Monday, September 30, 2019

Introduction of Advertising

Principle of Advertising Lecture 01 Introduction of Advertising Prepared by Samantha Chow What is Advertising? Zag: The Number One Strategy of High-Performance Brands by Marty Neumeier http://www. zagbook. com/ Zag: The Number One Strategy of High-Performance Brands by Marty Neumeier http://www. zagbook. com/ Zag: The Number One Strategy of High-Performance Brands by Marty Neumeier http://www. zagbook. com/ Zag: The Number One Strategy of High-Performance Brands by Marty Neumeier http://www. zagbook. com/Zag: The Number One Strategy of High-Performance Brands by Marty Neumeier http://www. zagbook. com/ Zag: The Number One Strategy of High-Performance Brands by Marty Neumeier http://www. zagbook. com/ What is Advertising? It is the â€Å"non-personal† communication of information usually paid for What is Advertising? Persuasive in nature about Product Service Through various media ATL vs BTL ATL Advertising †¢? ATL = Above the line †¢? Conventional in Nature †¢? Mass media (TV, radio & print) to promote brand †¢?Non-personal to customers †¢? Make use of current traditional media – TV, newspaper, magazine, radio, outdoor BTL Advertising †¢? BTL = Below the line †¢? Less conventional †¢? Direct mail, Public relations, sales promotions †¢? Using highly targeted lists of names to maximize the response rate †¢? Touch and feel product ? brand recall Available Media TVC Print Newspaper Weekly Magazines Non-weekly magazines Airport Bus Body Bus shelter Cinema First Vision In-store PromotionWhat is Marketing? What is Marketing? It is the process by which companies create customer interest in goods or services. What is Marketing? It generates the strategy that underlies sales techniques, business communication, and business development. End of Lecture 01 Thank you 😀 Resource from: Marty Neumeier, Zag: The Number One Strategy of High-Performance Brands [http://www. zagbook. com/] Prentice Hall, 2007, I ntegrating advertising, promotion and market communication

Spiritual Giants

Hello, my name is Tatiana Rosario for those who don’t know me. Today I’m going to be talking to you guys about spiritual giants. In another church I went to we skimmed the topic briefly and I think that’s what made me get more interested in it. I think this is a topic that should be taught to everyone especially to the youth. For the fact that we need to be able to understand and concur what is holding us back from getting closer to God and from what is holding us back from feeling his presences. As I was searching online for something to explain to me more about these giants. I came across this page and it had a list of giants that could be holding us back from God. As I read through each and every one of them I noticed that the giants listed are common and can come to us in a daily basis. Have you ever thought about the fact that Giants Are Real? â€Å"GIANTS† are not a part of your imagination or something you dream of. Problems, Pressures, pains, and persecutions are giants that we will have to face form time to time. 10 COMMON GIANTS – There is a giant of Resentment that basically means when you are feeling anger for being treated in a way you feel is unfair. If you go to Psalm 37:8 it says Refrain from anger and turn from wrath; do not fret–it leads only to evil. What this verse is saying is that when you feel that anger stop yourself and don’t worry because if you keep caring that anger with you it doesn’t get better and you donâ€⠄¢t get better. So just let it go and turn to God. I’ve had to face the giant of resentment a couple times in my life and here I am myself telling that I haven’t token it softly. I don’t know about you guys when I think something is unfair the first thing I want to do is prove the other person wrong and be like â€Å"NO it was like this† or â€Å"No this happened† and we have to learn that in a way it’s not worth it at all. What do you gain from it? 2- There is a giant of Fear if you don’t know what fear is it is being afraid of someone or something that is likely painful or dangerous. We’ve all faced fear in our life. I’ve faced fear in my life a lot and sometimes I can get over it quickly but, sometimes I go through a hard struggle too. In Isaiah 41:13 states I, the LORD your God, hold your hand; it is I who say to you, â€Å"Fear not, I will help you. † 3- Now I know this something I felt for quiet sometime and it is Loneliness. Psalm 73:23 says I am continually with You; You have taken hold of my right hand. In this verse the Lord is telling us that when we feel alone we really aren’t that he is always with us no matter what and that we are there at his side holding his hand. I never understood that till I read that verse. I always but myself in this solitary isolation and now my eyes have been open and I know it doesn’t have to be like that for me or for any of you. 4- There is also a giant of Guilt and Shame. Guilt is that fact or realization that you committed an offense. While shame is the painful feel of humiliation which is the outcome of guilt. Proverbs 18:21 says Words kill, words give life; they’re either poison or fruit- you choose. It took me a couple of minutes to understand on why this is the verse came to me but now I understand it. Sometimes we might feel guilty because of what we might say to someone and this verse explains that to annihilate this giant in front of you; you can’t just be like God take this feeling that I feel away from me you also have to put it in you so that your words be like fruit to people when you speak not poison. 5- When the mind dwells into an uncertainty over a problem is Worry, and there is a giant of worry. In 1Peter 5:7 it says Cast all anxiety on him because he cares for you. Worry is an anxiety and God is telling you that every time you feel worry or you over think something to the point of worry to put it in his hand. Why? Because he loves you and he does not want you to be focused on your troubles but on him. I have faced worry many times when driving in the car, walking from school, and even in my own home but, I know that I can’t let it get to me because then I’m letting my giant; I’m letting the devil win and we can’t do that. 6- Next there is the giant of Discouragement. Discouragement is the loss of hope in the face of an obstacle. To me this a real big giant because if we are filled with discouragement then how? How do we face the obstacles that the devil puts in place for us so we don’t get to God and we need God! We need him he is our air, he is our light and we won’t let the devil Stop us from getting to him. Psalm 69:32-33 Be encouraged, you who worship God. The LORD listens to those in need. You know what this means it means that if you are feeling discouragement why haven’t you called out to the Lord for help yet. Why? He is listening and he is there by your side why haven’t you called him yet? 7- This next giant Jealousy known as the evil eye. Showing envy. This is another giant that provokes anger. Ecclesiastes 7:9 says Do not be quickly provoked in your spirit, for anger resides in the lap of fools. Jealousy doesn’t only mean â€Å"Oh he likes her not me! † or â€Å"Oh she doesn’t like me she likes him! † People get jealous over material things too. Like you might want her phone, she might want her hair, and so on. Sometimes we let these things get to us so quick that it does make us foolish and to gain and earn more you first have to be content with what you have because you might not have the phone she has but, maybe you are the one that is going to make the next best-selling phone in the world. 8- 1Samuel 2:3 Talk no more so very proudly, let not arrogance come from your mouth. Pride is one great giant that a lot of people don’t see but it’s there. It’s good to be glad about something you did but when it all becomes too much of you. You. You. That’s not good. 9- That’s where selfishness comes in, this means that you’re only concerned for yourself. What makes you better than anyone else? What do you have that God hasn’t given you? And if all you have if from God, why boast as though you have accomplished something on your own 1 Corinthians 4:7 10- Okay, we’re almost done. Whenever you feel uncertain, you are feeling doubt. When you’re feeling doubt you don’t know what spiritual path you are walking through anymore. I went through a time when I was full of doubt to the point when I didn’t know if down was actually down not up. Psalm 94:19 is a great bible verse to read if you are ever feeling doubt it says Lord, when doubt fills my mind, when my heart is in turmoil, quiet me and give me renewed hope and cheer. And that’s the only way we can break these giants we might feel like we are alone but we have to keep saying and believing that God is right here next to us and all you have to do is call up to him and all your giants will be gone. Giants cause major difficulty In our lives. If you still aren’t sure on what a giant is; a giant is anything that distracts us from our focus on God. The things I mentioned can detour us; distract us; and even drain us of everything God intended us to be. It goes without saying that the giants we are fighting need to be slain and removed today. And with that being my last word I would like to thank you guys for letting me talk to you tonight.

Saturday, September 28, 2019

What is a personal experience that gave you the feeling of greatest achievement of satisfaction because of the challenges you met?

Throughout my entire life, overcoming a lot of challenges has always given me a certain degree of satisfaction. However, it was my passion for track and field that provided me with the greatest satisfaction among all the challenges I have faced so far.My high school track career basically started during my freshmen year at John Cooper School in Texas. Initially, I did not take the sport very seriously because I was preoccupied with other things such as   my academics, a big drama production, and other sports such as volleyball and soccer.Moreover, I thought that my school, being a college preparatory institutions, were not as competitive in sports as compared to public schools. Nevertheless, I always enjoyed competing at various sports events during my freshmen and sophomore year at the school. However, when my parents informed me that I would be transferring to a public school nearby, I was filled with mixed emotions.I was first hesitant because I would leave behind all my friends and all the extracurricular activities I was involved in. However, I was also excited to try out and hopefully compete in a more serious and competitive athletic program that this new school would offer.Generally, adjusting the environment of a new school was not difficult for me since my family was constantly moving from one place to another due to my father’s work in an oil company. In short, I was used to seeing new people and new things.   However, what stood out about my new school was its seemingly unmatched athletics department. During that time, the school's sports program was unlike anything I have ever seen before.To finally satisfy my excitement,   I enrolled in the track class during the offseason period which signaled the start of my fruitful journey. As I expected, the training was very rigid and at the same time, very extensive. It consisted of long hours of running on the track, running with weights on your back, doing various exercises up and down a stee p hill, working on field events, and lastly tough weight lifting workouts after school.During my first weeks in training, I was already disheartened and I wanted to quit. I knew it was going to be hard but I had no idea it was more difficult than i expected. Moreover, the seasonal changes in weather was never a factor during our training as we ran when it was freezing cold, scorching hot,   raining hard, and even during the Christmas break and certain public holidays.To top it all, my track coach was a very strict but encouraging man who accepted no excuses from anyone. For him, it's either we do it or we don't. Despite all the difficulties I faced, I was determine to prove to my coach and, more importantly, to myself.I found that all my hard work and perseverance paid during our   first practice meet when I was informed that I was officially a member of the Woodlands High school varsity track and field team. This was a great accomplishment for as I literally went through the ey e of the needle just to make the cut.  From then on, I was on a roll. Not only did I set personal records in the 100m, 200m, 4 by 1 and 4 by 2 relays, but I also help set a school record in the 4 by 2 relay race and 3rd in the school records for both the 100m and 200m dash.I was also both honored and privileged   to participate in Texas Relays at the University of Texas, which is considered as the most prestigious high school track meet competition. In addition, I also competed in the the District Championship where I won one gold medal in the 200m dash and 2 silver medals in the 100m dash and 4 by 1 meter relay.However, among all the competitions I have participated in, the most significant and most fruitful one was the Regional Championships at Waco Baylor. Although I wasn't able to qualify for the next level which was the State Championships,   I felt a surge of satisfaction as I passed the finish line of my last event because I knew in my heart that I had fulfilled my goal s and surpassed the expectations that I have set when I first joined the varsity during training.My achievements became complete when I was awarded most valuable sprinter of the year and appointed as captain of the girls track team in our Principal’s Leadership counsel the next year.Even though I didn't reach the highest competitive level, which is the State Championships,   I still glad that I chose not to quit when times were rough and instead kept on pushing and moving forward. Personally, making the varsity alone was a highly significant accomplishment for me, so to win in extremely competitive events where the very good athletes were also competing was not only a monumental achievement but also a blessing.More importantly, however, I believe that the most important aspect of all the lessons I have learned and all the achievements I have made so far is my over-all growth. For the better part of my life,   I have been running and running just to reach that finish line and accomplish my goal. Looking back, however, I realized that in my journey so far, it is not always the destination that is important.What's important is the people I have met who made a considerable impact on my life and have contributed to my growth and more importantly, the experiences I have gained as I struggled and worked hard to fulfill my tasks.In short, I realized that it in reality, in was not the State Championships that was mattered most, rather, it was the significant events such as the long hours I spent to improve myself and the extremely tedious training   hours I went through and also the people such as my coach who taught me the value of hard work and perseverance, my family who never failed to support me in all my endeavors, and my friends who were always there for me when I needed them most.These are things that mattered most. Personally, to have these experiences under my belt and to have these people by my side as I go further in my career as a track and fi eld varsity player is my greatest achievement in life so far other than winning medals in competitions.

Friday, September 27, 2019

Renewable Energy at Point of Consumption Dissertation

Renewable Energy at Point of Consumption - Dissertation Example It is known worldwide that energy is the most used ingredient item featured almost in every area. Since the era of globalization has begun, the consumption of energy in both developed and developing countries have been on rise. Non renewable sources of energy are the main source which people are using. It is widely regarded that energy conservation will be one of the most debated issues in the coming decades. Before giving an outline of the dissertation, let’s first understand the idea of topic on which the whole theory is going to be formulated, the idea of environmental engineering. Environmental engineering broadly speaks about the application of science and engineering principles to conditions of the nature and thus improve the environment. Here the main fields which come under the flag of environment are air, water and land. Apart from the improving the conditions of these its other important function is to find solutions so as to reduce pollution from the affected site. In an informal way of explaining environmental engineering we can say that the main functionality of environmental engineering is to protect the environment from further degradation, preserve the environment and look for possible ways to enhance the environment in future.Renewable energy Alternative sources of energy have become very important and relevant to today’s world. These sources, such as the sun and wind, can never be exhausted and therefore are called renewable. Their use can, to a large extent, reduce chemical.

Thursday, September 26, 2019

Economic growth in indonesia Essay Example | Topics and Well Written Essays - 2000 words

Economic growth in indonesia - Essay Example Economic growth has long been the basic measure of policy effectiveness and success across countries. Recent global financial crises reduced considerably the pace and scope of economic developments in a number of regions. However, as the global crisis is moving to its end, the developing world faces better chances to improve their economic position. Indonesia is no exception: a vast and resource-intensive economy, Indonesia has everything needed to strengthen its position in the global economy. It should be noted, that the countries of the Asian and Pacific region are in a better economic position, compared with other countries of the world (The World Bank, 2011). Simultaneously, the risks of inflation remain increasingly high. Therefore, Indonesia must develop economic policies and implement instruments to slow down the acceleration of inflationary mechanisms, in ways that do not damage the country’s economic growth prospects. Indonesia is ranked the world’s fourth most populated country (U.S. Department of State, 2011). Located in the equatorial region of Asia, Indonesia occupies about 2 million sq.km, with approximately 240.3 million of people inhabiting it (U.S. Department of State, 2011). The prevailing majority of the country’s residents are Indonesian (U.S. Department of State, 2011). For many years, Indonesia was one of the biggest Dutch colonies; 300 years of the Dutch rule turned Indonesia into one of the richest and most profitable resource supplements (U.S. Department of State, 2011). It was not until 1945 that Indonesia was granted independence from Netherlands (U.S. Department of State, 2011). After the first democratic elections in 1999, Indonesia became one of the most populous democracies in the world (CIA, 2011). Despite recent developments, Indonesia is faced with a number of challenges, including poverty, poor quality education, terrorism and the risks of authoritarianism (CIA, 2011). The situation is further complicated by the

Remeron Essay Example | Topics and Well Written Essays - 500 words

Remeron - Essay Example In a 2005 study, Versiani et al. conducted an active RCT to determine the effectiveness of Remeron in the treatment of patients with severe depression in comparison with fluxotine (Prozac), a commonly prescribed treatment. In reviewing the literature the authors stated that earlier studies had determined that Remeron "increases noradrenergic and serotonergic neurotransmission via central 2-adrenoceptor blockade while blocking central serotonin 5-HT2 and 5-HT3 receptors" (Versiani et al., 2005, p. 138). These studies have shown that this action reduces risk of adverse reaction to Remeron while resulting in a reduction of stress and positive effects on the patients' sleep patterns. The current study, following rigorous design to ensure the validity of the findings, showed that Mirtazapine (Remeron) was as effective as Prozac at treating severe depression with no statistical differences in adverse reactions. The beneficial effects of Remeron in reducing stress were shown to take affect much more quickly with than the subjects treated with Prozac.

Wednesday, September 25, 2019

Describe and assess the listener's experience of two different Assignment

Describe and assess the listener's experience of two different composition or two performances of the same composition - Assignment Example How the melodic lines interweave in the songs differs too (Vazsonyi, 15). Another important aspect of the assessment is the melody; the melody range of the two songs can differ with the timbers, and the rhymes. This can also be noticed by the audiences. â€Å"Cups† two song versions differ in rhyme and timbers as well. The differences in the melody can be relatively minor, but play a role in the differences of the two songs. The parallel transpose and the simple transpose can be noted too in the two pieces when they are performed (Vazsonyi, 15). The mood in the song can be noticed by the audience, this depends also on alterations that are made on the two pieces when done. These alterations can be done in the melody that is in the rhymes or the timbers of the song â€Å"cups† the melody of the original can be intact compared to the song sung again. Harmony can also affect the differences monitored by the audiences in the tone and notes. Another aspectual difference that can be noticed by the audience is the randomness, stochastic and chance. Randomness can be different based on how the singer wants it to appear. The first instance can be unintentional randomness, which can contribute to bad music this can be due to the guitarist or any other person adding extra notes to the music the second instance is the intended randomness, this can be done to improve the quality of the music by the singer. The intention is to introduce random variations that make the singing particular by varying the music content this can also be noticed in the two â€Å"Cups† pieces. The elements of randomness can be based on chance; this is brought out by the singer waiting for the opportune moment to begin another melodic line or the moment that the drum mist plays an extra note. Stochastic composition is noted in the cups song`s beats, which are very randomly thought and extraordinarily done. This brings out the element of the musics beauty in random thoughts that the composer uses

Tuesday, September 24, 2019

Legalization of Marijuana Research Paper Example | Topics and Well Written Essays - 1250 words

Legalization of Marijuana - Research Paper Example I suffered a closed head trauma that left me shaken by up to five grand mal seizures per day. I became addicted to pharmaceutical medication that did not relieve the seizures that plagued my life. About 25% of epileptics do not respond to medicines. I am one of many who do not. While the prescription drugs left me debilitated, I discovered that with marijuana I could completely control the onset of a seizure. For me this knowledge was freedom. By using it I am able to abandon pharmaceutical medication and its side effects. Arrest and acquittal In August of 1992 my husband, Mike and I were arrested for felony cultivation of five marijuana plants that I grow openly in our front yard. This crime is punishable by three years in state prison. After our arrest we realized the importance of challenging the existing laws governing the medical use of marijuana. We hoped that in presenting a necessity defense we might clarify the medicinal use of marijuana, freeing myself from further prosecut ion and establishing a precedent for patients relief. After 7 1/2 months the district attorney of Santa Cruz County, California dropped charges against me for marijuana cultivation. He stated, "No reasonable jury would find her guilty." Having won what I thought to be the right to use the only medicine that controls my seizure activity, I again planted five marijuana plants in my front garden. ... Or are we shuffled between departments? The fact is, even though there is no alternative that will provide relief for my condition, and despite my having adequately established necessity through the judiciary system, it is still illegal to use or cultivate marijuana. California State Senator Henry Mello has presented a non-binding resolution, SJR 8 in a bipartisan effort to allow the use of marijuana medicinally. There is at present no provision by the federal government to meet the needs of patients, only the remnants of the antiquated Compassionate IND (Investigational New Drug) serving nine government-approved patients exists to this day. This defunct program supplied patients with government marijuana, but the project was axed by the Bush administration in March of 1992. Research There exist three phases of study that are necessary in ascertaining the acceptability of a new drug for medical use in treatment. The FDA requires: Phase I; safety, Phase II; pilot studies on efficacy, and Phase III; controlled studies on efficacy and safety. According to Judge Francis L. Young, presiding Administrative Law Judge to the United States Department of Justice in the DEA hearings on the Marijuana Rescheduling Petition in 1988, it has been established that marijuana satisfies both Phase I, II and Phase III studies on safety and efficacy. Having demonstrated sufficient evidence to substantiate these findings it then seems redundant to continue further studies on the safety or efficacy of marijuana. By succumbing to the FDAs present acceptance of only Phase II; safety studies, we surrender ground already gained. In fact, as patients' needs are ever growing it is essential to focus on the third phase, i.e., controlled trials, if any aspect of further

Monday, September 23, 2019

Dancing in a Winter Wonderland Managing Stakeholders Case Study

Dancing in a Winter Wonderland Managing Stakeholders - Case Study Example There are different theoretical approaches to stakeholder management in an organizational context. They are; agency theory, transaction cost economics, competitive theory, institutional theory, stakeholder theory, and network theory. In the context of event management, it is worth considering the stakeholder theory and the network theory. The stakeholder approach deals basically with groups or individuals who can affect the performance of an organization and whose interests are taken care of by the management (Freeman, 1984; Frooman 1999) Power, legitimacy and urgency are identified as the basic attributes of stakeholders (Mitchell et al 1997) The network approach talks about the positions of different actors created by the links among them. (Thorelli, 1986) A different kind of social relationship among actors is assumed in the network analysis (Galakiewicz, 1996) Thus actors, activities and resources are the basic concepts in a network (Johanson and Associates 1994) The actors in th e network own and control resources and carry out activities by combining resources (Sharma, 1993) While stakeholder theory is mainly static the network theory deals with the dynamic process involved in changing the network. Thus event management encompasses the basic elements of both of these theoretical approaches. Therefore it becomes important that the event is conducted skillfully so that it becomes valuable to all the stakeholders. One of the most cited reasons for the failure of any event is the lack of resources. Lack of resources can be identified by the inability of the event management to attract more sponsors and donors. Thus the success of the events depends largely on the support from stakeholders. This adds to the proposition that the event managers should manage the relationship with the stakeholders more efficiently. The literature on event management has established the relationships between the management of events and the stakeholders (e.g. Getz, 1997; Watt 1998; Long, 2000; Lvendahl, 2000) However it needs to be mentioned that there is no documented evidence of the application of the stakeholder theory in the event management contexts (Reid & Acordia 2002)

Sunday, September 22, 2019

Slang Case Study Essay Example for Free

Slang Case Study Essay Words are a part of our daily lives. With words we can communicate with others and evoke our feelings. But not every word has the same meaning in various regions of the world. Words just like humans are shaped by the location and culture that they are introduced to. This is what makes slang words interesting. Depending on where you live, a slang word can have a completely different meaning. For this assignment I will define the slang word â€Å"swag.† I’ll be discussing the modern meaning, etymology, and correct usage. Swag is a common noun used today, mostly among teenagers. The word is used to describe a certain type of clothing that teenagers wear. The clothing resembles the style of modern hip-hop artists such as Lil Wayne, Big Sean, and Drake. The word can also be used to show off cool acts that teenagers perform. Like after jumping of a building, I cool kid would say something like â€Å"Bro, you can’t touch my swag!† According to urban dictionary â€Å"swag† is the â€Å"most used word in the world and is a word used to represent yourself based on the way you dress.† Swag has different meanings throughout the world. In Australia the term â€Å"swag† is used to refer to the dangling luggage that a homeless man carries. â€Å"Swag† is also used to describe home items such as â€Å"swag lamps† and â€Å"swag curtains†, which are basically dangling versions of the original lamp and curtains (Snopes). In America, many relate the word â€Å"swag† to â€Å"sway† which describes a certain motion of a bold, arrogant, and conceited person. So I think based on this information it’s easy to say that the word â€Å"swag† was introduced through old hip-hop, where loose clothing and sagging was the fashion and now has evolved through modern hip-hop to accommodate the newer fashion. The most common misconception about the word â€Å"swag† is that it’s often misunderstood as an acronym. Many people think that â€Å"swag† is an acronym for â€Å"Secretly We Are Gay†. The exact origin of the word â€Å"swag† is still a mystery. Some believe the first written usage of the word â€Å"swag† was first written by a Gilbertine Monk named Robert Mannyng in 1303. Mannyng in his poem says â€Å"there was a wycche, and made a bagge, A bely of lepyr, a grete swagge†. In this poem Mannyng refers to â€Å"swagge† as a bag. According to Oxford dictionary, â€Å"swag† is a verb derives from the Scandinavian word â€Å"svagga† which means to rock unsteadily or lurch. This idea is widely accepted due to the fact that â€Å"swag† sounds like it originated from the word â€Å"swagger†, which also means to sway. The word is said to have entered the English language around the 13th century meaning â€Å"hanging loosely† (Snopes). Other meanings of â€Å"swag† also include a sinkhole used to collect water, a shop that sold stolen goods, or stolen loots by either pirates or criminals. Some also say that â€Å"swag† was used in old English movies to describe criminal loots, leading to false accusations of acronyms such as â€Å"Stolen Without A Gun†, â€Å"Sold Without A Guarantee†, and â€Å"Souvenirs Wearable’s And Gifts†. Based on this it’s easy to connect â€Å"swag† to older or underground hip-hop where loose clothes and stealing was a common motto. The correct usage of the word â€Å"swag† is hard to define just because it’s a slang word and there is no exact definition. According to our culture and society, I would say â€Å"swag† is a term used to describe a person’s clothing and a part of his personality. It’s easy to infer a person’s personality by looking at his clothing. Different people have different personalities and some of it is shown through their dressing. This freedom of expression can show a person’s values, beliefs, and culture. So, in a sense a person’s â€Å"swag† can portray his character. â€Å"Swag† usually has a negative connotation due to the over usage of the word in the rap industry, but in my opinion â€Å"swag† is a general term that can be used by anyone. Just like the words â€Å"Boom, Whack, Blop, and Kaboom†, swag can be used at the end of a sentence to add emphasis and humor. In conclusion, â€Å"swag† is an old word that has its own history but has evolved through human influence to have a completely different meaning throughout different parts of the world. Even though the overuse of the word has completely dried its value, â€Å"swag† still has an interesting origin and is fun to use. Just like other words, slang words are interesting because they are influenced by human culture and society and change accordingly as time moves on. Today â€Å"swag† has a different meaning than what it originally was used for. So we can only imagine wh at â€Å"swag† would mean in the future. Work Cited Swag. Snopes.com: Etymology of Swag. N.p., 26 Sept. 2012. Web. 31 Jan. 2013. Geyer, Jessica. Swag: An Etymology. YouTube. 03 May 2012. Web. 31 Jan. 2013. Urban Dictionary: Swag. Urban Dictionary. N.p., July 2012. Web. 31 Jan. 2013.

Saturday, September 21, 2019

HRM Strategic Interventions Overview

HRM Strategic Interventions Overview Although human resource management is a phrase which has been in use for over 40years, it did not come to the fore as a distinctive approach to managing people until the mid 1980s, when it became generally known as HRM. The vocabulary for managing the employment relationship has undergone a change. Personnel Management has increasingly given way to human resource management (HRM) or, better still to strategic human resource management (SHRM). It was charted/noticed in the writings of US academics and managers (for example, Tichy et al., 1982; Fombrun et al., 1984; Beer et al., 1985; Walton and Lawrence, 1985; Foulkes, 1986). This was, however, taken up by both UK managers (for example, Armstrong, 1987; Fowler, 1987) and UK academic (for example, Hendry and Pettigrew 1986; Guest, 1987; Miller, 1987; Storey, 1987; Torrington and Hall, 1987). By the end of the 1980s and the beginning of the 1990s it became a common term. Strengthening this change was the emergence, in 1990, of two new academic journals Human Resource Management Journal and International Journal of Human Resource Management. It heralded the pushing-aside of personnel-management and the solidification of HRM. Perhaps the most important reason why HRM emerged as the dominant philosophy for managing people in the 1980s is that chief executives, prompted by economic and business trends, and the view of a number of influential writers such as those mentioned abov e and Kanter (1984), at last began to appreciate that competitive advantage is achieved through their employees i.e. the people who implement the corporate plan, and that they must do something about seeing that it happens in their own organisation. Porter (1985), another highly influential writer captured this view when he wrote: HRM is an integral part of the value chain at firm level. The impact of global competition, complexity, technological change and shifts in employee values have affected UK as well as US chief executives, and it has been said by Fowler (1987) that HRM represents the discovery of personnel management by chief executives. For years, chairmen in their annual reports have been paying lip-service to the message people are important. Now, however, competitive pressures from one-culture, high-commitment firms, and changes in employees expectations have indicated the need for action instead of words to obtain fuller use of their human resources. Having said all these I intend to discuss HRM in perspective, its various strategic interventions (SHRM) and analyse/focus more on Performance Management. I will also highlight the challenges and benefits of this strategic intervention using a particular model and how it truly improves an organisations effectiveness. Understanding HRM A common theme within the human resource management (HRM) literature in recent years has been the adoption of HRM practices designed to achieve high levels of employee performance, flexibility and commitment. Here, human resource (HR) practices are placed in a much more direct relationship with organisational policy making and performance issues than traditional approaches to personnel management (Bach and Sisson, 2000). In the 1980s, original writers in the area of human resource management (HRM), Beer et al. (1984), stressed that in the face of increasing international competition, organisations had to focus on the value of investments in human resources as a major source of competitive advantage. The transition from personnel management to HRM reflects this emerging organisation-wide commitment to human capital development. The change, however, has activated considerable discussion within the academic literature about the successful strategic positioning of, and responsibility for , HRM (Beer, 1997; Dyer and Holder, 1988; Guest 1987; 1989). The effective use of diverse/different people seems to be the primary assets of any organisation aside from its financial, technological and physical resources therefore it has to be managed effectively and strategically. What then is HRM? There are quite a few descriptions : Beer et al (1984) Human resource management involves all management decisions and actions that affect the relationship between the organisation and employees its human resources. Pettigrew and Whipp (1991) Human resource management relates to the total set of knowledge, skill and attitudes that firms need to compete. It involves concern for and action in the management of people. Bratton and Gold (2003) Human resource management is a strategic approach to managing employment relations which emphasizes that leveraging peoples capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practises. As you can see, the emphasis is, first, on the interests of management, secondly, on adopting a strategic approach, thirdly, on obtaining added value from people by the processes of human resource development and performance management and, finally, on gaining their commitment to the objectives and values of the organisation. We can therefore identify the following as basic characteristic features of HRM: It is a top-management driven activity; The performance and delivery of HRM is a line management responsibility; It emphasizes the need for the integration of business and personnel strategies; It involves the adoption of a comprehensive and coherent approach to employment policies  and practises; Importance is attached to strong cultures and values; It places emphasis on the attitudinal and behavioural characteristics of employees; Employee relations are unitarist rather than pluralist, individual rather than collective, high trust  rather than low trust; Organizing principles are organic and decentralised with flexible roles and more emphasis on  teamwork; Rewards are differentiated according to performance, competence or skill. It is however important to note that these characteristics will be applied in many distinctive ways in different organisations. HRM as practised in America, UK, India, Nigeria or anywhere else will have features which will be affected by economic and political environment, and the industrial relation climates and practices of the country. HRM as practised in any country will depend on the culture and tradition, structure, technologies, products and markets of these countries. Drawing on Squires (2001) work, these practises suggest three basic questions: (1) what do HRM professionals do? (2) what affects what they do? and (3) how do HR professionals do what they do? Firstly, to understand what HRM professionals do we can identify 8 key HRM functions, policies, programmes and practises designed in response to organisational goals and contingencies, and managed to achieve those goals. These functions contain alternatives from which managers can choose. The functions are: (1) Planning; (2) Staffing; (3) Developing; (4) Motivation; (5) Maintaining; (6) Managing relationships; (7) Managing change and (8) Evaluating. Secondly, to identify what affects what they do, we must understand that HR activities that managers undertake vary from one workplace to another. These variations may be due to the following: (a) external effects (economic, political, legal regulations, social aspects,etc) (b) strategy and (c) organisation (size, work and structure, technology,etc). Lastly, how do HR professionals do what they do? This points to the means or skills by which they accomplish their managerial work. These could include technical, cognitive, and interpersonal skills and processes according to Squires (2000) work. Thus far, I have tried to analyse the origin of HRM and its meaning. I have also shown how it contributes to the functioning of work organisation. Now, this is the important part of my discourse the defining features of HRM the theoretical perspectives. Practice without theory, they say, is blind, Hyman (1989). Models of HRM Like I pointed out before, the extent to which HRM is applied, and how it is applied, will vary considerably according to the type of organisation and the environment in which it operates. This will be governed by the policy goals of the enterprise and may be hard or soft depending on the philosophy of top management. But we can identify five major HRM models ( The Fombrun, Tichy and Devana model: developed by the Michigan school ( Fombrun et al, 1984); The Harvard model: the analytical framework of the Harvard model offered by Beer et al. (1984); The Guest Model (David Guest , 1989,1997), The Warwick Model (Hendry and Pettigrew, 1990) and the Storey Model (Storey, 1992) that seek to demonstrate analytically the qualitative differences between traditional personnel management and HRM. These models fulfil at least 4 important intellectual functions for those studying HRM: (1) they provide an analytical framework for studying HRM ( like stakeholders, situational  factors, strategic choice levels and notions of competence and commitment) (2) they legitimate certain HRM practises/interventions (3) they provide a characterisation of HRM that establishes variables and relationships to be  researched and (4) they serve as a heuristic device something to help us discover and understand the nature  and significance of key HR practices/interventions. The Fombrun, Tichy and Devana model For my discourse here, I shall be applying the above model, (Fig 1), which emphasizes the interrelatedness and coherence of HRM activities/practises or interventions. They introduced the concept of strategic human resource management by which HRM policies are inextricably linked to the formulation and implementation of strategic corporate and/or business objectives (hence the name matching model). This HRM cycle in their model consists of four key constituent components: selection, appraisal ( performance management), rewards and development, these four human resource activities aiming to increase organisational performance. The strength of the model is that it expresses the coherence of internal HR policies and the importance of matching internal HR policies into the organizations external business strategy. What makes the model particularly attractive for many personnel practitioners is the fact that HRM assumes a more important position in the formulation of organisational policie s. This model ultimately introduced the concept of strategic human resource management (SHRM) (Fig 2). A strategic orientation provides the framework within which a coherent approach can be developed to the creation and installation of HRM policies, system and practises or interventions. SHRM is concerned with those decisions which have a major and long-term effect on the employment and development of people in the organization and on the relationships which exist between its management and staff. It will highlight how the organization intends to manage its human resources. These intentions provide the basis for plans, developments and programmes for managing change Hendry and Pettigrew (1986) amplify this with the following: use of planning; a coherent approach to the design and management of personnel systems based on an employment policy and manpower strategy, and often underpinned by a philosophy; matching HRM activities and policies to some explicit strategy; seeing the people of the organisation as a strategic resource for achieving competitive advantage. Guest (1992) argues that such a coherent approach to human resource management policies can also lead, via the generic HRM outcomes of strategic integration, commitment, flexibility/adaptability of the workforce and quality (all necessary ingredients when developing a competitive edge), to the following benefits to the organisation which has adopted SHRM: High job performance; High problem solving, change and innovation; High cost-effectiveness; and Low turnover, absence, grievances. Storey (1992) adds to this list attitude and behaviour changes amongst the workforce, resulting in highly desirable increases in competitive performance. Grant (1991) sums up a now-widely-held view that capabilities are the main source of a firms competitive advantage. SHRM aims to provide the framework within which these key characteristics can be fostered. In essence, SHRM requires a holistic approach, with not only an internal integration between HR practices/interventions(recruitment, selection, rewards mechanisms, appraisal performance management), but also an integration between those practices/interventions summarised in an HR strategy and the organisations strategy overall. Thinking holistically about HRM may lead to a greater degree of success simply because changes envisaged in one area of an organisation (e.g. structures) are more likely to work because all the knock-on effects of such a change have been considered (e.g. recruitment, selection and induction policies). Summarily, SHRM ensures that the culture, style and structure of the organisation, the quality, commitment and motivation of its employees, contribute fully to the achievement of business objectives. HR Strategic Interventions Based on the model I am discussing on I shall look briefly at the practises/interventions: recruitment/selection, rewards, human resource development but focus more on performance management. Selection: This is one of the major practices carried out by any organization in ensuring the selection of the right people to join its workforce (IRS, 1999a). The selection(recruitment) process is concerned with identifying, attracting and choosing suitable people to meet an organisations human resource requirements. While recruitment is searching for and obtaining potential job candidates in sufficient numbers and quality so that the organisation can select the most appropriate people to fill its job need (Dowling and Schuler, 1990); selection is concerned more with predicting which candidates will make the most appropriate contribution to the organisation now and in the future (Hackett, 1991). There has been correlational data, Terpstra and Rozell (1993) supporting the conclusion that organisations using a wide variety of selection procedures (such as interviews, cognitive ability test, bio data and the evaluation of recruiting sources, etc) had higher levels of overall performan ce, annual profit, and growth in profit. Rewards: Reward management is the process of developing and implementing strategies, policies and systems which help the organisation to achieve its objectives by obtaining and keeping the people it needs and by increasing their motivation and commitment, Armstrong and Murlis (1991). It is also central to the effective management of the employment relationship. It is not just about money but also concerned with intrinsic as well as extrinsic motivation; with non-financial, as well as financial rewards. This motivates and leads directly or indirectly to the satisfaction of many needs. It can act as an incentive to improve performance and as a way to recognise success in a highly tangible way. Human Resource Development: Human resource development comprises the procedures and processes that purposely seek to provide learning activities to enhance the skills, knowledge and capabilities of people, teams and the organisation so that there is a change in action to achieve the desired outcome. It incorporates traditional views of training and development but seeks to extend attention to learning throughout an organisation as a strategy to cope with change. The idea of learning at work has become an obvious good thing, and this has led to growing interest in HRD as a profession and its theoretical development, although there are continuing debates about the meaning of HRD. There is evidence to suggest that learning has an impact on an individuals earning power and employment prospects. PERFORMANCE MANAGEMENT Performance management can be defined as a strategic and integrated approach to increasing the effectiveness of organisations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors, and also can be seen as a continuous process involving reviews that focus on the future rather than the past . (Baron and Armstrong, 1998: 38-39). Performance management, unlike the performance appraisal or annual evaluation process, is an ongoing assessment of employees in a manner geared to match their goals to the organizational goals. It also makes strong use of goal-setting and metrics to identify progress and areas of individual strengths. It is important to point out here that employees, as well as supervisors, are often confused by the differences between performance management systems and performance appraisals. Performance appraisals, also called Performance evaluations are tools used to measure the effectiveness of an employee; most organizations conduct performance appraisals once a year during an annual evaluation process. A performance management system, however, is much more dynamic. It can use the performance evaluation tool but also incorporates other elements into the performance management cycle. The overall aim of PM is to establish a high performance culture in which individuals and teams take responsibility for the continuous improvement of business processes and for their own skills and contributions within a framework provided by effective leadership. History and Evolution of Performance Management and Appraisal Performance management systems, in various forms, have been employed for nearly two millennia. In the third century AD, the Chinese were not only using performance appraisal systems but were critiquing each others biases in their evaluations of their employees (Murphy and Cleveland, 1995; Evans, 2004). During the Industrial Revolution of the 18th century, factory managers became aware of the importance of their employees performance on their production outputs (Grote and Grote, 1996; Murphy and Cleveland, 1995). The development of the philosophy of performance evaluation systems in America has been attributed to such researchers and philosophers as Peter Drucker and Douglas McGregor, who developed ideas of management by objectives (MBOs) and employee motivation (Evans, 2004; Murphy and Cleveland, 1995). Spreigel reported in 1962 that by the early 1960s more than 60% of American organizations had a performance appraisal system. The systems popularity stemmed from the Armys implementation of a performance management system for its officers (Murphy and Cleveland, 1995). Since then, researchers have continued to develop theories of how different performance evaluation methods can contribute to the success of the organization. Elements of Performance Management Armstrong (2006) identifies the five elements of performance management as agreement (of employee, unit, and organizational goals), measurement, feedback, positive reinforcement and dialogue (contingency management). These ensure that the performance management process is positive, successful and a boost to employee improvement. Continued feedback and assessment is key to the performance management process as shown in the performance management cycle (Fig 3). There are four main elements of the planning portion of the performance management cycle: role creation and development, objective planning, assessment and development planning. The first step, role creation and development, is important because an employee must understand his or her role in the organization before the performance of that role can be fairly assessed. By first defining the employees goal, a supervisor can then align the employees objectives with the organizational goals. In performance management, employers provi de continuous appraisal through feedback and re-alignment of goals based on performance. Unlike the annual evaluation process, most performance management systems are designed to meet the changing needs of both the organization and the employee. The following are the aims of PM as expressed by a variety of organisations (source IRS, 2003): Empowering, motivating and rewarding employees to do their best. Armstrong World Industries Focusing employees task on the right things and doing them right. Aligning everyones individual goals to the goals of the organisation. Eli Lilly Co Proactively managing and resourcing performance against agreed accountabilities and objectives. ICI Paints The process and behaviours by which managers manage the performance of their people to deliver a high-achieving organisation. Standard Chartered Bank Maximising the potential of individuals and teams to benefit themselves and the organisation, focusing on achievement of their objectives. West Bromwich Building Society The organizations that have chosen to use a performance management process have often done so because the annual evaluation process has failed to meet their appraisal needs. The constant communication loop of performance management enables organizations to meet both the goals of their organization and the development and feedback needs of their employees. In contrast, the  annual evaluation process, which is retrospective in nature, provides no formal opportunity for employees to receive feedback about their performance, request development to increase their efficiency or ask for new goals during the year. Role Creation and Development In order for performance management to be effective, an employee must have a clear understanding of his or her organizational role and responsibilities. Armstrong says that the role profile defines the role in terms of the key results expected, what role holders are expected to know and be able to do and how they are expected to behave in terms of behavioural competencies and upholding the organizations core values. Defining the core competencies for each employee is one step in effective goal creation because it allows the supervisor to communicate personalized feedback. Effective and SMART Objectives Creation There are many different kinds of objectives in an organization. Armstrong identifies that effective objective-setting results in an agreement on what the role holder (employee) has to achieve and is an important part of the performance management processes of defining and managing expectations and forms the point of reference for performance reviews. He also identifies the following types of objectives: 1. ongoing role or work objectives: based on the job description 2. targets: quantifiable goals that should be met 3. tasks/projects: specified results or product 4. behavioural expectations: outlines desirable and undesirable behaviours 5. values: outlines the values of the organization 6. performance improvement: areas that need improvement 7. developmental/learning: provide specific areas to meet improvement needs Luecke (2006) notes that effective objectives are recognized as important, clearly written in specific terms, measurable and framed in time, aligned with organizational strategy, achievable but challenging and supported by appropriate rewards. Armstrong provides the SMART mnemonic, to help set effective objectives S = specific/stretching M = measurable A = achievable/achievable R = relevant T = time framed The creation of appropriate, measurable objectives is key to the performance management process; they provide a framework for assessment and, without them, the performance management system would fail. Assessment of Goal Achievement After defining roles and setting goals, the manager and the employee must determine whether the employee had been successful during the assessment period. If the goals are SMART, then assessing the employees performance will be simple: if the employee met the specific goal within the time frame designated, then the assessment would be a positive one. The most important aspect of the assessment is the performance review. There are many ways to conduct performance reviews. Some organizations conduct reviews at certain intervals throughout the  year; others create a timeline based on the goals developed. Many organizations have employees conduct a self-evaluation prior to the evaluation meeting; Aguinis (2007) identifies that self-appraisals can reduce employees defensiveness during an appraisal meeting and increase employee satisfaction with the performance management system, as well as enhance perceptions of accuracy and fairness and therefore acceptance of the system. Both employees and employers have historically disliked the performance review process. Armstrong reports that most appraisals have existed in a vacuum, with little or no relation to the workplace: employees have resented the superficial nature with which appraisals have been conducted by managers who lack the skills required, tend to be biased and are simply going through the motions. In order to have a productive, positive performance review, Aguinis identifies six recommended steps: 1. Identify what the employee has done well and poorly by citing specific positive and negative behaviours. 2. Solicit feedback from your employee about these behaviours. Listen for reactions and explanations. 3. Discuss the implications of changing, or not changing, the behaviours. Positive feedback is best, but an employee must be made aware of what will happen if any poor performance continues. 4. Explain to the employee how skills used in past achievements can help him overcome any current performance problems. 5. Agree on an action plan. Encourage the employee to invest in improving his performance 6. Set up a meeting to follow up and agree on the behaviours, actions, and attitudes to be evaluated. After creating goals and assessing progress, the employee and employer have identified areas that can be improved; the action plan for this improvement is called development planning. This development plan ensures that employees will continue to meet the needs of the organization through the identification of their weaknesses and the opportunity to address them through workshops, classes, and other educational channels. Quantitative and qualitative advantages The literature findings suggest that the introduction of SPM has a positive impact in terms of revenues, sales and net profit. Various studies (Malina and Selto, 2001; Sim and Koh, 2001; Braam and Nijssen, 2004; Neely HYPERLINK #idb49et al.HYPERLINK #idb49, 2004;) identified that organizations implementing and using SPM systems were able to achieve an increase in revenue, an increase in profit, a reduction in costs, and a higher ROA. These studies also indicate that organizations that initially used an SPM system suffered decreased results when they reverted, for whatever reason, to traditional measurement systems. Other studies (Kald and Nilsson, 2000; Sim and Koh, 2001; Neely HYPERLINK #idb49et al.HYPERLINK #idb49, 2004;) showed that organizations using an SPM system experienced a myriad of qualitative benefits, such as improvement in internal communication of the strategy, closer collaboration and better knowledge sharing and information exchange between organizational units, stre ngthened focus on what is important for the business, more focus on the achievement of results, higher quality of performance information, better strategic alignment of organizational units, higher operational efficiency, improvement of management quality, better understanding by people of the organizational strategy, higher commitment of personnel to the organization, more clarity of people of their contribution towards achievement of the strategy and organizational goals, higher innovativeness, better achievement of organizational goals, more pro-activity, more clarity for people about their roles and goals, more effective management control, higher employee satisfaction, stronger process orientation, strengthened reputation of the organization as a quality firm, and a better strategic planning process. Quantitative and qualitative disadvantages Literature findings also show that PM systems are not without disadvantages. Various studies (Kald and Nilsson, 2000; Sim and Koh, 2001; IOMA, Business Intelligence at Work, 2005; Neely HYPERLINK #idb49et al.HYPERLINK #idb49, 2004;) stated that organizations experienced disadvantages after the implementation and subsequent use of SPM but only in non-financial performance terms, no quantitative disadvantages were found in the literature. Disadvantages reported are: too many performance indicators; not enough strategic information in the system; too much internal competition; too expensive and too bureaucratic; performance indicators too subjective and therefore unreliable; performance information too aggregated; too much financial information; and too much historical information. Because of these incredibly negative effects that an improperly conducted performance management system can have on an organization, the system must be implemented thoughtfully and executed consistently. Conclusion Performance management, unlike traditional annual evaluation, provides employees with feedback throughout the year. The system allows constant re-evaluation of goals, progress and performance. This process requires more interaction between the supervisor and supervisee and encourages the professional development of the employee to meet the organizations changing needs. While this more dynamic evaluation process is time-consuming, the increased  productivity levels resulting from performance management have proven to be valuable to many organizations. Lord Kelvin once said: When you can measure what you are speaking about, and express it in numbers, you will know something about it [otherwise] your knowledge is of a meagre and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely in thought advanced to the stage of science (cited in Fisher, 1990). So I believe that performance management (which also details performance measurement) is a very vital HRM strategic intervention.