The third generation Essay Example | Topics and Well Written Essays - 1750 words

The third generation - Essay Example 3G wireless technology is the new version and is the junction of different 2G wireless telecommunications systems into a sole uniform global system which includes up gradation of terrestrial and satellite components in its functioning.3G or the third-generation wireless was used to refer to this age developments in personal & business wireless technology, particularly the mobile communications. 3G or The Third Generation ushers in many benefits with its mobility, broad bandwidth and high speed communication (upwards of 2Mbps).Network operators & telecommunications service providers are busy in implementing this global third generation (3G) wireless standards in order to fulfill the demand of the customers of that mobile company.3G wireless technology represents a shift from voice-centric services to multimedia-oriented like video, voice, data, fax services.Figure shows an integrated design of a 3G cellular and wireless LAN system (Chuah & Zhang). In a wireless network system, we gene rally have a mobile terminal communicating with a base station in a radio access portion. The radio interface usually terminates within the base station in a wireless LAN system and usually terminates in radio network controller in a cellular system. In CDMA/WCDMA technology, the radio network controller combines the radio frames to facilitate the path diversity from different base station to the users. The circuit and packet data from the radio network controller will be segregated and routed to different portions of the core network. Later voices data are transferred to a mobile switching center and as other data get transferred via specialized routers it support the mobility of accessing the internet. The Different Types/Standard of 3G: The International Telecommunication Union (ITU) is in charge for standardizing 3G. After trying to establish a single 3G standard, ITU at last permitted a family of five 3G standards, which are part of the 3G structure namely IMT-2000: Three standards based on CDMA, namely CDMA2000, WCDMA, and TDSCDMA. Two standards based on based on TDMA, namely, FDMA/TDMA and TDMA-SC (EDGE). The CDMA standards are the most important 3G standards. 1. WCDMA - Wideband Code Division Multiple Access: It is a technology for wideband digital radio communications of Internet, multimedia, video and other capacity-demanding applications. WCDMA is approved as a standard by the ITU under the name IMT-2000 direct spread. It converts the data into a narrowband digital radio signal first, and then it assigned a marker (spreading code) to distinguish it from the signal of other users. WCDMA uses variable rate techniques in digital processing and it can achieve multi-rate transmissions. 2. CDMA 2000 - Code Division Multiple Access 2000: CDMA was launched in 1995 commercially and it very quickly became one of the world's fastest-growing wireless technologies. While later in 1999, CDMA was selected as a standard for new "third-generation" (3G)

Information Security Proposal Essay Example | Topics and Well Written Essays - 500 words

Information Security Proposal - Essay Example This includes the recovery from network downtime. It also includes the plans and security in place for the A paradigm can have various meanings. It refers to â€Å"your basic beliefs† and your approach to the world which affects the way you define your research and how you collect and analyse data (Collis & Hussey, 2003, p. 47). The research approaches used in the study comprises a mixture of both the â€Å"phenomenological paradigm† which is also referred to as a â€Å"qualitative† approach, and the â€Å"positivistic paradigm† also known as the â€Å"quantitative† approach (Collis & Hussey, 2003, p. 47). As the research will utilize interviews to collect data, it would be advantageous to use both the qualitative and quantitative approaches. This will be useful when conducting interviews, as the phenomenological paradigm helps the researcher to â€Å"get a feel for the key issues† and provides â€Å"confidence† in the accuracy and depth of the data collected as the main issues have been covered (Saunders & Lewis & Thornhill, 2000, p. 98). Furthermore, working within the positivistic paradigm will assist in measuring the data and the correlation between the variables, and the quantitative research outcome could be measured against existing theory. Using a mixture of approaches and techniques has advantages, as all methods have pros and cons. This means using a triangulation approach, which as Denzin & Lincoln (2000) explain â€Å"has been generally considered a process of using multiple perceptions to clarify meaning, verifying the repeatability of an observation or interpretation† (p. 443). Using both methods will help ensure that the research outcome is accurate and this â€Å"will lead to greater confidence being placed in your conclusions† (Saunders & Lewis & Thornhill, 2000, p. 99). It also reduces the â€Å"possibility of getting the answer wrong† (Saunders & Lewis & Thornhill, 2000, p. 100). For the research, data will be collected from two types of sources,

The 140 Marketing terms you must know Essay Example for Free

The 140 Marketing terms you must know Essay The most visible part of a communication program for the end consumer. Uses mass media channels such as press, bill boards, radio, TV and cinema. See also Below the line. Advertiser A company that uses advertising as a strategic tool to build its business. The advertiser most often works with an Advertising Agency. Advertising Agency The advertisers first communication partner. Designs campaigns that run in press, TV, billboards, radio, cinema and online. 2 Key departments are Strategic Planning, Account Management, Creative and Production. Account Director The client contact at the advertising agency: briefs the right agency resources sells the agency work oversees the account profitability Adaptation work All translations, modifications and specific implementation ideas that will make a global campaign work locally to full effect. Agency Briet The crucial meeting (and document) in which the Advertiser communicates its business and communication objectives to the agency. 3 App A simple piece of software designed for a specific use and purpose for the end user. Mainly for mobile digital devices (smart phones and tablets). Art Buyer The person who finds the third party talents ho will design the final print and TV ads (photographer, film director, illustrator ). She also negociates all the production quotes and royalties. Art Director The eye of the creative team. In particular is in charge for the look ; feel of the campaign. (see also Copy Writer) 4 Below the line The less visible part of a communication program for the end consumer. Uses more targeted channels such as trade publications, direct mail, emailing or even in store activities. See also Above the line. Benchmarking The learning process that goes through the study of the best practices from the past or rom the brands competitors. 5 Benefit The essence of what the brand promises to its consumers that can change their lives in a positive way. See also Brand Promise Big Idea An outstanding creative idea never seen betore, that connects witn consumers and is true to the brand. Body copy The small type text in a press ad that explains in more detail the attributes and benefits of the product or service advertised. See also Headline. Bottom up Any user generated communication piece that will have an impact on the brand perception (e. g. blogs, forums, word of mouth). See also Top down. 6 Brand Awareness The percentage of the population who know the brand by name and can associate it with the right product category. Brand Book The brand Bible. The document that sums up the brand: its vision, pyramid, and its visual and creative guidelines. The purpose is to ensure that every future communication piece respects the values and the formal identity of the brand. Brand Character Describes the brand personality and the type of relationship it has with its consumers as if it were a person. 7 Brand Equity The differential effect that brand knowledge has on customer response to brand marketing activity. Brand Generated Content Content that is 100% generated by the brand Marketing department or by the agency, as opposed to User Generated Content. Brand Premium The price difference consumers are prepared to pay for a branded product vs a very similar product unbranded or from another brand. Brand Promise The rational or emotional benefit the brand stands for. Should always be consistent with the brand vision. 8 Brand Vision The brands ultimate ambition and why it is irreplaceable. The vision explains and Justifies the brands present and future initiatives. BTB Communication Any communication piece that addresses a business constituency of the brand, eg a ustomer, a supplier or a partner. BTBTC Communication Any communication piece intended for both to the business partner and the end-consumer that will facilitate the selling protocol (e. g. window displays, demonstration kits, etc.. ). BTC Communication Any communication piece directly addressed to the end-consumer. 9 Budget (Production/ Media) The financial provisions made by the advertiser to support the costs of its marketing and advertising campaigns. Buzz Literally a murmur. An intriguing communication piece that generates a word of mouth. The goal is to turn consumers into a free media for the brand. Also called Viral Marketing. 10 c Call to action Any communication piece that generates a positive change in the consumers behaviour (e. g. visit the web site, make an inquiry, visit a store, Campaign The implementation program that will make the creative idea come to life through all the relevant touch points with the consumers (offline, online, POP ). Challenge (in the brief) Explains what behavior or mindset change the advertiser wants to create on consumers through the new communication program. 11 Challenger Brand A brand with a strong and relevant point of difference yet without the stature, nowledge, and e steem of a Powerbrand. Claim An advertising statement that sums up the product performance or benefit. Competitive analysis/Copy review The analysis of the past advertising and results of a brand vs its competitors. Concept A short paragraph describing how the brand wishes to present itself through its products or services to appeal to consumers. Connect The brands ability to get closer emotionally to each and every consumer. 12 Copy Strategy See Creative Brief Copy Writer The pen of the creative team more specifically in charge of the headlines, signature and body copy. (see also Artistic Director) Cost controller Independent expert appointed by the advertiser to check the quotes and optimize production budgets. Creative Awards Yearly prize giving ceremony that distinguishes the most creative campaigns and agencies. The best known and prestigious Awards are the Cannes Lions. (See also Effie Awards) 13 Creative Brief Also called Copy Strategy. The contract that articulates what is expected from the creative campaign, what it must communicate (benefit, reason why), and to whom (core target). Creative Director Head of the agency creative department. Accountable for the quality of the work and he creative reputation of the agency. Creative Journey The total creative process from the initial concept writing to the local implementation of the campaign. Usually takes approximately 10 months. 4 Creative Presentation The meeting in which the advertising agency presents its different creative proposals for the future campaign. All decision makers on the agency and client side should be present. Creative Selection Always the clients call. When the decision is taken to go forward with one idea among the different creative proposals presented by the agency. Creative Team In general a Copy Writer and an Artis tic Director. Together they come up with the creative idea that answers best the creative brief. Their work is approved by the Creative Director. 5 Ditterence (brand) Any ownable attribute that makes a brand unique. The #1 of the four building blocks ofa Powerbrand. Digital Media The various platforms and channels (websites or Social Media) a Brand uses on the Internet Disruption Advertising method originally created by JeanMarie Dru of TBWA. Its core belief is that the strongest brands have established themselves 16 by breaking all pre-existing conventions on their market. DOS DONTS Formal guidelines of what should always and lso what should never happen in any piece of advertising developed for the brand (e. g. fonts, colors, logo placement, . Part of the Brand Book. 17 Effie Awards distinguishes the top business building campaigns and agencies. (see also Creative Awards). Endorsement A third party explicit support that improves the brands credibility (eg a celebrity, an expert, a group of consumers.. ) Esteem (Brand) Measures to which degree consumers are proud of buying and of using the brand. The #4 of the four building blocks of a 18 Fee (agency) The financial compensation paid by the advertiser to its advertising agency. Negociated by contract most often on a yearly basis. Also based on an agreed Scope of Work (SOW). EMOT (or ZMOT) First (Zero) Moment Of Truth P;G concept. The very short lapse of time in which a shopper in a store makes up his/her mind about a product or a brand. 19 Gatekeeper Someone from the advertiser organization with the power to approve or stop the process at any given stage of the development of the creative campaign. Generic Anything can be claimed by any player in a given category. Cannot be owned by any brand. GRP Media measurement unit on a given target audience that combines the average reach 20 nd the number of occasions to be exposed to an advertisement (reach x frequency). Gut feeling The initial reaction a Marketeer should always have when first exposed to an ad. The more spontaneous, the better. 21 Headline The line at the head ofa press or poster ad that it supposed to catch the attention of the viewer. See also Body Copy. Hemisphere right/left Refers to how our brain works. The right Hemisphere is the most intuitive one, the left Hemisphere is the most analytical. Ag campaign should speak to both hemispheres. Impact A metric of the ability for an ad or a campaign to get noticed and remembered immediately y the target audience. Incentive (agency) Any reward that generates the motivation to go the extra mile. Money is one. Recognition is another. Insight A consumer related truth. It should always be the starting point to develop new products or to conceive an effective communication strategy. The Strategic Planner can help brands to identify untapped insights. Judgment (Creative) There are 7 criteria to Judge a creative campaign: 1. Is ita big idea? 2. Is it on equity? 3. Does it communicate the benefit? 4. Is it simple? 5. Does it connect? 6. Is it distinctive and recognizable? 7. Is it easy to implement? 24 Kit (communication) The different creative pieces of a campaign put together for the local markets to adapt according to their specific needs and requirements. Knowledge (Brand) The consumers clear understanding of what the brand stands tor. Intimate Knowledge is the #3 of the four building blocks of a 25 KOL Key Opinion Leader. Has the credibility, expertise or fame to be a decisive influencer on a group of consumers. Key Performance Indicators. Pre-selected criteria to help assess and monitor the results ofa campaign. 26 Layout In advertising a piece of creative presentation material in the form of a drawing on a board. Has the same meaning as Mock up. Lead Agency The agency in charge of the strategy and central work on behalf on an international client. Its role is also to coordinate the work of the local agencies and monitor the account profitability for the network. 27 Mandatories Defined in the Agency Brief. For eg media selection, formats, cultural traps, graphic guidelines, different languages Indispensable before the creative team start working on the brief.

Organizational Culture In Strategic Management

Organizational Culture In Strategic Management Culture plays an important part in our society. It refers to beliefs and codes of practice that makes a community what it is. It also plays the same role in organizations. A strong organizational culture will provide stability to an organization as it has significant influence on the attitudes and behaviours of organizations members. Most of companys top managers have a strong awareness that the culture of a company is crucial to everything they do and plays irreplaceable part in their success. However, not many companies can admit that they can describe their culture and fully understand how important it is in the success of their businesses. Therefore, this paper will give a deeper insight about how an organizations culture can have a great influence on its strategic management processes. What is Organization Culture ? There are various explanations and elements to define organizational culture. For some, it means top management beliefs and values about how they should manage the organization and conduct the business (Lorsch 1986). For some, it is an evolutionary process relating to people that creates unique characters for the organization (Hatch 1993). However, in general, organizational culture has been defined as the pattern of fundamental assumptions or beliefs that a specific group has developed through learning to deal with its problems of internal assimilation and external adaptation, and that have been approved to work effectively, and therefore it can be taught to new members as the correct way to perceive, feel and behave in relation to those problems (Schein 2009). The Importance of Organizational Culture in Strategic Management : Considering the importance of organizational culture and its impacts in strategic management is very essential. As organizational culture and strategies are both social processes, many strategists argue that culture and strategies are connected. According to Alvesson (2002), cultural dimension plays a vital role in all aspects of an organization. It is so impacting that it can determine the success and failure of an organization. In leadership concept, organizational culture has been identified as one the important components that strategic leaders can use to develop dynamic organization. Culture reflects the way in which people in an organization set objectives, manage their resources and perform their tasks. Culture also affects people behaviour unconsciously. Even in those organizations where the ideal of organizational culture do not receive much explicit attention, how people think, feel, value, believe and behave in a company are generally influenced by ideas, beliefs and perce ption of a cultural nature. According to Schein (2010), organizational leaders achieve success by constantly sending clear signals about their priorities, beliefs and values. Once culture is established and accepted, they become a strong management tool for leaders to communicate and energize their members with beliefs and values to do their jobs in a strategy supportive manner. When leaders succeed in promotion ethical culture in the organization, they will also become successful in organizational growth and consequently are competitive to their rivals. Therefore, it is very important to develop a strong culture in the organization as well as strategies that are suitable to the culture in order to be strengthened by it. If a particular strategy does not match with the organization culture, it could be almost impossible to accomplish expected outcome from the planned strategy. Organizational Culture, Vision and Mission in Strategic Management : One of the perspective to look at how organizational culture supports strategic management is through its influence on organizations missions and visions. Missions and visions play an important part in companys strategic management. According to Harrison and John (2010), a written mission statement is one of the most common way that managements use to communicate with their staffs about strategic direction. Generally, missions and visions state the companys purpose and values which provides ideals and direction for the company as it interacts with the marketplace. This will not only give a sense of purpose to internal and external stakeholders but also help them in resource allocation decisions which is very for carrying out companys strategy management. However, in order to have an effective missions and visions, managements need to connect them to organizational culture. In fact, one of the way to see an organizations culture through its reflection in core values (Schein 2010). Acc ording to Tocquigny and Butcher (2012), core values are the set of belief or ideology by which an organization operates. They are the foundation of organizational culture. In this fast paced era when everything is changing, core values are still constant. The organization may develop new strategies, policies or even significantly restructure; however, the fundamental identity of the company still remains intact. These values are the essential, foundational principles that will guide the organizations vision, mission and strategies as well as define and differentiating the organization from its competitors (Senske 2003). They create a foundation of attitudes and practices that every members have to agree to follow in order to support the vision and long term success of the organization. They also provide reference points and goals which allows organization to shape and strengthen its business. As internalized perception and beliefs can motivate staffs performance to exceptional level s, an effective strategic leaders need to understand and develop their intended implemented strategies that are suitable to organizational culture in order to pursue the vision of organizations leaders. Until organization decides what those cultural values are, and how they will interact with each other, ità ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s very difficult to do anything else, whether setting goals, establishing measurements, solving problems or even making decision effectively. One example about how organizational culture can support companys vision and mission is Facebook. Facebook is described as a cutting edge technology that constantly taking on new challenges in the worlds of milliseconds and terabyte. Their vision for the company is to create a fast changing and innovative company. They do not aim for perfection that requires a long time in order to launch the product but they weigh heavily on being able to make and ship products quickly, get customers feedback and continue to innovate it. In order to encourage creativity and innovation within the company, Facebooks culture created by Zuckerberg is a relaxed, unstructured and open culture. Employees can come and go as they please, with no standard work schedules which results in more employee freedom. If employees need to chill out, they can play video or table-top games. Collaboration and teamwork are encouraged to be in an informal communication and atmosphere. They also constantly encourage people to keeping things fresh, innovative and interesting, to be bold in experimenting new ideas, without any meddling from above. All of these have fostered for a fun-loving, casual and creative working environment which makes their staffs satisfied while achieving their goal to be a rapid innovative technology company (Robbins and Judge 2011). Organizational Culture as Competitive Advantage in Strategic Management : Another reason that makes culture become a determinant of business success or failure is due to its contribution in organizations competitive advantage. Creating and sustaining competitive advantage in a particular industry is always the major concern in organizations strategic management. This is because competitive advantage will help the organization to differentiate itself from its competitors while strengthening its position in the market place. According to McDonald and Gandz (1992), culture can contribute positively to the competitive advantage of companies. It can be a great tool for organization to increase their level of performance which makes it become more competitive in market place. Fernandez and Hogan (2003) have stated that culture is the underlying attitudes and beliefs that can strongly influence individual and group behaviour. When members in an organization share the same beliefs and values, they can understand what kind of attitudes they expect themselves and ot her people to show in working place as well as how they need to behave and react in particular situation in order cooperate well with each other. As they understand what the company is trying to accomplish, it will motivate them to work for a higher purpose which in turn helps to set an organization apart from the competition (Gilmartin 1999). Managements can also use organizational culture as an effective tool to dictate, control and manage employee behaviours in their strategic management (Sinha 2008). In fact, this is a more powerful way of managing employee than companys rules and regulations. Leaders in the company can use culture to influence, educate and shape their staff s mindset and attitude to gain their support in following the companys plan and procedure while reducing resistance in the organization. Having a strong, positive and strategy-supportive culture will affect the energy, enthusiasm, working habits and operating practices of employees which will not only booste r the efficiency and effectiveness in the department but also attract many people to work in the organization while reducing their staff turnover, hiring and training cost which results in yielding a competitive advantage. Not only contribute to companys competitive advantage , organizational culture also sustains the companys competitive advantage. As a company starts to experience the superior financial performance, its competitors will also starts to seek to copy what they believe is the source of competitive advantage that generates the success of the company. After examining the relationship between culture and superior financial performance, Barney (1986) concluded that culture is the factor that can help companies to generate sustained competitive advantage. He strongly believes that a strong and valuable organizational culture is one of the most sustainable competitive advantages a company can have. This is because a valuable and rare cultures is very difficult to imitate. Giving enough time and money, competitors can duplicate almost everything what an has done. They can hire away some of the companys best people. They can reverse engineer the companys processes. However, when it comes to orga nizational culture, they canà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢t duplicate the organizations culture. It is very hard for people to define culture clearly, especially in respect of its contribution to value of companys product and service. Another reason for this is that culture is usually related to historical aspects of company development as well as to the vision, beliefs and inspiration from particular strategic leaders. Organizational culture is the uniqueness and the identity of an organization that will differentiate the company from its competitors. If companies know how to make use of culture in their strategic management, it will be a powerful tool for them to sustain their competitiveness and consistence in the market while helping them to achieve success in their strategy implementation. Even when rivals try to apply the firms cultural attributes, there will be no guarantee that they can produce the same culture or obtain superior financial performance just like what the company has achieved. A good example to illustrate this point is Zappos company. Knowing that customers nowadays not only focus on good products but they also demand excellent service from the outlets, Zapposs strategic plan is to build a long term brand that not just about shoes, clothing or online retailing but to be about the best customer service and the best customer experience. To be able to achieve this goal, Zappos believes that organizational culture is the only answer. They believe that if they can get the culture right, most of other stuffs such as great customer service, or passionate employees, or building great long term brand will naturally happen on its own. In order to make employees to deliver an excellent service, instead of just using rules and procedures like other companies to educate staffs, the managements in here have shaped their staffs mindset and attitude by using culture to transmit their message to their staffs. Zappos have created a culture that encourages employees to wow e ach other by being yourself, as crazy or weird as possible, showing your care and love for other people, and just having fun in the workplace. As the employees start to be wowed by their colleagues, they will automatically want to do the same thing for other people, especially for their customers. This culture not only makes employees to be happy in their workplace but it also encourages staffs to be creative and enthusiastic in wowing their customers which results in increase in their repeated customers and their sale performance. This culture is something unique that people usually do not find in other companies which makes it attractive to their staffs as well as to other people to work in Zappos. It becomes a competitive advantage of Zappos which cannot be copied by other competitors. It makes Zappos become more competitive and differentiate themselves from their rivals in the market place (Hsieh 2010). Organizational Culture and Strategic Decision Making : Another perspective for managements to consider about the importance of their organizational culture in strategic management is its impact on their strategic decision making. As it has been mentioned above, culture is the organization s identity, values, beliefs that influences how people, from managements to employees, behave in the organization. Therefore, Thompson and Martin (2005) have concluded that organizational culture is the heart of all strategy creation and implementation. Organizational culture provides the framework for the organization, which affects nearly all the organizational activities, from the execution of strategy to the acceptance and implementation of new processes (Soyer, kabak and Asan 2007; Hill 2009; Cumming and Worley 2009). For managements, culture affects their behaviour unconsciously. It affects the choice, incidence and application of the modes of strategy creation, which reflects the values and preferences of the strategic leader. Managements do thin g in particular ways because it is implicitly expected behaviour influenced by organizational culture. Culture also influences the selection of people for particular jobs, which results in affecting the way in which tasks are carried out and decisions are made. In addition, it influences the ability of a leader to deliver his or her ideal and vision to other members of the organization as well as gaining their support and commitment when it comes to applying new strategy in the organization. In order to have a successful strategy implementation, it requires the right attitude, approach and commitment from employees which can only be influenced by culture. When a strategy match with companys culture, the culture will become a valuable ally in strategy implementation and execution. When it is not a part of the change strategy, management will usually find it difficult to implement the strategy successfully as well as achieving their target (Lawson and Ventriss 1992). Berry (1983) also believes that it may be a wiser choice for managements to select a business or strategy that will fit their companys organizational culture well in order to shift the firm toward a new strategy instead of accomplishing cultural change, which can be very difficult to achieve. Therefore, it is very important to identify the existing cultural dimensions of the organization in order to achieve successful strategy implementation. Organizational culture can be a powerful source to support companys strategy but at the same time, it can also become a great barrier to leaders if they do not consider it carefully. By understanding the elements of organizational culture and its impact on peoples behaviour, I believes that strategic leaders will be better equipped to make wise decision in making and implementing strategies to their organization. One example about how culture influences strategic decision is Walmart. In Walmart, their philosophy is to offer customers a lower price than they can get in anywhere else. Its culture is based on low cost end of every transaction in order to make profit, not from the pricing end. With the principle of saving is important as pricing, the plan has always been to drive costs out of the system in the stores, from the manufacturers profit margins, and from merchandise brokers and other middlemen, all in the service of driving down prices at the retail level, in order for Walmart to sell more, increasing the amount of business with the vendor. In order to keep their expense low, Walmart limits its store locations to rural communities with a maximum population of 10,000. This will not only hold down real estate costs but also protect the company from heavy competition in metropolitan areas. They also try to find healthy suppliers that can provide timely deliveries at low prices. Management s in here also constantly check their competitors price to make sure that Walmart offer the best drive. All of these strategic decisions support the main principle and target which is saving costs as much as possible in order to offer lowest prices in the market (Refrigerated Transporter 2002). Conclusion : In conclusion, I firmly believe that there is a strong connection between organizational culture and strategic management. Every organization has its own unique culture. It is not only the organizations identity but also the philosophy, principles that every member in organization believe and value, which affects not only peoples attitude in the organization but also the strategic decision making and management in the company. If vision and mission of organizations leaders is the goal that the company is aiming, then I believe that culture will be the compass that leads company to achieve that goal. Without the support from organizational culture, it may be impossible for companies to achieve their intended result. Culture also plays an important role in companys competitive advantage. It is a vital element that will helps organization to protect and sustain their competitive advantage from their competitors. As organization keeps building, treasuring their culture as well as careful ly considering and applying it to their strategic management, I believe that the company will be able to accomplish their goal and their leaders vision.

A Comparison of Wilfred Owen’s Dulce et Decorum est to Alfred Tennyson’

A Comparison of Wilfred Owen’s â€Å"Dulce et Decorum est† to Alfred Tennyson’s â€Å"Charge of the Light Brigade† In this essay I will attempt to compare and contrast Wilfred Owen’s â€Å"Dulce et Decorum est† to Alfred Tennyson’s â€Å"Charge of the Light Brigade†. I will examine the use of poetic devices in the poems as well as outline what is happening in each. Wilfred Owen was born on the 18th of March 1893 in owestry, United Kingdom. He was the oldest of four children and was educated in an evangelical school. Though Owen rejected most of his beliefs by 1913 the influence of his education still remains evident in his poems and their themes of sacrifice, biblical language and his vivid, frightening description of hell. One of the main influences on Owen’s poetry was his meeting with Siegfried Sassoon, though Owen soon fashioned his own style and approach to the war. The characteristics of Owen’s poetry are the use of Para rhyme (The rhyming of two words which have the same consonants but whose stressed vowels are different), alliteration, and assonance. Alfred Tennyson was born on 5th August 1809 in Somersby, Lincolnshire and died on the 6th October 1892 to later be buried in the poet’s corner in Westminster Abby. Tennyson was often regarded as the chief representative of the Victorian age in poetry, succeeding Wordsworth as poet laureate in 1850. Wilfred Owen’s poems are inspired by the horrors of his own experiences in World War One from 28th July 1914 to 4th November 1918, the day that he died 1 week before the armistice. At the time of this poem there were excessive amounts of propagandistic poetry for example Jessie Pope’s â€Å"Who’s for the game?† Lord Alfred Tennyson’s â€Å"Charge of the Light Brigade† was written to commemorate the suicidal charge by British light cavalry over open terrain in the Battle of Balaclava (Ukraine) in the Crimean War from 1854 to 1856. This was the first war to have photographic media coverage. Of the 637 men involved in the charge, 247 were killed or injured. Tennyson describes the valiant charge of the light brigade into â€Å"the jaws of death†. Tennyson makes use of repetition, allusion, and personification to paint a vivid picture of the charge and at the same time give the reader an insight into the mind of the brave soldiers of the light brigade. The rhythm of this poem imitates the sound of the horses galloping towards th... ...nly minor injuries can me sustained from war for example a broken leg. I preferred â€Å"Charge of the light brigade† because the pace and rhyming scheme give a sense of action and excitement. Strong metaphors and similes are used to provide the reader with an insight into the minds of the soldiers. I especially like how Tennyson describes the conflict itself in the 4th stanza, as this is a strong example of the sense of action in his work. The perception of war has gone through much change since the time of Tennyson, in Tennyson’s time war was regarded as a good thing but over time the perception of war has completely reversed, and in my opinion it seems these days that war is something that should be avoided at all costs mainly due to the technical advances made giving war much more potential to destroy more than just lives. I will conclude this essay with a quote from â€Å"the charge of the light brigade† which I believe shows the heroism of those men who died for their country and persevered under impossible odds. â€Å"When can their glory fade? O the wild charge they made! All the world wondered. Honour the charge they made, Honour the Light Brigade, Noble six hundred.

Environmental Conflicts In Literature :: essays research papers

Conflicts are a very prominent element in literature. If you were to look up the dictionary definition of â€Å"conflict†, you would find that it is a â€Å"struggle, controversy, or fight.† Conflicts can take many forms, and each has its own place in literature. Environmental conflicts are certainly one of the more recognized and appreciated types of conflicts. They are easy to identify, understand, and analyze. An environment can be described as one’s surroundings, so logically, an environmental conflict is a conflict with one’s surroundings. Environmental conflicts pit man against a greater power, and it is unsure what will happen next. Throughout [good] literature, a vast array of environmental conflicts can be found. Let us take a look at â€Å"Leiningen Versus the Ants,† by Carl Stephenson. In this story, environmental conflicts are exceedingly prevalent. In fact, the entire story is built upon the â€Å"act of God† that Leiningen faces. A twenty square mile army of ants threatens Leiningen’s plantation and his life. The ants prove to be a formidable opponent, even for a man of such cunning as Leiningen. They represent the power and unpredictability of nature—a perfect example of an environmental conflict. Not all environmental conflicts are huge, apocalyptic, catastrophic events. They can be as simple or commonplace as a tree falling. Such is the case in â€Å"The Interlopers,† by Saki. Saki recognizes the power of nature, and makes use of something so unimportant as a fallen tree to trap Ulrich and Georg beneath it, and dramatically alter the course of the entire story. Not only that, but at the end of the story, Saki uses wolves to change the direction of the story once more, and this time he creates some irony as well. In almost all cases, the environment does triumph over man in some way or another. â€Å"To Build a Fire,† by Jack London is a prime example of this happening to a large extent. A man and his dog are lost in the wilderness at sub-zero temperatures, and he is not only involved in an environmental conflict, but a struggle to live. Eventually the man dies of hypothermia. Again, this is another instance that illustrates the power that nature has over us.

Case Study: Chrysler-Fiat Partnership Essay

When America’s economical crisis reached its apex, domestic car manufacturers were at the forefront of struggling industries, and Chrysler was one of the hardest hit (Car and Driver, 2008). In 2008 the automotive giant, along with fellow industry stalwart General Motors, received a $17.4-billion reprieve from the American Government to keep from closing its doors altogether (Car and Driver). Chrysler did lose a lot of respectability, and was ordered to cease and desist with any new product development until the company proved it could be a viable business (Gluckman & Kurczewski, 2009). However, the loan from the government proved to still not be enough to get Chrysler back on its feet, and in 2009 the company filed for Chapter 11 bankruptcy (Groth, 2011). Fiat faced its own organizational struggles in 2003-2004 before new CEO Sergio Marchionne led the Italian automotive manufacturer back to respectability (Gluckman & Kurczewski). Still, after watching European car sales fall to a 17 year low and needing a boost to his company’s revenue, Marchionne saw the Chrysler situation as a way to get into the American market (The Economist, 2013). Objectives Sought by Each Partner: Chrysler’s objectives in the partnership with Fiat were pretty simple: it needed a financial boost to maintain its place in the industry and new technology if it wanted to grow and advance (Marrs, 2009). After egregiously unsuccessful partnerships with Daimler-Benz and Cerberus Management Group and a multi-billion dollar loan from the American Government ended with Chrysler filing for bankruptcy, the company was in desperate need of a method to regain viability (Marrs; Krisher & Strumpf, 2009; Gluckman & Kurczewski, 2009). Although Chrysler received no money in the deal, it will emerge as a new, leaner group minus billions in debt, 789 underperforming dealerships, and burdensome labor costs, not to mention gaining Fiat’s  technology to build new environmentally friendly, fuel efficient, high-quality vehicles (Krisher & Strumpf). Fiat’s objective in the partnership was to provide a financial boost to its own company without accumulating additional debt (Ebhardt, 2013). Fiat, Italy’s largest auto manufacturer, would like to expand its market to become a global competitor. Fiat CEO Sergio Marchionne believes that to compete with General Motors, Volkswagen, and Toyota, the merged Fiat-Chrysler will need to produce 5.5-6 million cars a year, compared to its current output of 4.1 million (The Economist, 2013). Basis of Dialogue Leading to the Partnership: The basis of a dialogue leading to a potential partnership was the concept of a mutually beneficial situation for all parties involved (Cox, 2013). Fiat has the capital, new technologies to develop high-efficiency cars, and reverence from Ferrari and Maserati fans that will allow Chrysler to regain its place among top domestic auto manufacturers in the United States (Groth, 2013). Fiat will share with Chrysler its platforms and powertrain technology, including engines, transmissions, and fuel-saving technology (Gluckman & Kurczewski, 2009). Through Fiat, Chrysler will also get better distribution of its products in Europe, India, Brazil and China (Gluckman & Kurczewski). Chrysler is the 3rd-largest U.S. auto company and is a trusted brand with the international appeal, customer base, and facilities that will allow Fiat to become a serious competitor in the global automotive manufacturing market (Groth). Chrysler was also in no position to be patient for an extended period of time. While its factories sat idled during the bankruptcy process, the automaker reportedly lost 100 million per day (Krisher & Strumpf, 2009). Steps Taken by Each Company: The partnership between Fiat and Chrysler, which is still an ongoing process, is being approached in phases. Initially Chrysler agreed to give Fiat a 35% holding in return for an influx of new engines and platforms, research and development, and help retooling its plants (Marrs, 2009). This approach allowed both organizations to ease into the partnership, without either side immediately taking on too much debt or risk (Cox, 2013). Analysts were not  able to exactly predict the partnership between Fiat and Chrysler. In fact, Chrysler was in talks with General Motors before both companies began to experience serious financial hardships (Gluckman & Kurczewski, 2009). Looking to avoid the management mistakes that doomed Chrysler’s partnerships with Daimler and Cerberus, Fiat CEO Sergio Marchionne has made it clear that Fiat/Chrysler will run as one company (Trujillo, 2013). As Mr. Marchionne announced at a media briefing, â€Å"This management team spends their time traveling and making decisions, but this thing runs as one house. There is no question about who runs what; I run one company† (Vlasic, 2013, pp. 4).