Major Sales ( Marketing Analysis Paper) Essay Example | Topics and Well Written Essays - 750 words

Major Sales ( Marketing Analysis Paper) - Essay Example (Bonoma, 2006). The buyer – seller relationship is unique setting in which psychology play a huge role in the outcome of the intervention. Psychology is about understanding people’s needs and how to fulfill them (Heywood, 2007). The sales strategy utilized by a company must take into consideration how to fulfill the desires of the customers in order to obtain a final sale. An interesting scenario from the article written by Thomas Bonoma involved a company that had the best prices in the industry, but it was being outperformed by competitors because other companies were offering higher discount to the customer to finalize the sale even though their final prices were higher. This example clearly shows the perception of a higher discount played into the customers mind and created a false illusion of offering a better deal. The corporate world is complex which implies that a seller can not target a single person in a company when making a sales approach. In order to be effective at selling it is important to combine the individual and group dynamics of buying to predict what the buyer decision unit will do (Bonoma, 2007). A company can be visualize as a buying center which has different components within the organization. A corporate sale requires the salesperson to make an approach to different people within the organization to obtain results. Once the sales pitch is given to the initiator of the target this person will pass the information along to others for evaluation. The key for the salesperson is to ensure the information reaches the hands of the decision makers within the organization which are the ones that ultimately make the decision to purchase the product or service. Selling is an art and a science at the same which must be mastered by the seller. Persuasion is an element that can help salespeople a lot. If for example a particular characteristic of the

DOES CULTURE IMPACT ON ENTREPRENEURIAL ACTTIVITY Essay

DOES CULTURE IMPACT ON ENTREPRENEURIAL ACTTIVITY - Essay Example Independence was found out to be a vital in entrepreneurial activity. (Hofstede, 2001 p. 225). Hofstede believed that degree of autonomy differed from society to society held that in low poor distance societies. (Wu et al) The second dimension of national culture is uncertainty. Uncertainty avoidance refers to the way people cope with uncertainty. People of high uncertainty avoidance and people with low uncertainty. Entrepreneurial activities are full of uncertainty challenges and risks. (Wu et al) Entrepreneurship has been defined as new venture creation that is growth oriented and generates employment as well as small businesses and micro enterprises that may provide self employment .In this definition among many others' entrepreneurship encompasses small profit oriented economic activities. The scholastic view last centuries on entrepreneurship was not on economic efficiency but rather on social-political terms since small business were the main suppliers of employment. Many economists were convinced that the future of many economies prosperity will be determined by large corporations and that small business would eventually die away. Recently however, the notion among scholars has changed and entrepreneurship is regarded as one of the vehicles to economic prosperity. Entrepreneurial activity has contributed not only in creation of employment but also in terms of innovation and competitiveness (Lowe, 2000, p. 9). John major (then chief secretary to the UK treasury) in May 1 989 said "there is a great deal of evidence to show that the jobs and products of tomorrow are highly likely to come from activity of the small business sectorin my judgment the future belongs to them". The perpetual succession of entrepreneurship contrary to scholar's belief has led classical theorists to review their arguments on entrepreneurship. There is no clear and orchestrated works on entrepreneurship but economic, financial and administrative factors do not sufficiently explain the variations in entrepreneurial activities' these led scholars to consider culture as a determinant to entrepreneurial activities (Lowe 2000, p.16). Studies have been done to determine whether cultural differences impact on entrepreneurial activities Culture is defined a set off values, beliefs and expected behaviors (Hofstede, 1980 pg. 4). It has also been defined as the collective programming of mind which distinguishes the member of one group or category of people from those of another. In his later definition, Hofstede refers to culture referencing to a nation but acknowledges that this yardstick alone cannot be used, not only does culture differ across nation but also differs regionally, ethni cally and socially and from all these angles culture affects organizational behavior (Hofstede, 1980 pg. 25).Culture for the purpose of this study can be analyzed in different set of interdependent and interrelated categories namely personal traits, organizational culture, branch or industry culture and national culture. This paper will look at the look at personal traits

How are women represented in the Ramayana story Essay

How are women represented in the Ramayana story - Essay Example The epic, in totality, describes victory of goodness over evil through the virtues of love, honesty, truth, respect, and dignity. Ramayana has been translated, rewritten and reinterpreted by many scholars in various Indian languages. The author, R.K.Narayan, has followed the work of Kamban, a famous Tamil poet of the 11th century A.D, in his narration of The Ramayana (p.xii). While the Ramayana describes the greatness of Rama, son of King Dasaratha, the epic highlights depth of every relation; for example, that of the son, the teacher, the father, the mother, the brother, the sister, the daughter, the King, the Soldier, and the servant. Parallely, it also describes the role of the man and woman on this earth. Ever since history was discovered, the Hindu mythology always regarded woman with great respect and dignity, next to the Almighty, himself. Scholars have also stated that even God, himself, bows down only in front of this mother. Even Ramayana describes woman with the same dignity and respect. The author’s narration of the story of Thataka, a ferocious female demon, depicts Rama’s hesitation to kill her on the orders of teacher Vishwamitra because killing a woman was against his principles. Then the author refers to the teacher’s statement made to Rama, ‘a woman of demoniac tendencies loses all consideration to be treated as a woman’ (p.13). This explains that woman is considered to be a life-giver and deserves the ultimate position of respect that any human being can ever receive. Any woman that cannot personify that ideal figure and causes destruction, is not worthy of living. In the context of power and control, the author refers to Vishwamitra’s narration of the story of Ganga to Rama. In this context, Ganga, the holy river is gendered as female (p.16). In his narration Ganga is all powerful, and convincing Ganga for a cause

Operational Logistics of Ikea Essay Example for Free

Operational Logistics of Ikea Essay 1. Introduction IKEA is a Swedish company which was founded in 1943 with its headquarter in Denmark. IKEA succeeded on its low cost strategy which is able to offer a wide range of stylish home furniture with good design and functional at competitive pricing. It carries a range of nearly 10,000 products and is well known across the world. IKEA is also recognized as a socially responsible and environmental friendly company. Currently, there are 287 IKEA stores in 26 countries. In year 2011, IKEA has gained the total sales of 25. 2 billion (in EUR). IKEA was also the first company in the world to realize the benefits of flat pack furniture in 1956. With this flat pack method its does not only help to save material, but is also saves the transportation costs with efficient distribution and warehouse storage space. Franchises are part of IKEA expansion plan. All the franchised are granted by Inter IKEA System B.V.The IKEA Group which has over 267 stores in 25 countries and franchisees outside IKEA Group in 16 other countries/territories. The Swedwood Group is part of IKEA Industry Group to manufacture and distributes wood and controls the entire value chain. Consisting of some 50 production units and offices in 10 countries across the continent. They are driven by their vision of achieving excellence in transforming wood into quality furniture and focused on continuous improvements in order to maintain competitiveness in the market. 2. IKEA Global Supply Chain IKEA is also recognized as a global strategic firm as most of the IKEA’s stores operations are under Ingka Holding BV which is located in the Netherlands. IKEA has an excellent supply chain management with the latest information technology system which is able to gather all the information across their worldwide retail stores, manufacturers, suppliers as well as the distribution centres. IKEA has adopted the integrated JDA software which has increased their overall supply chain visibility and efficiency. In this way, IKEA is able to have more forecasts planning for supplier, warehouse and transportation capacities. IKEA has a large number of suppliers of both furniture and furnishings across the world. IKEA plays an important part to build up good relationships with its suppliers as its helps to create a huge capacity for producing the product through the  worldwide suppliers. Today, IKEA operated more than 28 distribution centres and 11 customer distribution centres in 16 countries across the world. Its main function is to support stock replenishments program. As the location of production facilities focuses heavily on transportation costs, IKEA is able to efficiently distribute mass products with short lead times by concentrating manufacturing in large factories and in specific countries. 3. IKEA Franchising Franchises are part of the IKEA expansion plan. All the franchised are granted by Inter Ikea System B.V. The IKEA Group is the biggest group of franchisees which has over 267 stores in 25 countries. They also have some franchisees outside the IKEA Group in 16 countries. 3.1. IKEA United States IKEA store has one of its franchises in the United States. They own a total of 38 stores which are served by 10 distribution centres in North America. 3.2 E-Commerce on IKEA Atlanta IKEA is also adopting the Business-to-consumer (B2C) ebusiness model. It is an online retail store where customers can do the shopping at anywhere anytime. IKEA USA on-line shopping is also able to provide well-selected items which are similar to the promotional theme of â€Å"from living room to bedroom’ and etc. Customers are able to find suitably priced and stylish home furnishing solutions that suit their needs. This sales method mainly targets end-users. 4. NETWORK DESIGN IKEA has opened biggest logistics Distribution Centre (DC) in Shanghai for Asia-Pacific region, taking advantage on its geographical, government’s support and management. China is the biggest center of finance, economy, and business and shipping, therefore it is recognized as the most important hinge of logistics. In addition, the centre in Shanghai adopts Radio frequency identification (RFID) System that will greatly improve the responsive and quality service to the customer, providing logistics service platform that helps the expansion of the IKEA in Asia. As for Europe IKEA choose Dortmund in southern Germany to be a European distribution centre. It  is because it has geographical advantage at centre of the Europe where IKEA can use rail and road transport for transporting its goods. 4.1 IKEA Atlanta and the DC Savannah For the Distribution Centre in Port Wentworth, Georgia, located near the port Savannah, the products were processed where they should be stored based on the product specifications and demand. It is the primary inventory to IKEA stores in Alberta British Columbia, Utah, Oregon and Washington State. The facility can also supply to other stores across the country when needed. Location was chosen based on the fastest movers closest to the stores for replenishment. That not only improves service times, it also reduces transportation costs. The facility’s location allows it to quickly deliver fast-moving products to IKEA stores in local markets in the south-eastern United States, including North Carolina, Florida and Texas. In North America, DC was equipped with a 13-crane Automated storage and Retrieval (AS/RS) system (via store), featuring a 100 foot-tall high-bay in-house rack system. At full operation, the system can process 600 pallets an hour, or nearly one pallet per minute from each crane. IKEA Atlanta is one of the IKEA stores that are supported by IKEA’s Savannah Distribution Centre. Geographic area is the main reason that IKEA has the DC in Savannah. In terms of transportation, it only needs less than a 4 hours’ drive if goods are delivered by truck and it only takes about 1.3 days to reach Atlanta if delivered by rail. With this speedy transportation, IKEA Atlanta can achieve responsiveness in goods supply to customer for both in-store and online purchase. Unfortunately, there is limitation product from buying on line. Consumer may not able to get some of the needs product on line. 4.2 Savannah Transit time by rail truck 4.3 The Highway and Rail Network The Company is always constantly looked for ways to maximize in each transport. To achieve this goal, packaging was designed in such a manner as to fit the maximum possible products into containers. Plus all DC share similar objectives which is to have lower total cost and improve customer  service at the same time, using of advance technology to emphasis sorting and sequencing material processes, enhancing responsiveness to the customer. 5. OPERATIONS ANALYSIS IKEA’s company main concept is based on a three points: cheap, innovative and stylish. These three points are affecting the IKEA’s product design and development concept. Nowadays, IKEA’s in USA have launched with online retail or E-commerce. E-commerce has been become part of the IKEA’s digital strategy and should be the next big offering from IKEA. Every customer may easy online shopping without travel out, queue, purchases and collects their purchases from the stores. E-commerce or shopping online at IKEA is now become very convenient, enjoy and fun for every customer. Process or step to e-shop at IKEA as per following: 5.1 Operation logistics for E-commerce The whole process cycle take about 2 to 3 days depending on the customer order time. 1.The successful online order will transfer to IKEA Delivery Planning System. 2.Planning System will send the data to Savannah Distribution Center. 3.Savannah DC will do the order picking and packing. 4.Goods will be sending out to customer by Savannah DC team. 6. CUSTOMER RELATIONSHIP MANAGEMENT IKEA’s in USA has run the business with Customer Relationship Management (CRM) and provide the E-commerce applications. Customer Relationship Management (CRM) with E-commerce applications that enable IKEA’s easily to view the both interaction channel and profitable sales channel for consumers and business customers via internet. With CRM, IKEA’s can allow their customers with convenient self-services and a personalized Web experience. The E-commerce applications also helping IKEA’s in service operations and strengthens sales to reducing the customer service calls and transaction costs. Features and Functions of CRM of E-commerce processes: IKEA’s have use the latest technology to ensure all the personal information which customer submitted through the internet website such as credit card numbers, address and other information are under secure, stable and  reliable. IKEA’s have using the SSL technology which allows it to be transmitted securely over the internet without accessing to it by anyone else. Successful to secure the customer loyalty will achieve the company goal and target in the following: Increasing the customer online spending on IKEA product Can reducing marketing, advertising and communication cost Can reduces data and information maintenance cost by giving customers authorities to update personal details such as address details, contact number, email address and requirement on the IKEA website. To achieve the customer service and satisfaction, IKEA have set up the strategy in the following: Hire the right people Bring in the employees who have more experience on the customers’ skill and knowledge in order to develop the customer service focus such as to have better communication with customers, pleasant, motivated and cooperative. Also, can retain those customers that are desirable to keep. Provide orientation and training IKEA have provided the necessary training for each employee to maintain the customer services standards and also can improve on communication skills with the loyalty customers. Set the standard for customer service IKEA have set the clear standard for performance such as Enable Company to establish, monitor, and control quality. 7. Risk During development stage, thousands of tests were carried out on IKEA products each year. And more tests are conducted during production. Once a product is approved for production, IKEA will reviewed and decide whether additional risk assessment testing is required for any proposed changes to the product or to the production method. IKEA ensure that banned chemicals such as formaldehyde and phthalates don’t exceed their requirements. IKEA requires suppliers to order certified products testing by third party auditors. Likewise, IKEA has a third-party accredited test laboratory that  is certified each year by external auditors. Accused for Logging Ancient Trees in Russia Swedwood, whom IKEA’s fully owned production subsidiary which was founded in 1991, was found irresponsibly logging Russia’s ancient trees of over 300 years old. And as a whole, IKEA are under the heat internationally especially in the forestry industries. This has been a huge issue because natural grown trees take centuries to grow. And it’s these trees that has greater biodiversity and could stabilize the climate by locking carbon in the soil to reduce global warming. In their defence, IKEA forest manager, Anders Hildeman mentioned they have been working with the NGOs, and they have been working with the scientists to develop these inventory methods. Though there are old trees present, that do not mean that it’s high conservation value. Species, size of the area, exposition, position has to take into considerations to define them as High Conservation Value Forests (HCVF). Hildeman welcomes WWF’s (World Wide Fund of Nature) recommendations for a full certification control audit. And had invited FSC’s (Forest Stewardship Council) for a control audit from their accreditation body to avoid any doubts and that we are following the Russian FSC. 7.1 Sustainability Taking a leading role towards a low carbon society In support to reduce carbon dioxide emission, IKEA are working together with WWF to investigate on how to calculate climate-positive aspects from what they do together with their customers. Majority of carbon dioxide emissions related to IKEA come from material extraction, suppliers, customer transportation, and the use and disposal of products. And all these are areas that IKEA can only indirectly influence. In order to influence the society, IKEA has to put these into practice first. They are walking towards to installing photovoltaic (solar) panels to turn sunshine into electricity in around 150 stores and distribution centres over the next few years. The panels will provide these buildings with 10-25 percent of their electricity need. When they plan a new IKEA store, good public transport is an important consideration, and in many cities they offer free shuttle buses between the city centre and the store. IKEA Foundation contribution to UNICEF Since 2001, IKEA has taken part in basic social services to help children in underdeveloped and developing countries like India and Haiti. Contributing to UNICEF’s work through philanthropic donations, sales of UNICEF Greeting Cards and many more has been IKEA’s key of support for over 10 years. In addition to that, IKEA has committed more that $200 million both in cash and in-kind donations to UNICEF’s programs making them the largest corporate cash donor. What makes IKEA a true partner, is the company’s deep commitment to social responsibility and their direct engagement with issues affecting children. In addition to providing financial support for child protection, education and health programs, they work together to provide expertise and knowledge gained over the years on addressing labor issues in the supply chain. Forest Project with WWF for Nature WWF (World Wide Fund for Nature) collaborate with external organizations in a number of forestry projects in order to contribute to the development of responsible forestry practices and policies. To date, there are 13 forest projects by IKEA and WWF. These projects aim to increase forest areas with responsible management practices, combat illegal logging, support forest certification and promote responsible timber trade. 8. Conclusion From the research we found, we notice that IKEA has a good strategy in sourcing from the raw material from suppliers to the location of distribution centre and store. Their strategy is also to keep their product in low pricing. Overall IKEA is still very success in the business with the  concept of keeping low price policy. From customer point of view, they are able to enjoy the stylish furniture and functional with low and suitably price. IKEA also success in managing the product quality, prices with supplier by maintaining the good relationship with their worldwide suppliers. We also notice that IKEA vision is â€Å"to create a better everyday life for the many people† which is hang on every store. Till today, IKEA is still continuing finding the effective way to further reducing the cost. 9. Implementation IKEA Singapore should consider implementing E-commerce instead of focusing on their in-store shopping business. There are 2 stores here in Singapore, in Alexandra Road (West) and Tampines (East). Poh Tiong Choon Logistics (PTC) was hired as their 3rd Party Logistics (3PL); they are located within IKEA at Alexandra. Other than transportation, PTC also provides installation services on behalf of IKEA. All necessary information; from product measurements, product descriptions, product amount and product comparisons has already made available in their website. In term of online payment Singapore is considered as the most secure country as IDA (Infocomm Development Authority of Singapore) which helps businesses to leverage ecommerce’s benefit where both businesses and consumers confident with the mark of TrustSg. Why customers should purchase online †¢Most of the IKEA’s products are consider bulky †¢Save traveling time †¢Save time from long queues for payment †¢Save time from long queues for taxi †¢Product measurements information made available online †¢Check for stock availability online

Organisational Dynamics The Times Of India Business Essay

Organisational Dynamics The Times Of India Business Essay The Times of India is a daily, English language broadsheet of India. It has been certified as being the most selling and widest circulated English daily in the world by the Audit Bureau of Circulation. The average circulation of The Times of India for the year 2010 was 34.3 lakh copies. The Times of India has a readership of 70.3 lakh readers daily, as per the Indian Readership Surveys 2010 figures. It is hence the top English daily in India in terms of readership as well. The Times of India has been in existence since 1838, when it was established as the Bombay Times and Journal of Commerce, headquartered in Mumbai. In the mid-19th century, it was renamed as The Times of India. After independent, the newspaper passed into the hands of the Dalmiya family, and later went to the Sahu Jain family, who are the current owners. Todays The Times of India is published by Bennett, Coleman and Company Limited (BCCL). This media house also publishes various other newspapers, such as Economic Times, Mumbai Mirror, Maharashtra Times, etc. Culture of Times of India Given below is the culture of Times of India newspaper is described based on interviews conducted with employees of the organization. Bureaucratic: It is gathered from these interviews that TOI is a bureaucratic organization. There are formalised rules, procedures and processes in place to manage the organisation. The division of roles is formal and complete. There are clearly defined hierarchies as well, with a clear line of authority. This is primarily because it is a big organisation, and having commonly established practises makes managing it easier. Less propensity to risk taking: The organization does not believe in taking big risks, or chances that could mar the image of the organization. The employees are encouraged to conform to fixed codes of conduct and play safe, rather than thinking out of the box. Experimentation is therefore not a part of the organizational culture. Rigidity: In keeping with its bureaucratic structure, the organization follows an established and rigid way of functioning. It is hierarchical, and there are strict rules, regulations, codes of conduct and job profiles, so that every employee has a very specific job description and the areas of overlap are also defined. Hence, there is very little room to allow for individual cases or issues that the employee may have. This rigidity also makes the organisation less open to experimentation or change. Individuals, not teams: The work of departments, and within the department, each individual, is clearly outlines. Hence, because every employee has a differentiated job, the focus is on individual performances and roles rather than a team is an integral part of the organization. Also, most of the jobs are such that only one person can do them at a time-only one person can write an article, conduct an interview or do a graphic. However, despite this division of labour, the final product should look like one. Ethics held supreme: Ethics are valued above everything else. TOI has a Journalistic Code of conduct that deals with ethics. Any violations of this code are dealt with severely. The paper has a huge reputation to protect in the market, and its current status is primarily due to this reputation. Task oriented: The newspaper industry is highly volatile. Employees readily change jobs. The contract system is operational, and hence changing jobs is easy. Further, there are constantly new media options, and employees have more and more offers from outside. Hence, the focus at TOI is on the task and not the employee. Essentially, the position and the job are more important than the person occupying the post. This is interestingly seen in the way that the HR addresses employees: By their designation (position) first, and then their name. This order speaks a lot. Large power distance: Because the organizational structure is hierarchical, there is a large power distance between employees at higher levels and their subordinates. Power at higher levels is acquired through experience, and the inequality in power is seen as acceptable. Further, the subordinates almost never interact with their much higher-ups. Conformity: The culture is conserving in nature as it encourages conformity to already established norms and values. This ties in with other elements of the organisational culture as well, namely focus on playing it safe rather than experimentation and the rigid and bureaucratic structure of the organisation. Less openness: There is less openness and confrontation within the organization as employees are not very comfortable with expressing themselves to their superiors. Further, the organisational culture encourages that conflicts be resolved through diplomacy and tact rather than open confrontation. Confidentiality valued: This is also an important characteristic of the culture of TOI. Confidentiality and mutual commitments are honoured in the internal and external dealings of the organization. The employees who were interviewed refused to share the evaluation processes that are carried out within the organization. Traditions and rituals: TOI, being an old and established organisation, has a lot of traditions. These include events such as celebration of festivals such as Ganesh Chaturthi, Holi and Makar Sankrant. The organisation also builds its culture using stories and narrations from the past, which embody the TOI culture. Inter-departmental distance: There is a large distance between the departments and also, the various newspaper publications. The editorial and business sides of the newspaper are constantly in conflict due to their seemingly contrasting roles. Less politics: Unlike most large organisations, TOI does not have a lot of petty politics at play. This is primarily because the promotions happen on basis of seniority and experience in the organisation, and are not subjective. Appraisals also happen through more than one person, and hence are not completely one-sided and prone to bias. Also, since the organisations culture focuses on the profile and not the person, the importance of personal politics is greatly reduced. Autonomy: TOI has clearly defined roles and profiles for all its employees; hence division of labour is complete. Within their designated roles, employees are given a fairly free hand with quite a lot of autonomy. The editors and superiors are available for consultation or collaboration, but the employees are encouraged to get the work done themselves. They can also make key decisions related to their roles. Information flows freely: Due to the large organisational size, employees are not always consulted in decisions-the decision making happens at the top and is not participatory. Even so, employees are always informed of decisions, events, change that is imminent, etc. TOI, as a media house, has good intra-organisational communication channels as well-by means of an intranet, e-fliers, in-house newsletter, etc. TOI Mission Statement: To be the leading provider of news, by providing timely, accurate and multi-dimensional news. To be the first paper the reader reads today and every day, by delivering consistently high standards of journalism. Functional aspects of culture: Organisational pride: The members of the group take pride in the organisation; it gives them a sense of identity for organization members. This increases loyalty to the organisation. Less politics: This is a functional aspect of the culture, because it helps deliver consistently high standards of journalism. Politics often leads to bickering, gossip, formation of factions, partiality, etc. As a result, often the best person is not chosen for a task due to bias in the selection process, or there is unnecessary conflict forming between individuals and groups. High levels of politics make the work environment extremely volatile, and are unwelcoming for new employees. Politics also discounts the importance of good and hard work, merit and dedication, and encourages a culture of power play, schemes and sucking up. Control and uniformity: Culture serves as a sense making and control mechanism that guides and shapes the attitudes and behaviour of employees. Autonomy: Autonomy is a functional part of the organisational culture because it helps achieve the mission of timely news. Employees are empowered to act autonomously within their designated roles, without the constant interference of their colleagues or superiors. This makes the delivery extremely fast and efficient, and timely. Diversity and multiple perspectives: TOI seeks to be a media mega mart that informs the customer, creates community value, delights the smart shopper, provides cutting-edge solutions to the advertiser, and believes in the magic of the idea.  This is ensured by diversity in the employees of the organisation, and helps achieve the multi-dimensional goal of its mission statement. Regular feedback: The employees are given regular feedback from their superiors. This is extremely motivating, as employees feel their work is being marked / noticed. This motivation will lead to better and higher quality output. Further, if any employee is delivering quality that is not appropriate of the TOI standards, the feedback mechanism can bring this to his notice. Hence, regular and comprehensive feedback is a suitable manner of ensuring and sustaining quality of the output-consistently high standards of journalism. Ethics: TOI insists on very high ethical standards. Dodgy and underhand journalistic practises are disallowed and against the organisations culture. This helps maintain the accuracy of the news, as well as ensure its multidimensionality. Because collection of news has been done ethically, accuracy of news is guaranteed. Also, the journalist must speak to all persons involved in the issue, and give a balanced, non biased view. Hence, all dimensions of the issue are considered fairly. Free flow of information within the organisation: Information flows freely in TOI. There are good intra-organisation communication channels, such as the intranet, newsletters, etc. Hence, employees are always kept up-to-date about the managements decisions and imminent changes. This has a positive, binding effect on the organisation, and inculcates a sense of oneness in the employees. Feelings of alienation are averted. This improves the individuals loyalty to the organisation and dedication to their job, which again positively affects the output. Dysfunctional Aspects of culture: Interdepartmental discordance: There seems to be discordance between the different departments of the organisation, especially the business and editorial departments. This is a dysfunctional aspect of the culture, because both need to work together to achieve the best possible output. Both are dependent on each other, and none can work in isolation. Mutual understanding will ensure a more harmonious relationship and overarching organisational unity. Large power distance: The hierarchical structure is fairly rigid. Hence, the lower levels do not interact with the higher levels at all. This can lead to a sense of alienation. The higher-ups may be out of tune with the prevailing problems or mood at the lower organisational level. The large power distance can affect the organisations cohesiveness. Low scope for experimentation: TOI does not really encourage experimentation, preferring that employees play safe and stick to tried-and-tested options. This is an age of change and media explosion. If TOI wants to survive in these times, it is necessary that it inculcate a sense of experimentation and risk taking. This will help it remain the first paper that the reader reads, because even the reader wants novelty and something new. Limited recognition: TOI does not really recognise achievements of its employees formally and publically. Informal feedback and praise by the superiors does happen. But formally, it does not. To motivate employees and get from them the best possible output, it is necessary to recognise them publically as well. Rigidity: Rigidity comes through the prevailing bureaucracy. This acts as a barrier to change. Consistency of behaviour is an asset to an organisation when it faces a stable environment, however it can burden the organisation and make it difficult to respond to changes in the environment. Lower levels are intimidated to make suggestions: Some of the best suggestions in corporate history have come from those in the lower hierarchies, simply because they deal with the paper and the target audience on a direct basis. However, the lower level employees at TOI often feel intimidated to make suggestions to the higher ups, because of the size and history of the organisation. There is no easy, fast-tracked system to make suggestions without going through the hierarchy. This means that the newspaper is not as good as it could be, because there may be some excellent suggestions which have not been heard yet. Role, rather than person oriented culture: Over-emphasis on the role rather that the person performing the role makes the employee less loyal to the organisation. TOI needs to start building better relationships with its employees, so as to retain them. Constant turnover of employees affects the organisations stability and may lead to reduced quality of output. Further, employees motivation levels will be higher if the organisation culture starts focussing on the person as well. Action Plan for change: We have adopted the Kotters eight-step plan for implementing changes and improving the work culture of Times of India by doing away with the dysfunctional aspects of the internal working of the organisation. Step 1: Theres a need to create urgency for change among the employees. People tend to procrastinate and let things be as they are if not made to realize a need for urgent changes. For that, we need to give them a genuine reason that compels them change. As we have listed down in the dysfunctional elements, we need to bring these to the notice of employees to evoke an urge for change in them. Essentially, the employees of TOI need to realise that these are all dysfunctional elements, and the manner in which each of these is having a negative impact on them and well as the entire organisation. This can be done by organising a large meeting of the employees and the management, where the Chairman or any such respected and distinguished individuals lays out the dysfunctional elements and asks for the employees allegiance to organisational change. The Chairman should also outline how times have become very competitive, and that it is only on changing these negatives that the paper will continue to grow from strength to strength. Step 2: One needs to form a coalition with enough power to lead the change. In any real time organization, there would be advocates as well as opponents of change. Hence it becomes important to convince enough people for change that one is able to form a coalition that drives the whole process of change. One person cannot bring about a change; he can only show the direction. Hence, TOI could form a coalition consisting of a cross section of employees, management representatives, etc. These should represent all the various publications, departments and also all hierarchical levels. The coalition should be powerful enough to bring about the change, have respected members so employees believe in it, and also represent all sections of the organisation. By including even lower level employees, the change can be inclusive rather than forced. Step 3: It becomes important to create a new vision to direct the change and strategies for achieving the vision. People need to have a reason to support change. If theres no proper vision that directs the efforts for a change, then its like absence of an aim or goal which people might want to achieve. TOI should outline a new vision-a vision of a functional culture, where the existing dysfunctional elements have been reversed. This vision should be one of optimism and inclusion. It should stress the advantages to all the members of the organisation, as well as the paper itself. The vision should at the same time be specific, realistic, achievable and come with a specific timeline for implementation. Step 4: Only creating a new vision would not help until and unless it is communicated throughout the organisation. All the employees in the organisation should know the reason of so much efforts being put in the process to bring about a certain changes. The vision itself might act as a driving factor for many who wish to see themselves and the organisation at that level sometime in the future. This vision can be communicated through the organisation using verbal communication channels such as speeches, addresses by the management; informally by the superiors to their teams; or through the prevailing intra-organisational communication channels such as the in-house magazine, intranet, e-fliers, etc. The role of informal channels such as the grapevine should not be discounted. Step 5: Empowering others to act on the vision also becomes very important. For this, barriers to change should be removed and risk taking and creative problem solving should be encouraged. Like in the case of TOI, we saw that lower level employees are too intimidated to make any suggestions. Thus, these employees need to be empowered and should be listened to, to make the best of their knowledge. Hence, TOI can organise suggestion boxes, or a fast-track suggestion process whereby the lower level employees can make their views heard. Focus group meetings or participatory sessions with employees can also be conducted, to involve them in the change. All employees should be encouraged to be dynamic, experimentative, build relationships and understand the working of other departments. Step 6: Short term plans should be given as much importance as long term plans. There should be a reward system for short term wins. This helps to reward people at regular intervals and that acts as a motivating factor for more hard work in future. As we saw in case of TOI that the level of experimentation is very low, the employees should be encouraged to experiment more, and in case of any successful results, they should be awarded suitably. Step7: During the change process, it becomes necessary to consolidate the improvements brought about and reassess the effect of changed on the organisation so that necessary adjustments could be made in the new programs. For example, if the changes made in the internal functioning of TOI are focussed on more team works than individual performances, and if the results of that are not those desired or expected, then necessary changes should be brought about as soon as possible so that the organisation does not suffer through any losses. The HR can also hold sessions that involve members of the business and editorial departments, where they can bond and understand each others roles, so as to reduce conflict. To cement the dynamism in the organisation, and to make the higher-level managers more accessible to the lower level employees, mixers and informal sessions can be organised. Step8: It becomes important to reinforce any change that has brought about a success in the organisation. Hence, the new vision of the organisation should be consistently communicated on every occasion. Short term rewards should be complemented with long term rewards. Interview 1 Interview with Pooja Bhaktal, junior copy editor, TOI How long have you been working at TOI? I have been working at TOI for the past eleven months. I joined directly after my graduation; this is my first full-time job. Do you enjoy working at TOI? I do enjoy my work. It is a good place to work because there is a lot of history to the organisation; it is one of Indias oldest and best known papers. If you have a problem or a suggestion, how comfortable are you to approach your seniors? I am quite comfortable approaching my immediate superior, the senior copy editor. However, beyond that, I am not comfortable approaching the higher-ups. To be honest, the interaction with them is also limited. What has your interaction been with your higher-ups? Well, I was interviewed by the editor-in-chief of TOI. Occasionally, I receive mass mails for them, with certain guidelines or instructions for an on-going project. They sit separately from us; they have their own elevator, and even their own dining areas. So meetings are basically chance ones. They do not really mix around at the HR events either. Are your suggestions taken seriously, or even implemented? I have made a few content suggestions to my senior editor, but nothing too big, because I am still fairly new. I think I need to spend some more time and learn many more things before I am in a position to make suggestions. However, if I make a good suggestion, I do think it will be implemented. However, the sheer size and history of the organisation makes it very intimidating for a newcomer. Are there a lot of politics at TOI? Politics are everywhere! But the entire water cooler culture is not as much at TOI. I think that is because the organisation is very open with the employees, so there are not too many rumours or opportunities for speculation. We receive constant updates from HR, have our own intranet, have monthly in-house publications, briefings, etc. Also, promotions are strictly made on basis of experience. The evaluation process also seems very fair to me. Hence, the regular bitching-backstabbing routine does not exist here. Does the organisation encourage you to take risks? Although TOI is trying to change, it is predominantly an old school newspaper. So no, risk taking is not actually part of the culture. We are always encouraged to play safe, even if that may cost u a good opportunity. Does the organisation provide opportunities for employees of different departments to interact? Yes, the HR department often organises events. Recently, we have a New Years party. We also have celebrations for various festivals, an office picnic every six months, outings, joint training programmes, etc. Is there a lot of inter-departmental conflict or distance? The editorial and the business sides of the paper dont get along all that well, to be honest. Nether actually understands the other. The business wants to maximise profit, sell more ad space, put out news that is popular and will sell. The editorial wants to maintain the quality, keep more articles. Obviously there is bound to be regular tension. Even I deal with this on a daily basis. Does TOI encourage team work or individual work? How are assessments done? The stress is on individual work. Everyone has their own tasks and jobs to be done. Most of these are independent of others, even in the same department / editorial section. I cannot talk about the assessment procedure. Is there a fair amount of autonomy? Autonomy is there, it increases as you climb the ladder. No one interferes with your work; the editors are more like guides. You can approach them for help at any time. Once your story has been approved, it is all yours. Collaboration, however, is always available. Does the organisation encourage assertiveness or diplomacy? The focus is on diplomacy. Even if you have a problem with someone, you cannot go tell them directly. It has to be done tactfully. In my opinion, TOI encourages employees to discard their individuality and behave as TOI employees first. Is the organisation people-oriented or job-oriented? I would say job-oriented. It is a highly dynamic industry, people come and go. The jobs are constant. Do you get regular feedback, recognition for achievements, etc? We get annual evaluation reports. The organisation does not really give any other recognition or awards. We get regular feedback from our immediate superiors, and occasionally one level above. Are you a part of decision making processes of the organisation? No, employees, especially at the junior levels, are not involved. Thats because it is a very big organisation. Are you consulted or at least properly inform of changes? We are not consulted, but we are informed, usually in good time before the change happens. We also get relevant details and may approach the HR if we do not understand the change or have any sort of concerns. How important are ethics and morals in the organisation? Are they more important than results? Ethics are very, very important. We have an Ethics Handbook which we must follow at all costs, else risk being fired. This high value on ethics makes the organisation a very good place to work, because we follow the journalistic principles of honesty and integrity in letter and practise. This also translates into our behaviour at the workplace. Interview 2 Interview with Gauri Mane, Editor, Time N Style How long have you been working at TOI? I have been here for about six years, give or take. Do you enjoy working at TOI? I do enjoy working here. Thats why Ive stuck on for so long! There is something very honest about this organisation and what it stands for. There is also a lot of scope for growth and opportunities to learn because it is a huge media conglomerate. If you have a problem or a suggestion, how comfortable are you to approach your seniors? As an editor, it is my right and privilege to make suggestions and highlight issues. Are your suggestions taken seriously, or even implemented? Very often. I recently suggested that the website for my paper be revamped, which was approved by the Editorial board. Does the organisation encourage you to take risks? TOI is not really a risk-taking organisation. We are already established as the number one paper; hence the need to take crazy risks is minimal. Also, if we take a risk and that does not work out, it means that we are in trouble Does the organisation provide opportunities for employees of different departments to interact? Yes, the HR organises many such events that are for mixing and meeting. Is there a lot of inter-departmental conflict or distance? The legendary divide between the editorial and business departments exists too. It is a strange paradox. Both departments want the same objective-the success of TOI. Only the means to achieve them are different. The editorial sells the paper, but the ads sustain the paper. Who is to say which is more important? Sometimes, I feel employees of these two departments do not understand each other, and view each other as competitors rather than collaborators. Does TOI encourage team work or individual work? How are assessments done? Most of the work is individually done, that is simply the nature of the work. Plus, journalists are such free souls with strong, diverse views. Often, it is best to let them work individually. Do you not miss out on the advantages of collaboration? Collaboration also happens. No one can produce a full newspaper alone. It is just that the roles are properly divided. Division of labour, so to speak. Does the organisation encourage assertiveness or diplomacy? Diplomacy. The organisation does not like people who kick up the dust or yell themselves hoarse. There is a method to doing things diplomatically, which should be respected. There is no need to shake up the peace of the organisation. Is the organisation people-oriented or job-oriented? The newspaper industry used to be very people-oriented till the mid 1990s. Now it is job-oriented. People fill jobs, and not the other way around. Hard fact but true. Most of us here are on contract, and not employees for a lifetime. If we get a better opportunity elsewhere, we are free to leave. Of course, we do value the employees a lot! Do you get regular feedback, recognition for achievements, etc? We have our annual appraisals. I make sure I give my team regular feedback. There is no formal, pan-organisational recognition programme really. Are you consulted or at least properly inform of changes? I am consulted if it affects my paper or department. I am also informed of it properly through official channels. How important are ethics and morals in the organisation? Are they more important than results? Ethics are supreme at TOI. We value them above all else. We are a paper of values, morals and ethics. We do not resort to cheap stunts and gimmicks like other papers just for short term wins.

Elaine Showalters Representing Ophelia :: GCSE Coursework Shakespeare Hamlet

Elaine Showalter's Representing Ophelia  Ã‚  Ã‚  Ã‚   Elaine Showalter defines Ophelia in many typical ways in her essay "Representing Ophelia: Women, Madness, and the Responsibilities of Feminist Criticism." She discusses her significance in reference to how she reveals Hamlet's characteristics. Showalter touches upon the idea that Ophelia's character is one that is symbolic of the psychiatric theories of Freud. Showalter also attributes the characterization of Ophelia to not only the audience, but also to the actress that plays the part. Never does she suggest that Ophelia could be just that, "Ophelia." Her entire article is devoted to individual interpretation of the play in its entirety, focusing primarily on Ophelia. Showalter presents her own ideas by bringing together the ideas of many others such as Jacques Lacan, Susan Mountfort, Ellen Terry, and more. Showalter provides suffice evidence in addressing each argument, but in doing so, she never takes into account the possibilities of Shakespeare's reasoning. In the discussion of Ophelia's character, her madness is almost always at the center of controversy. Showalter recognizes and explains many interpretations of her madness. Ophelia's madness is, by some, attributed to "a predictable outcome of erotomania" (225). This term "erotomania" was what the Elizabethans referred to as "female love-melancholy." Yet another interpretation is that of the "Romantic Ophelia," in which she is referred to as "a young girl passionately and visibly driven to picturesque madness" (228). Later, it is explained what is meant by this definition when Showalter writes about how people viewed Ophelia as a woman who "felt" too much and somehow allowed these feelings to overcome her. This type of action would drive a person to madness, just as Ophelia is driven into her madness. This conclusion would seem to suggest that her madness stemmed from some sort of erotic passion between herself and Hamlet. This is the type of interpretation that is given to the audien ce in many movie versioesult of erotomania. Elaine Showalter creates an argument that is predominantly based on the idea that Ophelia's madness is one that comes from her "female love-melancholy." Showalter cites many actresses, critics, doctors, and such that completely support this idea, and have actually expressed this idea to others in many ways. If it is not true that Hamlet and Ophelia had sexual encounters, then this interpretation of the character and its effect on the entire play can be understood on a completely different level.

Principles of assessment in lifelong learning Essay

1. 1Explain the types of appraisal used in womb-to-tomb acquisition. ( 150 words approx. ) Initial/diagnostic appraisal can be taken before learner’s registration for a class. This is a manner of happening out whether the prospective class is suited for a pupil and meets the learner’s needs or non. Formative appraisal can be taken during the programme or a class. Teachers use appraisals in their instruction Sessionss to do opinion about their scholars. Summational appraisal is used to sketch or work out the degree of accomplishment. Summational appraisal is used for a concluding opinion about the acquisition accomplishments. Formal appraisal is used where there is a demand to measure scholars under controlled conditions. Informal appraisal is used as an on-going cheque on understanding without control conditions. This is an assistance for a instructor to supervise advancement. Independent assessment applies to classs where the scholars are assessed by person other than their instructor. Peer appraisal is used where other scholars are at the same degree of accomplishment and cognition and can play a critical function in judging a learner’s accomplishment degree. 1. 2 Explain the usage of methods of appraisal in womb-to-tomb acquisition. ( 150 words approx. ) Different methods can be used for appraisal in the womb-to-tomb acquisition. Short replies: is a good manner of maintaining pupil activities in their acquisitions. Multiple –choice: is a undertaking in which scholar has to choose the right reply from a figure of alternate options. Observation: Observation is used I this programme for appraisal of micro-teach/ instruction pattern bringing. It can be used in any state of affairs where practical accomplishments are being assessed. Undertaking work: involves a piece of written work in which scholars take duty. Essaies: This is a significant piece of written work every bit good. It asks scholars to demo apprehension of the topic. Examinations: can be taken either by written trials or completion of a practical undertaking under controlled conditions. Oral and aural: These assessment trial speech production and listening accomplishments. In this appraisal. scholars are required to listen to something and respond. Electronic appraisal: refers to the usage of information engineering for any assessment-related activity.