure so that it will easier to attention to detail for solve the problem. It is because with a formal structure will easier to investigate in details about the cause and the root of the problem should a problem arise. Besides that, it also related to departmentalization. When facing a certain problem, different department will attention in detail to get the root of problem and solve it. In Conclusion, based on the organization chart, Deloitte is a hybrid structure. Besides that, the 7 characteristics belong into Deloittes culture. Furthermore, the organization design of Deloitte is virtual design. Accoding to Rouse, 2005, virtual organization is one whose members are geographically apart, usually working by email or groupware while to appearing to other to be a single. Therefore, Deloitte use video conferencing. 2.2 Definition of management and leadership Management refer to coordinating and overseeing the work of other people so that the activities can be accomplished efficiency and effectiveness. Typically, a management should have the function managers perform approach. This approach included planning, organizing, leading and controlling. According to Business Dictionary, 2012, the coordination of the activities of a business in order to achieve the objective. It shows that an organization needs management to coordinate so that can achieve the objective with efficiency and effectiveness. Leadership mean what a leader do or the process of influence other to achieve goal. There have two types of leadership which is transformational and transaction leadership. According to Maxwell, 1998, leadership is influence, nothing much and nothing less. It shows that leadership is process to influence people. 2.2.1 Function of Management of Deloitte Deloitte want to sustain growth in the market. It designed 5 steps of strategy to achieve the goal. To develop the plan, Deloitte assign the strategies to key employees to implement. For example, increase advertising, sale staff and others. Besides that, use vision and mission to articulate the goals. According to Rothbauer-Wanish, 2009, the first component of managing is planning so that manager must determine the organization goal and how to achieve it by follow the vision and mission statement of the company. Deloitte arrange and structuring the work to different departments to accomplish the organization goal. It provides resources to particular department. For example, marketing department needs 50 thousands to make an advertisement. According to Cliffnotes, after the planning, manager need to organize the team and material based on the plan. Besides that, Deloitte has taken leading in its management. Deloitte using video conferencing to direct communicate with its employees. Moreover, it is using 5 rewards priorities to attract, motivate and retain the talent of employees. Deloitte also empowered its employees by guiding and encouraging them to do decision. According to Cliffnotes, leading involve motivating, communicating, guide and encouraging. Furthermore, Deloitte has taken the last action which is controlling in its management. It is using video conferencing to direct control his employees. By this, manager can check the result and correction the work immediately if necessary. In additional, using video conferencing will reduce the travel costs so that is part to controlling function. According to Rothbauer-Wanish, 2009, controlling involved the monitoring of the organization to make sure the goal is achieving and manager should attention to the cost and performances. 2.2.2 Transformational and Transactional Leadership Deloitte has practised the transactional leadership to its followers. Deloittes motivation system is once the employees get a certain value in fulfilling goal then rewards only can be paid. According to Management Study Guide, 2012, transactional leader trust that motivating can be through a rewards and punishment system. Besides that, Deloitte use video conferencing to guide and motivate his employees. According to Improved Employees, 2012, use every type of communicating technology to better communicate with staff in order to improving employee motivation. Next, Deloitte has also practised the transformational leadership to its followers. Deloitte is inspiring his followers to perform by empowerment. For example, after Deloitte have empowered his employees, they will feel interest toward their job and build high performance in organization. Therefore, transformational leader influence and inspire employees. According to Management Study Guide, 2012, transformational leadership motivate and empower employee to achieve goal and encourage them to transcend their own interests. 2.3 Definition of Motivation and Performance Motivation is the combination of a persons desire, energy directed and keep toward to achieve a goal. Energy refers to measure of intensity or drive. For example, dream, desire, reward and other. Then, direction means toward organizational goal. For example, what should do in order to get the dream or some work. Last, persistence is exerting effort to achieve the goal. For example, do not give up and action to do something with effort to get the dream. According to Nelson and Quick, 2011, motivation is the process of arousing and sustaining goal directed behaviour. It shows that motivation must have the 3 elements in order to be motivated. According to Oxford dictionary, 2012, performance defines as the action or the process of performing a task or a function. It can be a task or operation seen in how successful of the performed. Therefore, an organization needs performance to success. 2.3.1 The Relationship between Motivation and Performance In Deloitte, training will improve an employee to motivate and perform in an organization. Deloitte provide different training program for employees to maximizing the enterprise performance. For example, customized training, learning, human capital, management solution and others. According to Wilks, 2010, improving employee motivation to do well training is a must. It shows that training is an essential part of organization. After provided training, employees learned new things then the department will be high performance in organization. Besides that, Deloitte is empowering his employees to perform in an organization. Based on Deloittes seven signals, one of the cultures is empowerment. Deloitte believes that empower his people will get motivation and performance of employees. For example, when a team was empowered by manager, they can create their own team structure and feel comfortable so it a way it works will increase productivity. According to Management Study Guide, 2012, empowerment should be given to employees because this helps perform the task in the best possible manner. Therefore, empowerment will bring the high performance in an organization. Furthermore, Deloitte is practise the reward system to motivate employees to perform in organization. At Deloitte, they reward employees for their good work but not only reward in their salary and through other mechanisms that allow Deloitte to credit employees effort over and above expectation. According to Richards, 2012, individuals are motivated by internal and externals factors. Externals factors included rewards, goal achievement, bonus and others. It shows that during the attracting by external factors, employees will perform well in organization. In additional, Deloitte also use video conferencing to motivate employees to get performance. It is because video conferencing can direct communicate with employees. By using video conferencing, the information exchange will be more understand. Therefore, it tent to motivate or influence employee behaviour. According to Anderson, 2012, clear and honest communication help to build closed relationship between manager and employee so that it assists employees in reaching maximum productivity. 2.4 Efficiency and Effectiveness Team Based on the definition of efficiency, effectiveness and team. Team refer to a group of people work together to achieve a common goal. Efficiency team refer to the team is doing the things right. For example, a team getting job done with use the less resources possible. Besides that, effectiveness team mean the team is doing right things. For example, the team attained the goal at the end. Therefore, efficiency and effectiveness team refer to the team which is doing right things and things right. 2.4.1 Technology of Deloitte Nowadays, technology is very popular in an organization. Small organization still following but almost all the large organization must have technology. According to Hayday, 2002, one in four UK offices believes that IT is the most useful thing in workplace. It shows technology is essential in organization. Besides that, technology divides into few types: Administrative Technology- telephones, vacuum cleaners, fax machines, printer and photocopies Instructional Technology- videotapes, internet, video recording, computer software, computer Information Technology- Deloitte Facebook, Deloitte Youtube, Deloitte Talent search, Thomas international, Deloitte Web site. It shows that Deloitte has uses this 3 types of technologies in the organization. 2.4.2 Advantages of Technology Given to Deloitte The advantages of administrative technology help Deloittes team to be convenience. The multifunction printer has the features of print, scan, photocopies and fax. Deloittes team can use the multiple function of the printer during their work. Therefore, Deloitte can buy a multifunction printer to instead a fax machines, a scan machines and a photocopies machines. According to Orth, 2012, a multifunction printer offers the convenience of additional features. It shows that printer help Deloittes team to be convenience. Therefore, during the process of printing Deloittes team save time and at the end Deloittes get the job done in time. Besides that, instructional technology helps Deloittes team to increase productivity. The Video conferencing helps Deloittes team direct communicate with each other. It is because direct communicate will increase team understanding. Therefore, it is increasing productivity of team. According to People Link, 2011, video conferencing help increase the productivity of managers because typically manager travelled for a short time meetings. It shows that video conferencing instead of wasting travelling time. Therefore, the process show understanding to the team and make right decision at the end. Furthermore, information technology helps Deloitte to store information into few wed site with a lower cost. By this, Deloitte employees can search and share their information on the specific web site. For example, Deloitte Facebook, Deloitte Youtube, Deloitte Talent search, Thomas international, Deloitte Web site. Therefore, Deloittes employees can log in to the web site by username and password. According to Buzzle, 2012, information provides a low cost business option to store and maintain information. It shows that company can save cost to store information. 2.4.3 Disadvantages of Technology Given to Deloitte The disadvantage of administrative technology of Deloitte is when a multifunction printing problem occurs will totally affect other function to perform. In this situation, it will affect Deloittes employees delay their work. Therefore, when multifunction printer problem will make employees unproductivity in organization. According to Orth, 2012, multifunction printer had problem will unable to use any of the devices function. It shows that the printer stop perform and need repair. Besides that, disadvantage of instructional technology of Deloitte is high cost and unstable connection. Deloitte use multimillion dollar to contract with Nortel in order to use Nortel system to operate the video conference. In additional, the maintenance video conference would be high also. Sometimes, heavy rainy or storming will affect the stability of connection. So, it will disconnection during half meeting. According to Video Conferencing Guide, 2010, the disadvantages of using video conferencing are high cost and stability of the connection. Last, the disadvantages of information technology of Deloitte is private of the New http://www.telegraph.co.uk/finance/good-news/9481512/Deloitte-sees-revenues-jump-as-recruitment-drive-looks-to-the-future.html http://www.deloitte.com/view/en_GB/uk/industries/charities-not-for-profit/index.htm http://www.computerworld.com/s/article/9107878/Deloitte_picks_Nortel_for_managed_videoconferencing_ http://www.deloitte.com/view/en_AU/au/about-us/culture-beliefs/index.htm http://public.deloitte.com/media/0146/2009_cr_annual_report/cr_rw_iot.html http://www.peoplelink.in/advantages.html http://www.buzzle.com/articles/primary-characteristics-of-organizational-culture.html http://www.businessdictionary.com/definition/departmentalization.html http://www.businessdictionary.com/definition/span-of-control.html http://www.businessdictionary.com/definition/formal-structure.html http://www.deloitte.com/view/en_US/us/Services/consulting/human-capital/0e8c5a46db321310VgnVCM3000001c56f00aRCRD.htm http://www.glassdoor.com/Reviews/Employee-Review-Deloitte-RVW1772388.htm http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Consulting%20MOs/us_consulting_mo_EmployeeWellness_070510.pdf http://www.businessdictionary.com/definition/cash-cow.html http://whatis.techtarget.com/definition/virtual-organization http://www.businessdictionary.com/definition/management.html http://www.teal.org.uk/leadership/definition.htm http://suite101.com/article/four-functions-of-management-a113463 http://www.cliffsnotes.com/study_guide/Functions-of-Managers.topicArticleId-8944,articleId-8848.html http://work.chron.com/work-specialization-4684.html http://www.morganmckinley.ie/article/why-most-accountancy-firms-will-hire-wrong-people http://www.sba.muohio.edu/abas/1998/krokosz.pdf Greece/Local%20Assets/Documents/Attachments/Deloitte%20Greece%20Ethics%20and%20Compliance%20Program%20Guideline%20September%202012.pdf http://managementstudyguide.com/transactional-leadership.htm http://improvedemployees.com/improve-employee-motivation/ http://oxforddictionaries.com/definition/english/performance http://www.the-no-sugar-coach.com/employee-training-motivation.html http://www.managementstudyguide.com/hygiene-and-motivation-factors-for-employee-engagement.htm http://smallbusiness.chron.com/employee-motivation-empowerment-process-4843.html http://smallbusiness.chron.com/role-communication-employee-motivation-11914.html http://www.zdnet.com/technology-in-the-workplace-more-important-than-managers-3002124187/ http://www.buzzle.com/articles/advantages-of-information-technology.html http://smallbusiness.chron.com/advantages-multifunction-printers-27357.html http://www.video-conferencing-guide.org/disadvantages-of-video-conferencing.html

Les Gens De Couleur Libres, The Free People of Color in New Orleans Ess

Shattered dreams. Broken promises. They were hung between freedom and slavery. They struggled to find a different kind of freedom and independency where justice has yet to exist and racism wasn’t just a part of life, but what life was all about. New Orleans New Orleans is a city in southern Louisiana, located on the Mississippi River. Most of the city is situated on the east bank, between the river and Lake Pontchartrain to the north. Because it was built on a great turn of the river, it is known as the Crescent City. New Orleans was founded in 1718 by Jean Baptiste Le Moyne, sieur de Bienville, and named for the regent of France, Philippe II, duc d'Orleans. It remained a French colony until 1763, when it was surrendered to the Spanish. In 1800, Spain ceded it back to France; in 1803, New Orleans, along with the entire Louisiana Purchase, was sold by Napoleon I to the United States. Like the early American settlements along Massachusetts Bay and Chesapeake Bay, New Orleans served as a distinctive cultural gateway to North America, where people from Europe and Africa initially intertwined their lives and customs with those of the native inhabitants of the New World. The resulting way of life differed dramatically from the culture than was spawned in the English colonies of North America. New Orleans is a place where Africans, Indians and European settlers shared their cultures and blended together. Encouraged by the French government, this strategy for producing a tough, durable culture in a difficult place, marked New Orleans as different and special and it still continues to distinguish the city today. The Africans African Americans make up about half of the city of New Orleans population to date. How did this come about? Well, during the eighteenth century, Africans came to the city directly from West Africa. The majority passed neither through the West Indies nor South America, so they developed complicated relations with both the Indian and Europeans. The Spanish rulers (1765-1802) reached out to the black population for support against the French settlers; in doing so, they allowed many to buy their own freedom. These free black settlers along with Creole slaves formed the earliest black urban settlement in North America. The Creoles A Creole is a person born in the West Indies or Spanish America but of European, usually Spanish, ancestry. And it... ...dren, noisy with tinkling bells and dressed in masks and gay dominoes, come out of their houses and visit from door to door in their neighborhood. Later in the day there is a street parade, and another one at night. The Mardi Gras gayeties end with the most brilliant ball of the season. In conclusion I would like to repeat that from the earliest days of New Orleans history, free persons of color have coexisted with those of European extraction. They didn’t have to get along fine, but that was just a way of life, which many, had to either accept or fight against. The free people of color, although free, did not have all of the rights of their white counterparts. As Charles E. O’Neill, in Our People and Our History, defined it â€Å"They shared neither the privileges of the master class nor the degradation of the slave. They stood between -- or rather apart -- sharing the cultivated tastes of the upper caste and the painful humiliation attached to the race of the enslaved†. SOURCES Our People and Our History by Rodolphe Lucien Desdunes and Dorothea Olga McCants. Creole New Orleans: Race and Americanization by Arnold R. Hirsch Joseph Logsdon. http://www.wholehostno.com/nohistory.html

Children Interacting with Television Advertising Introduction :: essays research papers fc

Children Interacting with Television Advertising Introduction The following research has sought to understand the influence of television on children over the past twenty years using a variety of social models, from public policy and industry self-regulation, to how children receive and process media messages and the parental responsibility in monitoring what is acceptable for children to view. As a baseline, our research used a model of children interacting with television. We expounded on this model in an effort to seek current data and information that affects children today. Our group divided this model into the following categories:  · Decision to View Television  ·Public Policy Makers  ·Consumer Protectionists  ·Industry Self-Regulation  ·Television Advertising Message  ·Receiving and Processing Message  ·Cognitions  ·Behaviors  ·Parents After analyzing this model, we conducted our own research to study current trends and determine whether childrens’ b ehavior has changed significantly in the past 20 years. Our empirical research includes studies in contemporary advertising techniques, changes in children’s television viewing preferences, and the relationship to childhood development. Each category explains a different element of the process of how children interpret and act upon the medias influence. The Decision to View Television and Parental Influence Today, children in the United States watch an average of 3 to 5 hours of television every day, and up to an average of 24 hours of television a week. Did you know that on average, children will see 576 or more commercials each week? Children’s programming devotes up to 12 hours to advertising a week. Research has demonstrated that the effect of television viewing on children leads to a number of possible problems. Television affects social and emotional behavior, creativity and language skills, and school achievement. There is an organization out there in support of children and parents who are concerned with the way television is being viewed. The name of this organization is CARU, Children’s Advertising Review Unit, and it is an industry supported self-regulatory system of the children’s advertising industry. â€Å"CARU works with the industry to ensure that advertising directed to kids is truthful, and above all fair.† (Better Business Bureau) The purpose of CARU is to maintain a balance between controlling the message children receive from advertising, and promoting the important information to children through advertising. Another organization working towards controlling advertising towards children is the â€Å"Children’s Television Act of 1990 who limited advertising on children’s programs to 10.5 minutes per hour on weekends and 12 minutes per hour on weekdays.

Essay on hinduism and buddhism Essay

Hinduism and Buddhism have different similarities and are in some ways connected to each other. Some of the practices of the two religions are similar in many different ways and there are several examples to show this. Hinduism first started in India around 1500 BC. The word Hindu comes from the word â€Å"sindhu† or river. The Hindu community think of themselves as â€Å"those who believe in the Vedas†, or â€Å"those who follow the way or dharma of the four classes and the stages of life. The four classes being the varnas and the stages of life being the ashramas. Like Hinduism, Buddhism also started in India. It is based on the teachings of Siddhartha Gautama, who is called the Buddha. Buddhism started a monastic movement in the Brahman tradition. Another name for buddah is the enlightened one.It is generally agreed that the Buddha was born in 563 BC in Kapilavastu to the ruler of a small kingdom. He grew up as a rich guy and had a splendid life. When he was 29 he came to realize that high life up to this point had been so empty. He let go any earthly things and soon left to find peace and enlightenment trying to stay away from the cycles of rebirths. He started practicing Yoga and â€Å"adopted a life of radical asceticism.† He soon gave up this way of thinking and focused on a middle path between the life of â€Å"indulgence and that of self-denial†. After a while of great â€Å"inner struggle†, he began to wander to different places and preach and organized a community know as the sangha. The Buddha started the movement for all different peoples and denied that a person’s spiritual worth is a matter of birth. The Buddha left no written word. â€Å"The Cannon for the Buddhist religion is known as the Tripitaka† or three Baskets, because is has three writings. These are the Sutra Pitaka which is a collection of â€Å"discourses†, the Vinaya Pitaka, which is the code of the monastic rules, and the Abhidharma Pitaka, which contains all different â€Å"philosophical, psychological, and doctrinal discussions and different classifications.† The Vinaya Pitaka has over 225 rules for the Buddhist monks and nuns, each  which has a story to explain. The Abhidharma Pitaka has seven different works, which include â€Å"detailed classifications of the psychological phenomena, metaphysical analysis, and a thesaurus of technical vocabulary.† Hinduism also has a lot of writings but the most important of all is the Vedas. The oldest is the Rig-Veda, which was made in an ancient form of the Sanskrit language in northeast India. It consists of 1028 hymns to many of the gods.

Bronze Age Mesopotamia Leadership

The Epic of Gilgamesh Bronze Age Mesopotamia had a distinct culture and tradition; their rich cultural heritage was passed down by some incredible fictitious and non-fictitious writings like the ‘Epic of Gilgamesh’. There are many inferences that can be made about Bronze Age Mesopotamia by reading the ‘Epic of Gilgamesh’. It’s clear from this document that the dichotomy between a tyrannical and a just leader existed in the society where the leaders were expected to be courageous, bold and adventurous.The importance of the role of religion on leadership cannot be overlooked and religion seemed to mingle with and govern the lives of the leaders. One of the most powerful deductions that can be made about Bronze Age Mesopotamia is the constant struggle between a tyrannical ruler and a just ruler. In fact one can go as far as claiming that the entire document highlights the need for a leader who rules well over his people. In the end of the tale we see Gil gamesh, a tyrannical barbaric ruler, repent by pledging to become someone who loves the people he rules (Kovacs).This shows that perhaps corrupt tyrants who thrived at the expense of the common people marred the Bronze Age Mesopotamia. Similarly another key deduction on leadership is the apparent divine mandate to rule. The Persian Empire is known to have solidified the ‘divine mandate to rule’ and it seems that the Bronze Age Mesopotamia wasn’t too far off from the same notion. In the story we see Gilgamesh as a ‘hero’ mandated by the Gods to rule and after he displeases the Gods we see the birth of another ‘hero’ once again mandated by Gods to challenge Gilgamesh (Kovacs).This intricate relationship between heroes and Gods is something that seems to be a key feature of leadership as no ordinary person could simply become a leader. The Bronze Age Mesopotamian society had somewhat unique expectation from their leaders. The most important expectation dealt with courage and strength, which is to clear from the numerous incidents during the ‘Woe unto Gilgamesh who slandered me and killed the Bull of Heaven! † We see Enikdu and Gilgamesh fight off ‘the bull of heaven’ as well as fight each other with courage, passion and determination. A leader who did not ave the courage to fight and the strength to win was considered no leader at all during the Bronze Age Mesopotamia (Kovacs). Similarly, the leaders were also expected to have a sense of adventure to test out their courage. During the ‘Epic of Gilgamesh’ we see Gilgamesh and Enikdu travel to the dark cedar forest to fight the great monster called Humbaba. There seemed to be no reason for both these leaders to fight this monster but in order to prove their worth and win over the love of their people they had to embark upon this journey and prove their courage as seen in this quote, â€Å"I am Gilgamesh, I killed the Guardian!I des troyed Humbaba who lived in the Cedar Forest†¦ I slew lions in the mountain passes! † (Kovacs) . During the course of the ‘Epic of Gilgamesh’ we also find out about interesting and intricate relationship between Gods and leadership. The Bronze Age Mesopotamian notion of God was very different from our modern notion and God’s often had physical form and interacted with men and other beings. Its clear from the tale that Gods were deeply concerned about who rules and it what manner. As seen in tablet VI, after Gilgamesh rejected Ishtar’s proposal to her father, â€Å"the god of creation, brings about a curse upon the city of Uruk (Kovacs).Even though the Gods do not have complete control over how the leaders behave they seem to be the ones who ultimately decide their fate as is evident from the death Enkidu. The Gods also seem to decide the creation of leaders and their qualities. The leaders can be seen as ‘appointed officials’ and w henever a leader is doing what the Gods would have him do the God’s can create a new one to bring about balance and harmony. To conclude, the ‘Epic of Gilgamesh’, one of the few surviving works of the ancient literature, provides with wonderful insights into the hidden world of leadership in the Bronze Age Mesopotamia.From this tale we find out that the Mesopotamian society had experienced tyrannical rule but at the same time people seemed to have realized a way forward where rulers needed to be just. We also find out that Bronze Age Mesopotamian culture recognized courage, passion and a sense of adventure as important virtues in their leaders. Similarly a lot can be said about the close connection between leaders, Gods and the ultimate power of the Gods over the leaders. Works Cited Kovacs, Maureen. The Epic of Gilgamesh. N. p. , n. d. Web. 14 Sep 2012. .

An Investigation Into Smes Survival and the Discrimination Between Fgsmes and All Other Smes

Introduction In a competitive global market, micro, small and medium-sized enterprises (SMEs) play an increasingly important role in a nation’s economy. Today they make a substantial contribution to job creation, innovation, as well as entrepreneurial skills. A report conducted by European Commision(2005) stated that in the enlarged European Union of 25 countries, 23 million SMEs provide about 75 million jobs and account for 99% of all enterprise. SMEs are also the vital attributes for lifting the productivity of economy. This is primarily because SMEs are been considered as having a key role to play in providing new products. Take UK for example, SMEs have become more and more dynamic. SMEs have enjoyed higher productivity growth than large firms since 1998, and the proportion of SME employers reporting that they have undertaken either product or service innovation in the past 12 months has increased from 32% in 2005 to 48% in 2006(BERR,2002). An important aspect of SMEs, especially for the young SMEs, is their survival rate, according to Haugh and McKee(2000), survival means continue to exist in the future. Although we have seen a large increase in new company formations and higher levels of their survival rates than the past, we cannot neglect the fact that the rate of failure of these SMEs is also very high. Some of the firms fail in their infancy stage and some fail within several years after start-up. Some statistics suggest that the failure rate of SMEs in their first five years is more than 50% (Reiss, 2006). There are many reasons that contribute to SMEs’ failure: insufficient capital, poor management skills, poor human resources, lack of innovations and so on. Factors that contribute to small business survival and non-survival In order to prosper, all SMEs need to ensure that they are alert both to opportunities for achieving success and threats to their survival. Only when the company are aware of and deal with these factors correctly, they can survive, grow and succeed. 1. Financial circumstances 1. 1 Access to Finance Obtaining the right finance is a pivotal factor to a new firm’s survival and high growth. For SMEs, there are various types of finance available, including bank loans, borrowing from family and friends, obtaining equity investment from business angels, venture capitals and so on. Obviously, different options have different profits and constraints. The advantage of loan finance is that it will not dilute ownership structure of the firm. However, excessive reliance on loan finance could be a financial threat to their firm’s solvency. Astebro and Bernhardt (2003) stated that there was a significant negative correlation between having a bank loan and the survival of the business. Since loan means a continuing obligations for the firm to repay the principal debt and associated interest on a predetermined timetable. This kind of loan covenants can place strain on a firm’s cash flow position, if a firm’s capital contains a high proportion of debt, then the firm has to generate more cash to cover the repayment obligations, however it may have greater threat to default due to a sudden interruption in income. 1. 2 Financial Health A critical reason for SMEs’ failure is that they cannot identify and react to threats to their financial healthy. For example, the substantial increases in overheads could be a threat to financial healthy since it is a signal of weak cost management. Significantly increasing overheads will reduce the available cash flows and profits, eventually reduce the probability of survival. According to Schaefer (2006), over-expansion is a leading cause of business failure. This often happens when business owners confuse success with how fast they can expand their business. A large amount of bankruptcy is due to rapidly expanding firms. Birley and Niktari (1995) found that, in the opinion of many accountants and bank managers, 70% of SMEs failures were caused by a very large extent to being under-capitalized, to short-term liquidity problems or insufficient working capital. So in order to survive, firms have to look out for financial threats to the firms’ solvency and maintain effective management control over their finances. 2. Human capital In most SMEs, power is centralized in the hands of the owner-managers and the owner-managers always play multiple roles in a company, including general manager, sales manager, production manager, financial manager and so on, so that characteristics of the owner-managers, such as education background, family business background, personal goals, previous work experience, strategic awareness have a significantly impact on firm’s activities and performance. Several studies indicate that in SMEs, the personality of the owner-managers is a critical determinant of corporate structure and strategy(Miller and Droge 1986; Miller and Toulouse 1986). Owner-managers who are inability to motivate staff, rarely listen to others’ advices, have little knowledge of marketing strategy, finance, and personnel management may act as a significant constraint to SMEs’ survival. On the other hand, owner-managers are not experts at everything, many owner-managers in small firms are lack of the leadership and management skills which are necessary for the firms’ survival and growth. Deakins and Freel (1998) found that one of the critical factors in the success of a SME was the ability to build an ‘entrepreneurial team’. The presence of a diversified management team may imply a greater variety of complementary skills: marketing skills, business skills, as well as technological skills, this is also crucial for SMEs in relation to the long term success of the firm. So building a entrepreneurial team will definitely increase SMEs’ viability. 3. Over-dependent Some firms do not have the appropriate strategy and become excessive reliance on a single customer or a small client base. The more a firm relies on a particular client, the more possibly it is damaged by factors out of its control than if it has a wide client base. Natwest (1997) stated that an important reason for SMEs failure is over-reliance on one or two customers and lack of sales. Failures often occur due to firms’ sole customer withdrawing its orders or going bankrupt. The same principles also apply to a firm’s supplier base. If there is a breakdown in the commercial relationship between the firm and its single supplier, the prodution of the firm will be damaged. As a result, if a young firm wants to survive, it should seek to cultivate a wide client (supplier) base instead of depending on a small number of regular clients (suppliers). However diversification strategy can realize this. Diversification across production and services can satisfy different types of customers and reduce the probability of over-dependent. 4. Training One of the factors that contribute to SMEs failure is low level of management performance and inefficient operation, which is a result of lack of training. It is generally acknowledged that the majority of the small-firm owners run their business just based on their own experience and common sense, without getting professional or other formal qualifications. Stanworth and Gray (1992) pointed out that minority of small-firm owners who participate in management training tend to have better educational qualifications, and their businesses have better survival and growth rates than other small firms. Also, Kitson and Wilkinson (1998) found a positive link between training and innovation and growth, as training was provided by 60% of innovating firms but only 41% of non-innovators, and 72% and 68% of medium and fast-growing firms, respectively, compared with 46% of stagnant and declining firms. Training could cover a wide range of areas including accessing to and managing finance, cost management, personnel management, marketing strategy, information use and retrieval, operation management and so on, which equip small-firm owners and employees with the skills necessary to survival and the further growth. So training is also an important factor that contributes to small firms’ survival which can be easily ignored. 5. Innovation In this era of knowledge economy, innovation become inextricably linked with a firm’s survival, successful entrepreneurship always relies heavily on innovation. It is extremely important for new small firms who still enter industries where economics of scale plays a critical role, by innovation small firms could compete on the basis of added value, therefore enhancing the likelihood of survival. On the other hand, innovation intrinsically linked with a company’s diversification strategy, through innovative activity, firms have the chance to produce new products and services so that they can attract more customers and increase their market share. Also, cost reduction can be achieved by innovation in operation processes, marketing and organizational forms. For example, in order to expand, some firms may choose a strategy called e-marketing to reduce cost, they may create a impressive and special site to grab people’s attention, on the website, a convenient online selling system is provided. Also, the firm may send their new products and services details to their target customers and potential customers, sometimes combining with even fun facts. So business innovation is especially important not only for large companies but also SMEs’ survival, lack of innovation could be a barrier to a small firm’s growth. Discrimination between fast growth firms and all other SMEs Different SME tends to have different growth rate, some of them grow rapidly and are recognized as FGSMEs(fast-growth small-to-medium enterprises). According to Caroline and Kosmas, FGSMEs are firms that achieve at least 20% annual compound sales growth over a 5-year period. Birch (1995) found that FGSMEs make up 3% of all small firms. Based on former research, there are many firm-based characteristics, which are concentrated on both customers and organizations aspects, such as satisfaction of customers, financial perspectives, staff retention, number and quality of successful innovations and so on, to discriminate between FGSMEs and all other SMEs. 1. Customer Focus FGSMEs are customer centric, regularly receiving feedback from clients and taking their requests and complaints seriously into consideration (Tan, 2007). They always try to retain clients through improving the quality of products and services or developing new products. According to the BSC, customer perspectives focus on traditional marketing issues such as market share, customer satisfaction and service quality ratings, customer loyalty, and customer perceived value (Kaplan & Norton, 2000). 2. Financial Perspectives FGSMEs tend to spend a lot of time and effort in analyzing the financial health of their firms. On the contrary, other SMEs always analyze cash flows on a regular basis, relying on occasional ‘back of the envelope’ calculations. Financial summaries provided by accountants are used for mandatory reporting purposes instead of financial management (Barnes et al. , 1998). 3. Internal Business Perspective Internal business performance indicators contains traditional operational terms such as tender success rate, data rejection percentages, time per customer (Kaplan & Norton, 2000), on-time delivery, the number of new products launched and product defects (Zaman, 2003). FGSMEs tend to manage and examine their business processes. For example, Liaise marketing (a supermarket broker) CEO, Tony Merlino stated that their firm measures manufacturer sales, market share and store visits to make sure that their sales team operates properly and efficiently. 4. Employee Focus Kaplan and Norton (2000) pointed that innovation, learning, and growth perspectives are closely linked to improve employee job satisfaction and commitment, and develop employees’ technical ability and innovation skills. According to the previous literature, FGSMEs seem to pay a lot of attention on employees. Nicholls-Nixon, 2005; Tan, 2007). So we can see that these fast-growth firms all have a strong emphasis on making their employees as part of the performance measurement system. Staff’s ideas and feelings are very important and cannot be ignored easily. Conclusion This study aims at identifying the factors that contribute to SMEs’ survival. Finding on the study sug gests that effective financial management, outstanding leadership and training play a critical role in SMEs’ survival, while excessive depend on one or two customers(suppliers) will be dangerous and may lead to a death. On the other hand, the study makes a distinction between FGSMEs and other SMEs based on four perspectives, finally draw the conclusion that FGSMEs tend to pay more attention on customers, financial management, internal business operation and employees. REFERENCE Astebro, T. and Bernhardt, I. 2009. â€Å"Dissecting Behaviours Associated with Business Failure: A Qualitative Study of SME Owners in Malaysia and Australia†. Journal of Asian social science 5 (9): 98–104. Barnes, L. , Coulton. T. Dickinson. S. Dransfield, J. Field, N. Fisher, et al. 1998. A New Approach to Performance Measurement for Small and Medium Enterprises†. Performance measurement – theory and practice, 1, 86-92. BERR. 2002. ENTERPRISE: UNLOCKING THE UK’S TALENT. [online]. [Accessed 9th February 2010]. Available from World Wide Web: < http://www. berr. gov. uk/files/file44992. pdf> Berry,M. 1998. â€Å"Strategic Planning in Small High Tech Companies†. Long Range Planning 31(3) : 455-466 Birch, D. 1995. Who's Creating Jobs? Cambridge: Cognetics, Inc. Birley, S. and Niktari, N. 1995. The Failure of Owner-Managed Businesses: The Diagnosis of Accountants and Bankers. London: Institute of Chartered Accountants in England and Wales. Caroline, S. T. and Kosmas, X. S. 2005. Firm performance measurement in fast growth small-to-medium enterprises [online]. [Accessed 10th February 2010]. Available from World Wide Web: European Commision. 2005. The new SME definition User guide and model declaration [online]. [Accessed 10th February 2010]. Available from World Wide Web: Enterprise Britain: Growth, Innovation and Public Policy in the Small and Medium Sized Enterprises Sector. 1994–1997. Cambridge: ESRC Centre for Business Research, pp. 16–27. Haugh. M and McKee. L. 2000. Survival, independence, control: uncovering the shared values in the SME. [online]. [Accessed 12th February 2010]. Available from World Wide Web: Kaplan, R. S. , and D. P. Norton. 2000. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston, MA: Harvard Business School Press. Kitson, M. and Wilkinson, F. 1998. â€Å"Employment structure, recruitment, labour turnover, training and labour force flexibility† in Cosh, A. and Hughes, A. (eds), Natwest. 1997. Natwest Quarterly Survey of Small Business in Britain. Small Business Research Trust Nicholls-Nixon, C. L. (2005). Rapid Growth and High Performance: The Entrepreneur's ‘Impossible Dream'? Academy of management executive, 19(1), 77-89. Noor, H. A. 2003. † Start-up financing, owner characteristics, and survival†. Journal of Economics and Business 55 (2003): 303–319. Stanworth, J. and Gray, C. 1992. â€Å"Entrepreneurship and education: action-based research and training policy implications in Britain†. International Small Business Journal 10(2), 11–23. Schaefer, P. 2006. The seven pitfalls of business failures and how to avoid them. Accessed 9th February 2010 Available from World Wide Web: www. usinessknowhow. com/startup/business-failure. html Tan, C. S. L. 2007. Sources of Competitive Advantage for Emerging Fast Growth Small-to-Medium Enterprises: The Role of Business Orientation, Marketing Capabilities, Customer Value and Firm Performance. RMIT University, Melbourne. Zaman, M. 2003. Balanced Score card Implementation in Australian Companies – an Exploratory Study of Current Corporate Practice and Strategic Intent. Paper presented at the Hawaii International Conference on Business.

Prince Metternich

Samantha Meyers 01/20/13 Wld Hist. HN Pd. 2 Prince Metternich Prince Metternich was born in Coblenz on May 15, 1773. He owed most of his early education to his mother because his father showed no interest in his education. In 1788, Metternich enrolled in Strasbourg University He served as foreign minister of the Austrian Empire from 1809 to 1848 and restored Austria to its former power after the devastating Napoleonic Wars. He held continuous office in European affairs for almost 40 years.One of his first tasks was to set up a detente with France that included the marriage of Napoleon to the Austrian Arch-Duchess Marie Louise. Soon after that he engineered Austria’s entry into the War of the Sixth Coalition on the Allied side, he signed the Treaty of Fontainebleau that sent Napoleon into exile. In recognition of his service to the Austrian Empire, he was raised to the title of Prince in October 1813. Prince Metternich lead the Congress of Vienna.He helped restore balance of po wer to all of Europe and proposed a peacekeeping organization called the Concert of Europe. He attempted to restore hereditary monarchs that lost power but only ended up making the people favor nationalism. Under his guidance, the â€Å"Metternich system† of international congresses continued for another decade as Austria aligned herself with Russia and Prussia. This marked the high point of Austria's diplomatic importance, but soon Metternich slowly slipped back into the periphery of international diplomacy.At home, Metternich also held the post of Chancellor of State from 1821 until 1848, under both Francis II of Austria and his son Ferdinand I of Austria. After a brief period of exile in London, Brighton and Brussels that lasted until 1851, he returned once more to the Viennese court, this time to offer only advice to Ferdinand's successor, Franz Josef. Having outlived his generation of politicians, Metternich died at the age of 86 in 1859. Metternich was one of the most c apable diplomats of his time.He was responsible for the stability of European governments. In the end, however, Metternich failed because his basic strategy was to support autocracy when the political development in Europe moved rapidly towards democracy. Bibliography: â€Å"Prince Metternich. †Ã‚  World History: The Modern Era. ABC-CLIO,  2013. Web. 20 Jan. 2013. World History Notes on â€Å"19th Century Nationalism† â€Å"Conservative, Sophisticated, Skilled Diplomat. †Ã‚  Emersonkent. com. Emerson Kent, n. d. Web. 20 Jan. 2013. .