Challenges & prospects of garment industry in bangladesh Essay

Current problem and prospect of Garments industry in Bangladesh â€Å"A study on R.M.KNIT FASHION.LTD†. Objective of the study:Broad objective:q The broad objective of this report is to identify the current problems and prospects of R.M.KNIT FASHION.LTDSpecific objectives:q To identify the current problems of R.M.KNIT FASHION.LTD. To find out the current position of Bangladeshi garments industry in the world. To identify the growth and trends of R.M.KNIT FASHION.LTD. Methodology of the study:Ââ€" Research type:Basically it is a descriptive research by nature.Ââ€" Sources of data:Both primary & secondary data are used for this study, these are:Primary data: it includes the following sources of data.v By a questionnaire through merchandiser and floor in-charge.v Face to face conversation with the top officials.   Secondary data: I need much information for the report, which we get from secondary data.These are:v Annual report of R.M.KNIT FASHION.LTD. Different types of document of R.M.KNIT FASHION.LTD.v Various published document from BGMEA.v World wide web. Data collection procedure:Ø Questionnaire: Well structured questionnaire is used for primary data collection.Ø Population: Total population 24 including merchandiser & floor in- charge. 7. Ø Sampling frame: Name list of 24 merchandiser & floor in-charge.Ø Sampling method: Non-probability convenience sampling methods are used.Ø Sample size: 10 sample size. 8. Limitation: While preparing this report, though I have been helped by management of R.M.KNIT FASHION.LTD and other ways, there were some uncontrollable limitations, which are:Ø Unavailability of relevant research works, article, publications relevant to R.M.KNIT FASHION.LTD.Ø Limited time of internship program. 9. Analysis and Findings:1. What type of products are produce in your industry? knit 40% woven 60%Findings: From this table it is seen that, 60% woven & 40% knit garments produce R.M.KNIT FASHION.LTD 10. 2. Which are the exporting market of our country? USA 30% others 70%Findings: From this table it is seen that, 30% USA &Others is 70% market where my company does their business. 11. 3. Unskilled garments worker is problem for the R.M.KNITFASHION.LTD? strongly agree 30% agree 70%Findings: From this table it is seen that, strongly agree 30% and agree 70%.Unskilled garments worker  is the main problem for this industry. Do you think document delay & improper documentare the concluding major problems? no 30% yes 70%Findings: Above the table it is seen that, yes 70% & no 30%. 13. 5. Do you think R.M.KNIT FASHION.LTD has a enoughemergency stairs? agree 20% strongly disagree 50% disagree 30%Findings: From this table it is seen that, agree 20%, disagree 30% & strongly disagree 50%. 14. 6. Do you think R.M.KNIT FASHION.LTD has a enoughsecurity force & tools for fire controlling? agree 30% disagree 70%Findings: Above the table it is seen that, agree 30% and disagree 70%. 15. 7. Does R.M.KNIT FASHION.LTD provides facilities fortheir worker? agree 40% disagree 60%Findings: From the table it is seen that, agree 40% and disagree 60%. 16. 8. Do you think R.M.KNIT FASHION.LTD has a highquality machine? agree 30% disagree 70%Findings: From the table it is seen that, agree 30% and disagree 70%. 17. 9. Do you think R.M.KNIT FASHION.LTD pay workerwages timely? yes 30% no 70%Findings: From the table it is seen that, yes 30% and no 70%. 18. 10. Do you face any problems in collecting rawmaterial? yes no 50% 50%Findings: From the table it is seen that, yes 50% and no 50%. 19. 11. What are the basic problems on the way of developmentof R.M.KNIT FASHION.LTD? dependency on foreign market 10% poor garment policy 30% unskilled labor 60%Findings: From the table it is seen that, unskilled labor 60%, poor garments policy 30% and dependency on foreign market 10%. 20. 12. How can we remove from above problems of R.M.KNITFASHION.LTD? increase investment try to increase the in this sector area of export 30% 10% establish new infrastructure and conducting training & development program 60%Findings: From the table it is seen that, try to increase the area of export 10%, establish new infrastructure and conducting training and development program 60% and increase investment in this sector 30%. 21. Current position of Bangladeshi garments industry in the world.Bangladesh ranks 4th largest clothing exporter in the world:Source: Xinhua [08:47 July 23, 2010]Bangladesh has been ranked as the fourth largest exporter of clothing with a 3 percent share of the global market by the world body World Trade Organization (WTO), Vice-president of Bangladesh Garment Manufacturers and Exporters Association (BGMEA) Faruque Hassan said on Wednesday.Hassan made the remarks while speaking to the members of Overseas Correspondents of Bangladesh (OCAB at the office of BGMEA. in xporter of cotton T-shirts and second largest exporter of cotton pullover and jeans for the European Union and the second largest exporter of cotton trousers to the United States by volume. The BGMEA vice-president said although the low cost production of clothing is still an important competitive edge for Bangladesh, the increasing competition in the global apparel market has caused manufacturers to produce quality products, increase the commitment with buyers and social responsibility in factories, which have made Bangladesh a reliable option in the global supply of clothing.At present, there are about 5,000 garment factories in Bangladesh and over two million workers are employed in the sector, 90 percent of them are women. 23. Growth and trends of R.M.KNIT FASHION.LTD Financial year UE U.S.A Total Knit Woven RMG Knit Woven RMG production FY 2009 140000 pcs 220000pcs 360000pcs 170000pcs 250000pcs 420000pcs 780000pcs FY 2010 165000pcs 230000pcs 395000pcs 176000pcs 258000pcs 434000pcs 829000pcs FY 2011 167000pcs 232000pcs 399000pcs 170000pcs 255000pcs 425000pcs 824000pcs 840000 829000 824000 820000 800000 780000 780000 760000 740000 2009 2010 2011 Graph: Growth & trends of R.M.KNIT FASHION.LTD 24. Major findings:Ââ€" Most of the time R.M.KNIT FASHION.LTD produce woven products.Ââ€" Main market of our garments product is EU and Bangladesh also exports in USA and other country.Ââ€" Unskilled garments worker are problem for development of R.M.KNIT FASHION.LTDÂâ€" Documentation problem is also a big problem.Ââ€" R.M.KNIT FASHION.LTD has no enough emergency stairs.Ââ€" R.M.KNIT FASHION.LTD has no enough security force and tools for fire controlling.Ââ€" R.M.KNIT FASHION.LTD has no high quality machines.Ââ€" R.M.KNIT FASHION.LTD do not pay worker wages timely. 25. Recommendation:Ââ€" Improving other garment product not dependent only for woven product of R.M.KNIT FASHION.LTD.Ââ€" Extended foreign market.Ââ€" Trained up workers by various diploma course.Ââ€" Fire consciousness is required for all workers.Ââ€" Increase emergency stairs.Ââ€" Ensure enough security force and tools for fire controlling.Ââ€" Ensure high quality machine, so that they can produce high quality product.Ââ€" And the most important is timely pay wages.

Performing and Visual Arts Essay

Visual and performing arts enhance our lives in a variety of ways. When spanning from things inherent in nature such as the instance of a sunset, sunrise, or perhaps a full moon, to the most mundane and seemingly inane instance of body piercings or an arm tattoo. Art constitutes myriad meanings, translating differently from one individual to the next. Among its broadest categories however, aside from visual arts such as painting – music, theater and dance relates to a significant aspect of performance art. Painting, of course, is a form of visual art which has long taken a prominent place in the art world. Artists express their sentiments and ideologies through brushes and paint indulging in these said worldviews and inspiration by way of paper or canvass. But more than creativity, the discipline requires an amount of coherence and structure on the artist’s part . The use of watercolors for instance, is perhaps the trickiest and difficult medium to master or ‘dabble in ‘ where painting is concerned. Watercolor Painting commands the artist’s ability with the brush, and the delicate balance of mixing the colors with the aforementioned liquid. Oil paintings on the other hand, appear to have the greatest depth visually than any other painting medium, and the concept of oil on canvass always rings a prominent tune where the subject of art is concerned. But artists who paint by the said medium deals with the instance of its messy process , of the relatively unpleasant smells it yields, and the stretching period of time by which it dries . The opposite of which, is perhaps that of acrylic, which takes a faster time to dry, thereby dictating the time by which the artist is to finish the painting in question. The use of acrylics is also the most versatile of medium, its end result approximating, or appearing to emulate a painting done by watercolor, gouache, oil, and so on. Gouache is a medium in painting which can be synonymous with watercolor, because of the similar element existing in both medium that is water. But gouache colors appear heavier than watercolors, and dry to a rich opaque color. Because it is thinned down by water, and doesn’t rely heavily on it as watercolors do, it is as less difficult to work with. At most, visual art, or painting in particular, is a two dimensional take and representation of reality and humanity. Most art movements took root and relate to aspects of painting such as Surrealism, Action Painting, Expressionism, and Cubism, among various others. They represent styles, techniques, concepts, sensibilities and philosophies which contribute to varying end results in painting. According to the textbook â€Å"Perceiving the Arts†, opera is defined as the â€Å"combination of drama and music into a single artistic form† (Sporre, 2009). Opera is made up of primarily music along with other elements similar to a play such as costumes, scenery, lights, and a plot. Unlike a play, the plot of an opera unfolds through a combination of acting and singing. The follow provides an historical development and evolution of opera and the characteristics of the opera genre. In addition, the following provides information on famous composers associated with opera and concludes with the influence opera has made on society and culture. Historical Development and Evolution The art of opera began during the Renaissance era in the late 16th century in Florence, Italy. Opera started as Greek plays recreated by adding music. According to the Music Lessons Online web site (2010), the first recorded opera was called Dafne and it was created in the late 1500’s. Opera style spread quickly across Europe and soon the first opera house was built in Venice, Italy in 1637. At this time, opera became available to the public, not just aristocracy entertainment. By 1700, 16 public opera houses opened (Columbian Encyclopedia, 2008). At that time, opera was considered an Italian music form. Lyrics were written in Italian only. Christoph Gluck is a German composer credited with changing the face of opera with Orfeo et Eurydice in 1762, staged in Vienna. Orfeo et Eurydice is said to have changed opera because of its emphasis on drama (Asiado, 2007). The opera was the first of many â€Å"reformed operas† composed by Gluck, and influenced composers like Mozart. Orfeo et Eurydice set the standard for the modern opera style we see today. Opera finally emerged in German, French, Spanish, and Russian in the 19th century. France produced the Grand Opera that would last four to five hours and include ballet dancers. Why or Why not? People usually create or perform in arts because some of us just can not be satisfied with an ordinary life style. We prefer to ask why not, instead of why? We like to experiment, imagine and the set it as a portray, the improbable, the unlikely, and impossible just to make sure that all the things we think are out there and aren’t any closer than any imaginations. The act of creativity becomes progress to humans. I do it for the feeling of accomplishing something worthwhile (like Rocky said; â€Å"I coulda been a contender!! † In addition to this it is a â€Å"gift. † Arts in Society The arts play a valued role in creating cultures and developing and documenting civilizations. Students of the arts gain powerful tools for: communicating through creative expression; understanding human experiences, past and present; adapting to and respecting the ways others think, work, and express themselves; using artistic modes of problem solving, which, in turn, bring an array of expressive, analytical, and development tools to every human situation; understanding the power of the arts to create and reflect cultures; understanding the impact of design on virtually all we use in daily life; understanding the interdependence of work in the arts and the worlds of ideas and events; making decisions in situations where there are no standard answers; analyzing nonverbal communication and making informed judgments about cultural products and issues; and for communicating thoughts and feelings in a variety of modes, thereby providing a more powerful repertoire of self-expression. Because each arts discipline appeals to different senses and expresses itself through different media, each adds a special richness to the learning environment. Arts education helps students learn to identify, appreciate, and participate in the traditional and non-traditional art forms of their own communities and the communities of others. As students imagine, create, and reflect, they are developing the verbal and non-verbal abilities necessary for life-long learning. The intellectual demands of the arts help students develop problem-solving abilities and such powerful thinking skills as analyzing, synthesizing, and evaluating. Numerous studies point toward a consistent and positive correlation between substantive education in the arts and student achievement in other subjects. A comprehensive, well-designed arts education program also engages students in a process that helps them develop the self-esteem, self-discipline, cooperation, and self-motivation necessary for success in life. Most importantly, the arts should be experienced and studied for their own intrinsic value.

Ppt About Forbidden City Essay

1 Introduction The Forbidden City, also called the Palace Museum, which was the imperial palace during the Ming and Qing dynasties. The Forbidden City was built from 1406 to 1420 by the Yongle Emperor who was the third emperor of the Ming Dynasty. The English name of the Forbidden City is a translation of its Chinese name Zijin Cheng, which means that the Forbidden City is the residence of the emperor and his family, and no one could enter or leave the palace without the emperor’s approval. The Forbidden City is a rectangle 961 metres from north to south and 753 metres from east to west. Besides, it consists of 980 surviving buildings with 8,886 bays of rooms. It is obviously the largest palace around the world. As the home of 24 emperors, 12 of the Ming Dynasty, and 10 of the Qing Dynasty, the palace was the political centre of China for more than 500 years, and this is one of the reasons why we interested in this topic. In the following sections, we will introduce the Forbidden City’s three main halls, The Hall of Mental Cultivation, the famous emperors and the stories of the palace, famous music about the Forbidden City, online virtual Forbidden City, and the best time to travel. 2 Descriptions 2-1 The three main halls There are three halls stand on top of a three-tiered white marble terrace of the square of the palace. They contain the Hall of Supreme Harmony (Chinese: Ã¥ ¤ ªÃ¥â€™Å'æ ® ¿), the Hall of Central Harmony(Chinese: ä ¸ ­Ã¥â€™Å'æ ® ¿), and the Hall of Preserving Harmony (Chinese: ä ¿ Ã¥â€™Å'æ ® ¿). The Hall of Supreme Harmony is the largest and highest level hall of the Forbidden City. Every emperor’s coronation, birthday ceremony, wedding ceremony, and other important ceremonies or political affairs had taken place in this hall. The Hall of Central Harmony is a smaller and square hall, used by the Emperor to rehearse and rest before and during ceremonies. Behind the Hall of Central Harmony, the Hall of Preserving Harmony, it was used by the emperor to banquet the nobility on every Chinese Eve, or other important festivals. In Qing Dynasty, the emperor had taken the most important imperial examinations, Dian Shi (Chinese: æ ® ¿Ã¨ © ¦) in this hall. 2-2 The Hall of Mental Cultivation The reason why we introduce this hall separately is that the Hall of Mental Cultivation is a particularly significant building of the Forbidden City of Qing Dynasty since 1722. The Hall of Mental Cultivation is well-known for the Yongzheng Emperor, who was the 5th emperor of the Qing Dynasty, and son of the Kangxi Emperor. He ruled the Chinese Empire from 1722 to 1735. During his ruling time, the emperor lived in this hall. After his death, other emperors lived in this hall continually, thus the hall had been the actual dominate centre of the Chinese Empire from 1722 to 1911, the ruin of the Qing Dynasty.

Advantages and disadvantages of the FairTax Act Term Paper - 1

Advantages and disadvantages of the FairTax Act - Term Paper Example ing the proposals into the U.S accounting framework because the most important thing is to delivering the necessary information in an efficient and timely manner. It is therefore apparent that IASB proposals will have a great impact on US GAAP therefore forcing accountants to seek modifications to their activities. Upcoming changes to U.S GAAP intend to have significant effect on revenue recognition, leases and financial instruments. Even though the standard has not been made final, the three major changes to U.S. GAAP are significant and therefore understanding how they affect one’s profession and entities operations (Gallagher, 2010). When revenue recognition, financial instruments and leases standards are finalized, they will definitely become part of U.S. GAAP and affect both private, not for profit and public entities that were previously using the U.S GAAP standards. The revenue recognition proposal will have a great influence on the way revenues will be recognized and disclosed, transactions will be accounted for, and finally the way contractual arrangements will be made as a way of improving comparability across companies, industries and capital markets. A single standard for revenue recognition that converges U.S GAAP and IFRS applicable across all industries and in all transactions is vital in eliminating the transaction and industry specific revenue recognition guidance associated with U.S GAAP (Munter, 2011). The resulting standard will be a principle based approach that will determine revenue recognition because of its ability to affect every entity’s every day accounting and transactions. Standardized revenue recognition standard for both annual and interim reporting will be applied retrospectively including any practical expedients discussed. However, transition to the new revenue recognition standard as well as the potential impacts on financial statements and introduction of new systems may take some time due to challenges of familiarity

The impact of October Crisis of Canada Research Paper

The impact of October Crisis of Canada - Research Paper Example All in all, the effects of this war had many negative implications for the people of Canada, and especially Quebec. This article reviews the impact of this in Canada and mainly Quebec. On 5thOctober 1970, James Cross, who was a British diplomat, was kidnapped in his residence at gun point. In a few hours the members of FLQ movement admitted to the abduction. They demanded for the release of their own members who were convicted for murder and violence. The justice minister of Quebec denied these demands. On the same day the Quebec minister of labor and immigration, Pierre Laporte, was kidnapped and later killed. This triggered the government to deploy the Canadian armed forces to assist the local police in manning Canada. They also declared the â€Å"apprehend insurrection† under the war measures act. The state of emergency declared a ban against the FLQ movement and detention without charges were authorized (Tetley, 2006). The Quebec nationalists started the FLQ movement in 1963 as measure to initiate a spirit of unity in Quebec. The Quebec people comprised of individuals who used French as their first language. This spirit of nationalism was historical from the time France had colonized the region of North America which is currently referred to as Quebec. In Quebec the majority of the people were French speakers as compared to their number in the rest of Canada. As a result, they viewed themselves as a secluded minority. This feeling to a large extent propelled this group to establish a movement that would sensitive to their democratic rights. For instance, their remuneration was lower than that of the British people. In the province of Quebec, the English Canadian earned 40% percent higher than all other ethnic groups (Monrue, 2009). This strengthened the desire to form an entity to fight for their survival as the government had failed to provide the same. This was the origin of this revolutionary m ovement (Tetley, 2006). The FLQ was started

Intercultural Communication in the Workplace Essay - 1

Intercultural Communication in the Workplace - Essay Example These standards included graduation from an accredited university within certain specified fields of study. There were minimum grade point averages established as well as minimum levels of English-language proficiency. In addition, all hires were expected to have at least five years of relevant sales and marketing experience. In all, there were to be eighteen local hires in Thailand. These staffing standards were established at a meeting six months previously at the corporation’s Los Angeles headquarters. Present at that meeting were the Vice President for Human Resources, his assistant, and a Thai national hired to run the regional headquarters in Bangkok. The staffing standards were communicated orally and in a formal written set of job descriptions. The Thai national had graduated from a reputable American university, had worked for the corporation in Los Angeles for six years, and spoke English fluently. There appeared to be no problems until profiles of the proposed new h ires in Thailand were sent to Los Angeles for confirmation. In short, the American Vice President was not happy. He was not happy because the minimum standards for screening and hiring new employees in Thailand were ignored. The proposed hires did not graduate from reputable universities; indeed, three were graduates of a police college. More, academic transcripts showed that many of the proposed hires were, at best, mediocre students. There was no evidence of English-language proficiency and the minimum sales experience requirements had similarly been ignored. There were also a surprising number of the same surnames; as it turned out, a number of people from the same families had been proposed as local hires. The Vice President was furious because the Thai employee seemed to have thrown his instructions out the window. How did this problem arise? To be sure, there were explicit oral

Ethics in sport Essay Example | Topics and Well Written Essays - 750 words

Ethics in sport - Essay Example The political tensions amongst different nations and the problems that arise from the money making exercise in the wake of the advertising rights and so on have only brought unethical attention towards the sporting arenas. The players barring their respective performances have gone behind whereas their off-field activities have come to the fore. Now a player is judged with regards to his/her marketing value rather than the antics that he/she displays on the field. A few glaring examples of such players include Harbhajan Singh, Andrew Symonds, Shoaib Akhtar, Mohammad Asif in Cricket; Zinedine Zidane and Christiano Ronaldo in Soccer, Michael Schumacher in Formula 1 Racing, Sania Mirza and Anna Kournikova in Tennis and so on. Apart from these issues, one subject that has raised a lot of media flak in recent years has been the racist angle that has made its way in the sporting arena and for all the wrong reasons. Racial discrimination has been happening in the stadia and fields by the fans, the players and just about everyone which has made the whole sporting agenda seem like a bizarre activity. Ethical considerations have gone beyond what sport teaches to one and all and unethical and immoral means have been taught to one and all, though in an indirect capacity. It looks like as if people have forgot what ethical considerations meant and stood for in the olden times when it was considered more appropriate to associate one’s own self with sport to mend ways. Now it is the exact opposite.

The challenges of finding talent in pharmaceutical MNEs Essay

The challenges of finding talent in pharmaceutical MNEs - Essay Example Powell and Lubitsh (2007) conjecturally pointed out that talented human resource pool is the supportive pillar for organizations and organizations also know the fact that developing talent can benefit them in long term manner. Collings and Mellahi (2009) highlighted the importance of finding right talent for MNEs. According to these research scholars, MNEs maintains a large portfolio of business spanning in different countries and they need the intellectual and participatory help from its employees in order to incorporate innovation and adapt to changing environment. In addition, Cappelli (2008) also stated the same views; they claimed that if employees failed in their job, it means some parts of organization also fail. Therefore, finding appropriate talent is the major and minor premise in developing and retaining talent. Schuler et al. (2011) claimed that the talent challenges have become a significant human resource issue for global firms. The biggest problem is whether the organi zation is able to get the right people in the right place at the right time. Collings and Mellahi (2009) suggested that MNEs could not find their most talented employees and where they are located around the world. Abbasi et al. (2010) stated that talented human capital is the most organic and living asset for organization and there is no doubt that a firm can achieve competitive advantage by using the talented human capital. Abbasi et al. (2010) concentrated their study on pharmaceutical industry and came to the conclusion that finding talent in pharmaceutical industry is not an easy task. According to them, pharmaceutical industry is a sensitive industry in terms knowledge integration or technology integration. Developing a medicine needs sheer amount scientific knowledge and natural talent for innovation and unfortunately, very few pharmaceutical companies have the opportunity to access talented human resource pool (Abbasi et al., 2010). According to Richard (2001), number of pha rmaceutical MNEs has been increased in recent times due to increase in merger and acquisition activities. As result of this industry boom, need for talent has increased manifold for pharmaceutical MNEs in order to ensure smooth operation. Increasing labour market demand is cause of concern for pharmaceutical MNEs and interesting fact is that, McAlearney (2006) classified pharmaceutical industries as late adapter contemporary human resource management activities (HRM) such as training and development, global talent management (GMT) etc. In such context, it will be challenging for pharmaceutical MNEs to meet the labour market demand for talented professionals. Although, topic like ‘finding talent in pharmaceutical industry’ is exciting one but surprisingly very few researchers have tried to shed light on the topic from literary viewpoint. Apart from the research work of Abbasi et al. (2010), literature on â€Å"talent management in pharmaceutical Multinational Enterprise (MNE) is pretty scarce hence in this paper, the researcher will try shed some

Outsourcing and how it has effected communication between customers Essay

Outsourcing and how it has effected communication between customers and companies that outsource - Essay Example The result today is a capitalist international economy which has made inroads into the formerly socialist states of eastern and central Europe. Global interdependence is now a feature of the world system and whether one thinks that globalization is a good or bad thing it remains here to stay. Outsourcing, meaning the subcontracting of employment to other countries, is an increasingly common phenomenon with global ramifications (the terms â€Å"offshoring† and â€Å"outsourcing† will be used interdependently here). As the jobs of the first world make their way to the developing countries of the third world, the forces of globalization have had many unintended consequences. The loss of manufacturing jobs in the countries of the Western world and their movement to lower paying countries of the developing â€Å"third world† has restructured the global economy. While outsourcing has had variety of consequences, both positive and negative, this research paper aims to p rovide a holistic analysis of the outsourcing phenomenon in the twenty-first century. What have been the effects on customer satisfaction of outsourcing between customers and companies that outsource? The following will now explore this important question in light of the offshoring phenomenon. Seeking to understand the correlations between customer satisfaction and the offshoring of tasks, duties and responsibilities in the twenty-first century, a recent article in the Wall Street Journal highlighted the important concerns raised by customers when customer service is offshored. Have you ever called a company with a question or complaint and been redirected to Bangladesh, India or the Philippines? Arguing that this is an increasingly common phenomenon in our era of globalized trade and that outsourcing primary customer service functions have a wide variety of

Jessica Banks Case Essay Example | Topics and Well Written Essays - 500 words

Jessica Banks Case - Essay Example ame, it has to be understood that Haywards has not said that Banks cannot have access to the data she had generated, and she can still try to get a copy with his consent if she approaches this issue in a more mature way. Secondly, it has to be discussed whether Bank has a right to continue with the research which she has been working on in Haywards lab even after she quit that job and joined in another institution (Bebeau 24). In that case, the contribution of the student and the mentor have to be assessed regarding the generation of the data before a decision is made (Bebeau 24). Also, the spirit of research has always been that of a collective effort (Bebeau 24). Thirdly, it has to be decided how she could maintain her independence and at the same time, her collegiality and her personal integrity regarding this issue (Bebeau 25). Both these interests seem to be mutually conflicting in this particular context Bebeau 25). Here, the major thing is that usually the mentors role has the risk of being undervalued by beginner researchers (Bebeau 25). And also, a researcher needs to have the support of the mentor to pursue a successful career on a long term basis (Bebeau 25-26). Finally, in this part of solving the problem, Banks is faced with another conflict in which she has to decide whether she should fulfill her obligation to respect her mentor at the cost of loosing her research data generated so far or whether she should refuse to obey her mentor and fulfill her perceived obligation to warn other students who have a possibility to be in a similar situation (Bebeau 26). As far as this question is concerned, the basic premise has to be that the mentor should clearly communicate to the students, the legal obligations regarding the research work and the student should also try to learn such matters in the beginning of the research itself (Bebeau 26). In Bebeaus four-part approach, the second aspect of the problem lies in determining who the interested

Analyze a major social, economic, military, and technological issue Essay

Analyze a major social, economic, military, and technological issue since the Civil War, trace its significance over time - Essay Example American diplomacy in the 1920s may be termed as subtle and a bit passive, but it was equally ambitious and effective in reality. American strategy in the years leading up to the annihilation of Pearl Harbor was in fact quite reactive to events which were happening on the European continent. In short, American isolationism was somewhat of a myth, though it remains a fact that American foreign policy during the 1920s and 1930s was hugely different from the aggressive US foreign policy what the contemporary global order witnesses (Braumoeller, p.1). The changes have occurred eventually and over time the role of African Americans in ending the segregation, discrimination and hence the isolation in order to reach the goals of civil rights and equality have been significant. The reality of American isolationism The actual notion of ‘American isolationism’ developed because the US authorities concentrated on building cottage industries to strengthen their domestic economic inf rastructure. This act sent a global message that the US authorities were trying to create a neo-socialist order. The reality was far from this. Cottage industry grew around the topic of American isolationism in the interwar era – so much so to facilitate that â€Å"isolationism† had become the average categorization of America’s foreign policy amid the two World Wars. ... Such assertions, both in textbooks and in the articles of some of the finest scholars, can be multiplied for an indefinite period (Braumoeller, pp.2-3). African Americans and the tale of struggle African Americans were the indomitable human beings who were brutally treaded by the whites into the American territory in 1619. Thus began their apathetic journey of struggle against intolerance, violence, and racial discrimination. The tradition of importing slaves came to halt in 1808. But that did not change the dire circumstances of the African people residing in nation that looked upon them as beasts embraced in a black nutcase. In 1857, the US Supreme Court decided to bar African slaves from entering or bringing a case into the court premises. The devastating situation of the African Americans took a turn with the introduction of the US Civil War which started in 1861. Abraham Lincoln took some revolutionary steps as the newly elected president of the United States. For most of the bl acks, liberation and the conclusion of the Civil War meant a revitalization of hope. A hope filled with economic prospect, social mobility, and political potential. Great white centric institutions like Tuskegee, Hampton, and Howard University were at the midpoint of a debate over what kind of training, education, and preparation African Americans required for paving their way into the world. Booker T. Washington became the orator on behalf of those who believed that industrial education skills training and vocational education were the greatest means for blacks to achieve economic progress and equality. Each and every women student at Tuskegee, for an instance, was

The Difficult Justice of Melville and Kleist Essay Example for Free

The Difficult Justice of Melville and Kleist Essay According to many scholars, Billy Budd is the archetypal story of good vs. evil, the injustice of an imperfect world, and the impossible decisions good people are forced to make. On a first reading of the story, Captain Vere appears to be a symbol of merciless justice, cold efficiency, and the power of the State; a godlike figure with the power to take life when and where he sees fit. The captain, whose name is loosely translated as Truth, is caught in the middle between the two. He is fond of Billy, because of his friendly open nature. He dislikes Claggart because he instinctively feels that he is evil, â€Å"No sooner did the Commander observe who it was that deferentially stood awaiting his notice, than a peculiar expression came over him. It was not unlike that which uncontrollably will flit across the countenance of one at unawares encountering a person who, though known to him indeed, has hardly been long enough known for thorough knowledge, but something in whose aspect nevertheless now for the first provokes a vaguely repellent distaste†(Chapter 19, Melville). Vere appears to have an intuitive knowledge of what is right and just, which makes it all the more baffling why he chooses to disregard what he knows is right in favor of the expedient. Martin Greenberg, in â€Å"The Difficult Justice of Melville and Kleist,† cites two arguments for Vere’s decision to punish Billy: first, is the loss of free will that follows enlistment in the Navy; second, the fear of mutiny and chaos is extremely compelling to a high ranking official like a captain (4). Greenberg and Melville understand Vere’s predicament as a man of the military. Had he been soft, perhaps more lives would have been lost through mutiny, and the cohesion of the Royal Navy might have been destroyed. The story is set in 1797, following the American Revolt against the Crown. In such tumultuous times, any form of clemency—especially in the armed forces—would be seen as a weakness for the unscrupulous to exploit. The story of false accusations against an innocent has a long history in the literary, Biblical, and historical traditions. Quite often, the person in charge of making such life or death decisions is either unable or unwilling to do the right thing (i. e. Pontius Pilate). Pontius Pilate and Captain Vere have both sent innocent men to their deaths for fear of social unrest, or an end to the status quo. In the realm of ethics, their action would have been unconscionable, but in politics, leaders must abide by the Macchiavellian dictate to When Vere calls upon Billy to answer his accuser, he believed that he would be quickly exonerated because there is nothing in his nature that would give credence to such an outlandish allegation. Until Billy strikes Claggart dead in a fit of incoherent rage, In Martin Greenberg’s analysis of Billy Budd, he remarks on the Biblical imagery immanent in the descriptions of John Claggart and Billy Budd, The two of them are the great forces of light and dark in the miniature universe of the ship, â€Å"And that world provides, like the great world itself, a Satan, harsher than his harsh name of Claggart, as sinisterly handsome as Billy is angelically—modeled on Milton’s Satan, despairing like him, but ignoble†(5). One of the ironies in examining this supposed lack of free will, is that it is an ineffable part of the Christian doctrine; yet those that are obedient to this higher power often feel compelled to perform actions they never would have dreamt of doing. Melville makes frequent allusions to Abraham and Isaac, with respect to Abraham’s near sacrifice of his son on the mountainside. Greenberg remarks upon this likeness at length in his analysis, â€Å"The two are imagined as embracing like father and son, like Jacob and Isaac, in the privacy of the sailor’s confinement, where as if it were a sacred precinct, the storyteller doesn’t venture to enter. Each experiences a sacrificial exaltation: Billy, sacrificing his life at the behest of the father-god of his world, exclaims â€Å"God bless Captain Vere! † just before he drops from the yardarm; the Captain, as the one who condemns to death, makes even the harder sacrifice (according to the narrator at the behest of his father-god the King†(5). With the death of Claggart, Vere argued for Billy’s death in a military court. The officers present knew that he was innocent of mutiny and homicide. He did not have the mental capacity to engineer such a coup, nor was he aware of his own strength. All he wanted to do was stop the lies coming out of Claggart’s mouth, and he reacted physically since he was unable to do so verbally. Would it not be a crime to kill someone that is mentally handicapped and too strong for his own good? Would it not be better to set him ashore in England or the Americas, then restore order to the At the beginning of Chapter 23, when sentence was to be passed upon the approved, the narrator presented a rather sympathetic portrait of Captain Vere, â€Å"The austere devotee of military duty, letting himself melt back into what remains primeval in our formalized humanity, may in the end have caught Billy to his heart even as Abraham may have caught young Isaac on the brink of resolutely offering him up in obedience to the exacting behest† (Melville). Like Christ, Billy had done no wrong, and perhaps this very perfection makes him less sympathetic than Captain Vere to Melville. As fallible human beings, some have more power than they know how to wield, and some decisions come at the price of the soul. It is Greenberg’s contention that the supernatural powers of the one true God, a pantheon of gods, heaven, or angels are no match for earthly injustice. The crucifixion of Jesus, the execution of Billy, and the avenging of Claggart substantiates this cynical world view. Works Cited Greenberg, Martin. â€Å"The Difficult Justice of Melville Kleist. † The New Criterion. (March, 2005): 3-11 Melville, Herman. Billy Budd, Sailor. Retrieved 5 Apr. 2007 from http://xroads. virginia. edu/~HYPER/bb/BillyBudd. html

Concept Of Corporate Entrepreneurship

Concept Of Corporate Entrepreneurship Corporate entrepreneurship is a growing trend in large companies. Partly this development comes from the fact that markets become more and more competitive which makes it more important for companies to look for entrepreneurial opportunities that can improve its performance (De Clerck, Dimov Thongpapanl, 2009). It is argued that corporate entrepreneurship is an opportunity that can improve a companys performance. Also corporate managers are aware of the need for new entrepreneurial opportunities and are seeking new innovative methods of motivating people to be more creative and make thereby the organizations more competitive (Ginsberg Hay, 1994). In relation with the upcoming trend of corporate entrepreneurship, sources of knowledge are becoming more and more important in the process of innovation (Kelly, Peters OConnor, 2008). In the 1980s senior corporate managers became interested in the process of entrepreneurship, because they realized the need to speed up the process of inventing and commercializing innovative products and services. In these years, managers became aware of the importance of strategic innovation in responding to the competitive challenges of a shifting marketplace (Ginsberg Hay, 1994). Much research has been done in the field of corporate entrepreneurship and innovation. In large companies the concept is used with regards to stimulating innovation or to improve the performance of the company. Baden-Fuller and Stopford (1992) say that corporate entrepreneurship can be the tool which can boost companies in order to get them out of stagnating industries. In contrast, there are also indications that corporate entrepreneurship strategies are also effective when exercised in small and medium enterprises (Sinetar, 1985). This thesis addresses what SMEs can learn from corporate entrepreneurship. 1.2 Problem statement What can Small and Medium Enterprises (SMEs) learn from developments in corporate entrepreneurship? 1.3 Research questions To answer the formulated problem statement, three main research questions are formulated: What is corporate entrepreneurship and what strategies have been developed? What are the characteristics of entrepreneurship and innovation in SMEs? What are the limitations of SMEs towards organizational learning? 1.4 Relevance This thesis is of academic relevance, because it provides insight into the value corporate entrepreneurship can add to SMEs. The insights of this research are also of managerial relevance, because corporate managers can benefit from the insights into the effects of corporate entrepreneurship and what value these can add for SMEs. This information can guide managers in making important decisions on the subject of innovation and strategic renewal. Corporate Entrepreneurship can in this case be used as a tool to set organizational strategies. 1.5 Research design and data collection The specific method that has been used to tackle the problem is a literature review. Many articles and journals are used to analyze this. This thesis relies on secondary data from available literature. To collect reliable and useful data, the databases and search engines of the Tilburg University have been used, for example ABI/Inform Global and Web of Science. Corporate Entrepreneurship, innovation (capability) and SMEs are the key concepts in this search for relevant literature. Besides these concepts, forms of corporate entrepreneurship, like intrapreneurship have been used to find data. 1.6 Overview of the chapters The thesis consists of five chapters, in which the several concepts and relationships are defined and researched. Chapter 2 focuses on the first research question: What is corporate entrepreneurship and what strategies have been developed? The third chapter discusses what the characteristics of entrepreneurship and innovation are in SMEs. The fourth chapter describes the limitations of SMEs towards organizational learning. The last chapter provides an answer to the research question, a conclusion, discussion and academic and practical recommendations. It addresses the question in what way can corporate entrepreneurship add value to the (innovation) processes of SMEs. Chapter 2: What is corporate entrepreneurship and what strategies have been developed? 2.1 Introduction In this section the literature on corporate entrepreneurship is reviewed, providing insights into the definitions and forms of the concept, as well as comparing and contrasting how these are dealt with in the literature. 2.2 Defining corporate entrepreneurship In the literature seems to be a general consensus on the definition of the concept of corporate entrepreneurship. Ginsberg and Hay state that corporate entrepreneurship is one that generates and exploits new technologies, products, or businesses under the corporate umbrella of an established firm. (Ginsberg Hay, 1994, p.382). In this view, corporate entrepreneurship can speed up processes inside the company and helps to invent and commercialize innovative products or services. Wolcott Lippitz support this statement, they state that Corporate entrepreneurship is the process by which teams within an established company conceive, foster, launch and manage a new business that is distinct from the parent company but leverages the parents assets, market position, capabilities or other resources. (Wolcott Lippitz, 2007, p.75). According to this definition of corporate entrepreneurship, corporate entrepreneurship often involves internal partners. The resources of the parent company and the internal teams of the company are usually managing the projects (Wolcott Lippitz, 2007). According to Wolcott and Lippitz (2007) corporate entrepreneurship is also more than the development of new products; it also implies innovations to existing products or brands. Scott, Rosa and Klandt (1998), as described by Kenney and Mujtaba (2007), define the concept corporate entrepreneurship as the process of stimulating innovative ideas and processes. The common goal of the concept is creating wealth. This definition differs from the other two definitions above in the sense that it doesnt mention the protection of an established firm as a characteristic of corporate entrepreneurship. In contrast, Thornberry (2001) approaches corporate entrepreneurship from another viewpoint: he says that we need to define an entrepreneur in order to come- up with an adequate definition of corporate entrepreneurship. In his viewpoint an entrepreneur is an individual that is able to identify, shape and develop new opportunities and can turn these opportunities into new business or new ideas. Covin and Miles (1999) highlight the importance of the characteristic innovativeness in approaching entrepreneurship. He mentions that innovation was the single common theme underlying all forms of corporate entrepreneurship. According to Ginsberg and Hay (1994) the concept of corporate entrepreneurship is namely effective when a company has to deal with rapidly changing environments. In these environments it is often difficult to predict what will happen in the future. Thornberry (2001) provides a solution to deal with the changing environments: companies can prepare for the unexpected by buil ding opportunity-focused organizations. In this way the companies is able to capture new business opportunities by the resources and people available. To conclude, there is a general consensus in the literature about the meaning of the concept of corporate entrepreneurship. Corporate entrepreneurship is an innovative way to create new products, technologies or business. Thus, it is about the creation of something new. 2.3 Forms of corporate entrepreneurship According to the literature of Thornberry (2001) there are four different forms of corporate entrepreneurship: corporate venturing, intrapreneuring, organizational transformation and industry rule bending. These four forms of corporate entrepreneurship are explained below. 2.3.1. Corporate venturing Corporate venturing is about the creation of a new business inside the established firm, with the focus on a new product or market opportunity (Thornberry, 2001). The concept of corporate venturing is often used with the goal of generating new revenue and creating value for companies shareholders (Narayanan, Yi Yang Zahra, 2009). Kuratko, Covin and Garrett (2009) define an internal corporate venture as an entrepreneurial initiative that is originated within the corporate structure and is created with the goal of creating a new business for the organization. In figure 1 is indicated in the grey areas what corporate venturing is. According to this figure corporate venturing is about entering new markets with new or current products or launching new products in existing or new markets (Morris, Kuratko Covin, 2008). However, they also highlight that corporate venturing brings along some culture problems between the established and new company. Figure 1: Umbrella of corporate venturing (Morris et al., 2008, p.83) 2.3.2. Intrapreneuring There is a general consensus in the literature about the meaning of intrapreneuring. Intrapreneuring can be seen as the exercise of entrepreneurship, but within a large company (Wickham, 2006). In this view, the role of an intrapreneur can be compared with the role of an entrepreneur. Hereby, it is very important to create a balance between allowing him the freedom to make his own decisions and while working between the strategic boundaries of the firm (Wickham, 2006). Mostly some current managers are denoted to work as intrapreneurs in order to identify new business opportunities, because they often already possess entrepreneurial competences (Thornberry, 2001). These individuals form entrepreneurial groups and try to persuade others to reproduce their behavior. In this way the intrapreneurs hope to create new corporate resources (Stopford Badenfuller, 1994). To create successful intrapreneurship, top management of companies has to ensure that managers (intrapreneurs) feel supporte d by them when searching for new innovation opportunities. Otherwise intrapreneurship will not be effective (Kuratko, Montagno Hornsby, 1990). Besides that, management has to take care that they provide intrapreneurs enough freedom to work on the things they like with sufficient resources and failing opportunities (Duncan, Ginter, Rucks Jacobs, 1988). 2.3.3. Organizational transformation According to Stopford and Badenfuller, organizational renewal is a more expansive notion of a complete business (legally or economically defined) altering its resource pattern to achieve better and sustainable overall economic performance. (Stopford Badenfuller, 1994, p. 522). As readable in the quotation above, the goal of organizational renewal or transformation is often to improve a firms performance. Examples of organizational transformation forms are de-layering, cost cutting and downsizing (Thornberry, 2001). Beer, Eisenstat and Spector (1990) have indicated what differentiates a successful transformation process from a less successful revitalization. It is not advisable to change the organizational structure of a company neither the human resource policy, but managers have to start with revitalizing small operations to be effective in the organizational transformation process. To make the transformation successful, Barr, Stimpert and Huff (1992) argue that the involvement of top management is very important when transforming the organization; top management should make timely adjustments in their business models in order to cope optimally with changing environments. Besides that, Wickham (2006) argues that a flexible organization is of advantageous when transforming a company. Organizational transformation is not about the creation of a new business. However, it still is a form of corporate entrepreneurship because it is about the creation of something new; a transformed organization. An example of such an innovation is business model innovation, which seems to be as important as the creation of new products and services. Business model innovation ensures that companies can more easily capture growth opportunities (Pohle Chapman, 2006). 2.3.4. Industry Rule- Bending Little attention has been paid in the literature on this form of corporate entrepreneurship. Just a few companies have tried to create new opportunities by changing the industry (Badenfuller Stopford, 1992). The form industry rule- bending is a sort of transformation that focuses on changing the rules in the industry in which the company is engaged to create new opportunities in the field of entrepreneurship and innovation (Thornberry, 2001). Stopford and Baden-Fuller (1994) also label this form of corporate entrepreneurship as frame- breaking change, because not only the enterprise itself has to be transformed, but also its industry. Changing the industry creates opportunities for growth and innovation (Pohle Chapman, 2006). In agreement with this, Wickham (2006) argues that a company can be successful by following the rules in a right way, but the company will be most successful when transforming the rules in order to let them suit the company. Results that can be created by indu stry rule-bending are for example high quality at low costs and speed or efficiency (Stopford Baden-Fuller, 1994). In order to set up a successful industry rule-bending strategy, Thornberry (2001) advises to denote some managers as corporate entrepreneurs and let them search for rule- bending opportunities. Over time, this focus can be broadened towards organizational renewal. 2.4 Corporate entrepreneurship models According to Wolcott and Lippitz (2007) companies have four ways in which they build new organizations from within established companies. They argue that it is very important to understand that for different kinds of companies different corporate entrepreneurship strategies will be advantageous. Two dimension are identified which differentiate the way in which companies approach corporate entrepreneurship, namely organizational ownership and resource authority. The person responsible for ownership and new business creation and the financial resources are significant influencers of the way in which corporate entrepreneurship is exercised. In figure 2, a short explanation is given of the four business models of corporate entrepreneurship. Figure 2: Corporate entrepreneurship models (Wolcott Lippitz, 2007, p.77) A corporate entrepreneurship model is comparable with the business model of a company. Both must be adjusted over time due to different needs in the market, changing environments and growth paths (Wolcott Lippitz, 2007). Business model innovation enables a company to differentiate itself from the competition and create sustainable competitive advantage. According to Pohle and Chapman (2006) the most beneficial effects of business model innovation are cost reduction and a more flexible organization. Business model innovation facilitates companies in grasping the growth opportunities. 2.5 Conclusion To conclude, corporate entrepreneurship is described by various authors as the process of creating new businesses, products, brands or technologies under the corporate umbrella of the established firm (Wolcott Lippitz, 2007; Ginsberg Hay, 1994; Kenney and Mujtaba, 2007). Corporate entrepreneurship is a broad concept which is not purely about creating new businesses or products corporate venturing as many people think. Acting in an entrepreneurial way and being innovative are the key elements of the concept. The concept of corporate entrepreneurship is namely advantageous when dealing with rapidly changing environments (Ginsberg Hay, 1994). As has been discussed, the concept of corporate entrepreneurship has been divided into four forms; corporate venturing, intrapreneuring, organizational transformation and industry rule-bending. All these four forms have their own characteristics. Furthermore, Wolcott and Lippitz (2007) came up with four corporate entrepreneurship models; the enabler, producer, opportunist and advocate model. Whether these models are advantageous for companies strongly depends on the sort of company and its strategic direction. The four models are characterized regarding their resource authority and organizational ownership. The opportunist model seems to be the most useful model for SMEs, since it is characterized by ad hoc resource authority. In order to indicate the skillfulness of corporate entrepreneurship forms and models for SMEs, insight is needed into the characteristics regarding innovation and entrepreneurship in SMEs. These characteristics will be discussed in the next chapter. dus ben er niet bij..Chapter 3: What are the characteristics of entrepreneurship and innovation in SMEs? 3.1 Introduction In this chapter entrepreneurship and innovation in SMEs is characterized. First, an explanation of entrepreneurship has been given. Later, entrepreneurship and innovation are characterized by using mainly the framework of Hausman (2005) which indicate determinants of innovation in SMEs. This model is discussed and compared with literary articles in the research area. Besides these models, important characteristics of entrepreneurship in SMEs are discussed, such as growth and financial capital. 3.2 Defining entrepreneurship Different authors give different definitions of the concept of entrepreneurship. Schumpeter (1934) argues that the concept has a positive influence on the economy. The essence of this process is innovation, in which innovation has been seen as everything that makes profit (Massa Testa, 2008). This definition of innovation is connected with the market; they consider that making money refers to an improvement in products or services which leads to an increase in profit. It is argued that entrepreneurship creates value to the growth of the economy (Baumol, 2004). However, according to Stevenson and Gumpert (1985) entrepreneurship is more than being innovative, the concept is also about being flexible, dynamic, creative, growth oriented and it is about taking risks. In his viewpoint entrepreneurship is a trait that is neither related to one type of person or organization. As discussed by Ginsberg and Hay (1994) the concept entrepreneurship can be exercised in both large and small companies, but will be mostly present in small organizations, because small companies provide better conditions for exercising entrepreneurship. According to Wickham (2006) an entrepreneur is an individual who lives and functions within a social setting. Entrepreneurs are characterized by the actions they take in order to create new wealth with their ventures. 3.3 Entrepreneurship and innovation in SMEs Hausman (2005) has developed the scheme below, which indicates four antecedents of innovativeness in SMEs. This model is discussed below in the subheadings as mentioned in the scheme. Besides this model, other aspects influencing the innovativeness level of SMEs are discussed, like growth and the availability of financial resources. Figure 3: Model of small firm innovation and adoption (Hausman, 2005, p.777) 3.3.1. Industry concentration Markets become less transparent when competition is intense. Therefore it becomes more and more difficult to respond rapidly to environmental changes with intense competition. According to Hausman (2005), this can have a negative influence on the innovativeness level of SMEs. Not all markets provide the same incentives for companies to enter the market, for example it is more advantageous to enter a market in which a few firms operate (Sorescu, Chandy Prabhu, 2003). Industries in which large companies are involved are often more innovative than other industries. Research done by Acs and Audretsch (1987) shows that entry barriers do prevent potential entrants from entering existing industries and that the level of innovation activities is negatively related to the capital- labor ratio in industries. The research also indicates that industries in which innovation is promoted are characterized by high technological opportunities. 3.3.2. Manager factors Owners of SMEs have large influence on the strategic direction adopted by their firms and the performance achieved by setting the strategic direction (Donckels Frohlich, 1991). O Regan (2006) also defines leadership as an important determinant of innovation, the leaders characteristics can significantly influence the strategic direction and organizational performance of a company. The objectives of the firm are mostly equal to the desires of the owner and this will indicate whether a firm will pursue growth or survival objectives. Not commercial considerations, but personal lifestyles are common reasons for companies who are wishing to stay small and just have the goal to survive (Birley Westhead, 1990). Furthermore, it is argued that the managers of SMEs sometimes lack the skills and education to cope with increasingly complex organizations (Rothwell, 2001). Business managers lack the specific types of education and training that can be linked with innovation in companies (Romano, 1990). This lack of expertise can hold up companies from transforming the managers knowledge into new products and services, and it can decrease the companys ability to respond adequately to the customers needs (Gruner Homburg, 2000). Innovativeness in SMEs is mostly limited by the power and innovation potential of the companies owner, because he has the decision-making authority (Verhees Vermeulenberg, 2004). The view of Verhees and Vermeulenberg (2004) is supported by a research provided by Birley and Westhead (1990) that shows a positive relationship between separated ownership and management from the original owners and the profitability of the company. According to the reviewed literature above, it seems that the manager often lacks the right competences and education to encourage sustainable growth in the company. Therefore, companies would profit from separate ownership, because a hired manager can complement the owners skills and in this way the growth potential is secured. This will also enhance the profitability of the company, as mentioned in the research of Birley and Westhead (1990). However, separated ownership can also face agency problems, because of different goals of the owner and manager (Millgrom Roberts, 1992). So, this means that it is important when having separate ownership in a company that the goals and expectations of the owners are in line. Otherwise this will cause problems with setting up strategic directions. 3.3.3. Network effects The internal communication networks are more efficient in SMEs than in larger ones, because the networks provide SMEs a fast response towards problem solving. SMEs can easier reorganize tasks and processes and adapt to changing environments. Besides, it is also easier for SMEs to respond to rapidly changing environments due to the organizational structures of the businesses. They are less bureaucratic and have more clannish structures, which makes them able to cope with unmet customer needs (Rothwell, 2001). Although, the flexibility of SMEs means that they can easily respond to changes in the market, SMEs will be less innovative over time because they lack the external contacts which makes them less aware of innovative technologies (Hausman Fontenot, 1999). According to Rothwell (2001) SMEs often lack the time and resources to identify and use external sources of scientific and technological expertise and advice. This business mostly lack suitable qualified technical specialists to support research and development activities. 3.3.4. Tangible products Tangible products will often be more easily adopted by SMEs than intangible products, because of the characteristics of tangible products. This speed of adaption will be advanced when people can observe and try the products, because in this way a better insight is created into the product (Hausman, 2005). 3.3.5. Financial capital According to Hausman (2005) SMEs are not pure simplifications of large firms, because SMEs lack the financial and human capital and have different governance and reward structures than large firms. This can make it more difficult for SMEs to be entrepreneurial and innovative. For example, developing a new product is a high risk activity for a small company and it requires large investments. The problem here is that SMEs can have great difficulties with attracting capital, especially risk capital (Rothwell, 2001). Large companies can spread the risk of innovation mostly over several portfolio projects. This can also influence the growth potential of the businesses, because growth often requires an investment of money. 3.3.6. Growth Growth inside SMEs can vary a lot between different sorts of SMEs. Also growth is characterized differently compared to large companies. Independent of action, the organizational structure and its management style are important indicators of the level of growth attainable in a company (Churchill Lewis, 1983). Moreno and Casillas (2007) conducted a research on the differences between high-growth and low-growth SMEs. They concluded that the size of a firm is an important indicator for growth: the smaller the business, the higher their ability to grow. Their research also indicated that high growth firms are often characterized by low availability of financial resources; because a lot of the money is spent on research and development in high growth SMEs. This finding fits the view of Stevenson (1983), as described by Brown, Davidsson and Wiklund (2001), which created an opportunity-based view on entrepreneurship. This view focuses on the exploitation of new opportunities. This has a ne gative influence on the availability of financial resources. According to Churchill and Lewis (1983) the main problems SMEs face when striving to expand are low customer acceptance, difficulties in coping with changing environments, delegation problems of the owner and a shortage of cash to do investments. Partly because of these problems SMEs are not all growth orientated. The results of a study done by Gray Gonsalves (2002), presented in figure 4 on the next page, supports the argument that in the years 1990-1999 very few small firms in the United Kingdom were growth orientated. Figure 4: Growth objectives of small firms in the UK (Gray Gonsalves, 2002, p.31) 3.4. Conclusion To conclude from chapter 3, the strengths of SMEs are their flexibility in responding to changing markets and their grow ability. The flexibility-advantage of SMEs is greatest when operating in markets characterized by less competition, because these markets often provide a higher level of transparency. Besides that, SMEs have a high ability to grow, because their management structure is less complex than in large organizations; they can operate more independent. But although they have the ability to grow, many companies are not growth orientated. However, SMEs are also characterized by some weak points. For example, SMEs are not always able to quickly respond to changing markets because they lack external contacts in comparison with large companies, which make them less aware of new trends and technologies. Also, the owner of SMEs has a strong influence on the strategic direction of a firm. These owners often lack the right skills to be innovative or manage complex organizations. Hereby, innovativeness is limited by the character and education of the owner. SMEs could thus benefit from separated ownership. Furthermore, SMEs lack financial resources and human capital to attain a high level of innovation. For example, developing a new product is high risk activity for SMEs in comparison with large companies, because they cannot spread risks. Chapter 4: What are the limitations of SMEs towards organizational learning? 4.1 Introduction In this chapter organization learning is discussed regarding SMEs. Firstly, an explanation is given of the concept of organizational learning. Secondly, organizational learning is characterized in SMEs by their advantages and limitations in comparison to large companies. 4.2 Definition organizational learning Different theories of organizational learning exist in the literature. Every organization learns, although they are not always aware of it. However, without learning it is impossible for an organization to exist (Kim, 1993). According to Jerez-Gomeza, Cespedes-Lorentea and Valle-Cabrera (2005) organizational learning begins at the individual level and is a process based on knowledge. It is about the exchange of knowledge between individuals and members of a group. Individual learning is important for organizational learning since a company exists out of many individuals. According to this author the process of organizational learning is more complex than individual learning. Organizational learning is seen as knowledge about the interrelationships of a companys actions (Kim, 1993) and it improves the quality and quantity (e.g. more sales) of a companys performance (Senge, Roberts, Ross, Smith Kleiner, 1994). Organizational learning is positively related to the innovation level of a company, because the innovation level strongly depends on the knowledge base of the firm (Cohen Levinthal, 1990). According to Calanstone, Cavusgil and Zhao (2002), the amount of organizational learning is an important indicator of innovativeness, since it creates opportunities to rapidly respond to changing environments and customer needs. Huber (1991) speaks primarily about the effectiveness of organizational learning in the sense that the concept of organizational learning is only used when a company acquires knowledge that is useful for the organization. Huber (1991) summarizes his research in the following way: More organizational learning occurs when more of the organizations components obtain this knowledge and recognize it as potentially useful More organizational learning occurs when more and more varied interpretations are developed More organizational learning occurs when more organizational units develop uniform comprehensions of the various interpretations (Huber, 1991, p.90). 4.3 Limitations towards organizational learning in SMEs It appears that little research has been done in the field of organizational learning in SMEs. Nevertheless, it has already been pointed out that organizational learning is a phenomenon present in all sorts of companies, also in SMEs. According to (Oyelaran- Oyeyinka Lal, 2006) organizational learning is a way in which SMEs can survive in the market. Large firms seem to have a competitive advantage regarding innovation, because they possess the resources to enter capital- intensive markets and invest in specialists (Wolcott Lippitz, 2007). However, SMEs have an advantage in highly innovative industries because of their flexibility and entrepreneurial mindset (GarcÄÂ ±a-Morales, Llorens-Montesa Verdu Jover, 2007). In small organizations the level of organizational learning equals the individual learning capacity of the owner, where in large companies organizational learning is facilitated by different activities which stimulate the share of information and experiences (Gray Gonsalves, 2002). It is argued that the managers of SMEs sometimes lack the skills and education to cope with increasingly complex organizations (Rothwell, 2001). Nonaka (2

Literature Review On Leadership Styles

Literature Review On Leadership Styles The leadership style is a contextual function which has direct relationship with the leadership approach of the leader. Based on the functionality assumption the leadership style can be identified as two dimensional ways independent of each other, where one of it is task oriented associated with supervision of the performance to ensure task completion in the form of keeping control within the organisation by providing direction and setting goal. The other form emphasizes motivating rather than controlling the subordinates comprises communication ,active listening, support and interaction. A major number of studies reveal that the primary function of the organisational leadership is the ability to influence person in the line of task performance using motivational methods rather than power of authority over a time(Kotler,1996,Yammarino et al).This definition clearly distinguishes relationship between leadership and coercive rules. It relates to some extent a formal authority with the presence of political environment in the organisation(Wang et al 2005) The recent theorists of transformational leadership has come out from the leader in internal context to extend its focus to a more broader one.(Higgs and Rouland,2003)However there is always presence of diverse behavioural pattern. It is useful to group them into three broad catagories- (1)Goal Oriented A set of behaviour which is conducive to play a significant role which eventually directs towards a goal and achieve the performance required for it. (2)Involving Involving is connected with more forces on achievement of goal setting and the direction for how to achieve the goal. (3)Engaging It acts as an facilitating nature of direction and means where the goal can be achieved. The leaders are similarly referred to as production oriented, production emphasizing, goal achieving, work facilitative or goal emphasizing(Black and Mouton,1964,Bass).There is high psychological difference between a leader and a follower with a concentration on task which is highly necessary for its achievement.(eg.Woffard,1970).Leaders have a great concern for the relationship with the followers tries to create a friendly and supportive environment which is a part of people oriented policy(eg . Beatty 1988, Katz et al 1950).Leaders are commonly interactive, facilitative and supportive and maintain the group concern with a central orientation towards people.(Anderson,1974,Bass1967,Black and Mouton,1964) Transformational Leadership Transformational leadership is responsible for bringing institutional change by making a compulsory stricture of vision and where the employees commitment can be mobilized by identifying and involving in person .In the cumulative business environment ,transformational leadership are useful in making provision of a compelling a clear vision by mobilisizing employee commitment through personal identification and involvement and institutionalisation of organizational change.The full range leadership model by Bass and Avolio defines the transformational leadership in terms of four Is such as Individualised consideration,Intellectual stimulation,Inspiritional motivation and Idealized influence. Burns (1978, p. 20) defined transformational leadership as a process in which leaders and followers raise one another to higher levels of morality and motivation. The transformation is not diverse from the follower it is centered upon to a capability to develop/encourage the wants/desires of a follower. Accountability as per the needs of the follower is the concern of the leader as per Burns. Burns at first made an assertion in the high moral grounds with a desire to win a cause by creating a strong drive. People wanted to be driven by a motivation with a organizational spiritual mission(Tichy and Devanna1986).The inconsistency present in the organisation should be made understandable by a transformational leader to its followers. In the case of transformational leaders they are had the advantage of a influencing position so that conflict can be manged and performance can be improved with a direction towards set a decision making team to manage conflict and therefore, to improve the performance to make a decision in team(Amason,Thompson,Hochwarter Harrison,1995).For example,a team leader can create an environment of disagreement to generate constructive and cognitive conflict(Schwent Kotlya,Karakowsky/Leader Behaviors and Team Conflict 39 Cosier 1993).The team members are informed about the structured conflict methodology and at the same time motivating them to engage in dialectical interaction.The motivation of making a good decision will lead the team members to likely clarify the objectives and find out and evaluate new alternatives.(e.g..Abelson Levi,1985)In this process it is more important to give more focus on person than the problem and help the team members to minimize the cognitive conflict so tha t it cannot further worsen into dysfunctional,affective conflict(Janssen ,Van De Vliert, Veenstra,1999) There is only a small number of researchers who has confined their studies to establish a relationship between leadership and information technology and less focus on knowledge management and transformational leadership.However , Klenke(1994),it is the combined actions of leadership and information technology that helps in formation of new organization. Emperical study aimed at examining the influence of transformational leadership (TL) on organizational innovation(OI) and performance(OP) depending on level of organisational learning. First- A close relationship between TL ,OP and OI has been detected Second-The relationships as shown in the first finding are prominent in a high learning organisation than a low learning organisation In practice Organisational learning is practiced in a group of people with an interaction on technology where the knowledge is evolved and widen up for a cognitive and behavioural change in a constant interaction between tacit and explicit form.Organisations with a high learning structure enable with a network making it easier to learn, innovate and propel to a competitive position as centre of technology. It can be understand that organisational learning improve relationship to a great extent between TL,OI and OP.However innovation is considered to be vital for a company to survive and grow(Hurley and Hult,1998).There has been different definition of innovation- According to product development and management association(PDMA,2004)-Innovation is synonymous with a new idea,it may be a new idea or device.Innovation is an act tries to create a product which is new or wants to bring new product which includes invention and ensures the work necessary to bring finally a new idea or concept. Although firm innovation is emphasized to improve performance of organization(OP) ,a number of firms donot and fails to develop in proper way.Researchers wants to concentrate on what has enable a firm to enable,it is the beyond semiautomatic response processes.(Zollo and Winter,2002,p-341) leadership style has the highest level of influence on the firm to innovate by bringing a new idea into the technological area ,setting up of goals which is definite and encouraging an initiative for subordinates with innovation (Kanter,1983,Senge et al,1994) In the transformational leadership (TL) it encourages OI and OP gets advantages from it and defines a leadership which increases the consciousness to achieve the collective interests among the members to achieve it. Transformational leaders have charisma,inspiration and intellectual stimulation (Bass1999,Conger1999 and Avolio 2000) Charisma-is the quality which encourages its workers,the leaders and technological organisations to bring a situation of pride,faith and respect. Inspiration- motivates the followers to a large extent through communications of high technological expectations. Intellectual stimulation- is a behaviour that is associated with the promotion of employees,intelligence,knowledge and learning for a innovative problem solving and solutions. The fundamental role of CEOs is to indulge in playing an important role in informing and moulding these variables(TL,OI and OP) by determining the types of behaviour that is upto the expectation and supported(Baer and Frese,2003) Four factors of transformational leadership (Four Is) can be discussed as below- Individualized consideration The first I in the transformational leadership is concerned with providing an umbrella of guidance in the part of leaders with an indivisualised consideration.The leader treats his followers with an individual approach,making explicit about his concerns,listening to his ideas and tries to know him well.The manager in this context sets standard as exemplary decision maker in the organization and gains respect as role model with idealized influence. The indication of his style can be realised by- As a good listener Self development is the key importance Exchange of views from both the sides is expected Individual needs and ability are reflected in the organizational decision The quality of possible amalgamation is adhered However the leader engaged in giving each individual access to teaching and coaching ,encourage them to participate in the project by delegating it and by constantly giving feedback. Intellectual stimulation Intellectual stimulation(IS) is a kind of motivation where the leaders motivate the followers to build up their own skills by signifying the problems and issues. This is a kind of situation like a parents pursue their child but in managers in most of the organisations prefer an approach where they are directed to do a job rather than made them accountable to it. The key indicators of this style can be drawn as- To rethink an assumption which is already preoccupied Ability to recognise the pattern which is hard to imagine This is an kind of entertaining and bring forward some trivial one Visualise an existing pattern by revisiting it However leaders engages himself with the subordinates by providing a series of new ideas and encouraging a new thought of followers by imputing some logic beforehand and problem solving are emphasized. Inspiritional motivation Inspirational motivation is associated with the encouragement of a high degree of performance stimulating motivation among the followers.Setting a future vision in the mind the leader sets a flow of communication through which a binding has been imposed in an exciting manner and provides a zeal to struggle for it.That is why leaders are sometimes successful to lift the expectation of the followers where key indicators of the style can be identified as- Foresee a future and confident of attaining it Making intelligible about the term of the meaning and shaping the expectations Reducing the complexities by simplifying the meaning Prioritise and grow the sense of purpose The leader imparts a sense of mission and vision; articulate a roadmap of pride .respect and faith,inculcates giving utmost importance towards pride,respect and faith,aspire and ignite the excitement of the subordinates. Idealized influence This is a leadership style in terms of influencing with the element of idealized form(ii) or become a role-model of people around him.There are specific and personal characteristics or charisma inherited and making it explicit through moral behaviour which can be followed on the grounds of trust,morality,honesty and integrity.The key indicators can be attributed as- The positive gain is achieved by utilising power Addresses crisis head on The followers achievement is a matter of celebration for him Proves extraordinary competency Leader imparts the vision and mission in a way to inspire and motivate the followers by put forward the challenge and establish what it actually mean. Transformational leader and vision Leadership authors have given more attention to emotional intelligence towards a competency which is interpersonal.in recent times leaders emotional competency can be effected by- Awareness about himself Emotional expressiviity Monitor ones function by himself Empathy Empirical evidence shows that leader with more emotional competencies shows to be visionary leadership behaviour. Akshkanesy and Tse(Theoritical article) defined the emotional leadership as- Management of emotion Assert that emotional language and communication Transformational leaders have intuition about the followers needs values leads to greater interpersonal sensitivity and higher quality relationship with followers. George(2000) describes how aspects of emotional intelligence, including the appraisal and expression of emotions facilitate a leaders ability to develop collective goals, communicate the importance of work activities with followers and motivate by generating enthusiasm, confidence and trust. The following hypothesis is presented which is dependent on emotional expressivity and visionary leadership. H1: A wide range of positive results including organisational performance has a positive link with the leaders emotional expressivity(Waldman etal,2001) H2:There is a positive relationship between visionary leadership and follower ratings of leadership effectiveness. Empirically it has direct effects on the attitude of the follower and ratings of leadership effectiveness of a leaders visionary behaviour may be viewed in terms of scale of organisational changes that are felicitated in the organisation. Furthermore visionary leaders who also acquires this skill where expressivity in terms of emotion is practiced will likely to articulate their vision in a strong way with more compulsion and persuasion that result in high magnitude of organisational changes than leaders who does not have such skill H3: A close bond between visionary leadership and organisational change will vary in degree depending on the level of leaders emotional expressivity. The regression analysis done through empirical analysis found that there is a strong relationship between visionary leadership and organisational change in magnitude under conditions of leaders high emotional expressivity. VISIONARY LEADERSHIP Frances Westley and henry Mintzberg formulated the theory of visionary leadershipn on the basis of Miss Follets work.There are three main assumptions of the visionary leadership. First assumption is associated with the dynamic nature of visionary leadership where the drama,action and communication occur at the same time.As the actor does his rehersal when he goes up to the step for the moment ,at that moment of time visionary leader practices the vision. The visionary leader connects the idea and action and at the same time establishes a relationship with his followers.This kind of leader is capable of moulding strategy into vision. The second assumption is about the content as well as context strategic vision.The core of the vision is a strategic content and has a focus on organisations,markets,products or even services.The external influence on vision comes out with the context one.This aspect has been effected by the organisational variation in terms of structure,ownership and size etc. The third and the final assumption stresses on the variety of visions and it can visualise many shape and sizes.Mary Parker Follett emphasises that the leader should have the capability to identify the potential of its followers and with a cohesive bond they should be able to integrate them. There sould be reciprosity in the gtoup and the leader and the group members should influence each other.It is not only the leader who should have influence on group members but the group member should also influemce leaders(Follett,1930a,P213).The another point is repetation which drawn by Westley and Mintzberg(1989)it enables the visionary leaders to identify the issues.According to Folletts study the leader should harmonise the external and internal situation i case of group.Follett,1930a,p214 describes it as an functional unity.The leader should overcome the factionalism by uniting them. It is not only the leader who should have influence on group members but the group member should also influemce leaders(Follett,1930a,P213).The another point is repetation which is drawn by Westley and Mintzberg(1989)it enables the visionary leaders to identify the issues.According to Folletts study the leader should harmonise the external and internal situation i case of group.Follett,1930a,p214 describes it as an functional unity.The leader should overcome the factionalism by uniting them.The third important part is representation where the leader(ACTOR) should be able to communicate its follower(AUDIENCE) Leader should energise its followers.According to Miss Follett, the three main function of the CEO includes to define a organisations purpose,to maintain co-ordiantion of its activities.to foresee a future.The leader provides a long range vision by combining into a team effort and gives the purpose of the group. The final element is assistance where the audience or the followers should follow up the vision of the leader and take part to shape the vision. All of the analysis has come into a result of group power where the group is not like a team of uniformity but its a convergence of all opposites and Vision become live when it is shared and all the group member pull together to avhieve it and the leader should bring together all the group members to achieve the goal. Vision may be an outstanding achievement with a binding to a people in a society together,It may be an inspiring goal where involvement of people is spontaneous .Vision is deep rooted in cherished core ideology and at the sametime stimulates the progress and change in anything that is not part of the core ideology.There is some core values which is independent of time and enduring core purpose (which should never change) from the operating practices and business strategies(which should be changing constantly in response to a changing world). ARTICULATING A VISION A comprehensive vision consists of two major part Core ideology An envisioned future A good vision build on the interplay between two complementary Yin-and-Yang forces:it defines change(the core ideology) and sets forth What we aspire to become ,to achieve,to create that will require significant change and progress to attain(the envisioned future) THE VISION FRAMEWORK CORE IDEOLOGY Core ideology is authentic and been derived by looking inside not by external environment.The core ideology guides and inspire but doesnot differentiate with others . Core ideology bears and inspires the meaning of the people inside the organisation and people inside the organisations neednot compel by core values and tries to generate long term commitment.It is an intrinsic matter to the organisation. The basic difference between the core ideology and core competency can be derived as -core competence is a strategic concept that captures the organisational capability where you are particularly good at and core ideology is what you stand for and why you exist. ENVISIONED FUTURE It is the second primary component of the vision framework which consists of two parts- A ten to thirty year Big Hairy Audacious Goal A vivid descriptions of what it will be like when the organizations receives BHAG BIG HAIRY AUDACIOUS GOAL(BHAG) It is a term which was first proposed in a 1996 article with a title Building Your Companys Vision by James Collins and Jerry .A BHAG is a particular mechanism to stimulate progress.A true BHAG is distinct and creates immense team spirit by unfying the focal point and reaches out to the people and enhances their courage.It is tangible,energizing and highly focused and it is astimulation above the traditional corporate statement. 1.VISION LEVEL BHAG A vision level BHAG applies to entire organisation and requires 10 to 30 years to complete the cycle.BHAG stands for beyond the capabilities of organisation and current environmental trends,forces and conditions. 2.VIVID DESCRIPTION Vivid description is the second component of envisioned future necessary to achieve BHAG is a vibrant and specific component of the organisation. However there is a certain difference between core ideology and envisioned future. The first one is like a star in the horizon which cannot be reached wheres it guides and inspires and its the fundamental reason of existence. The second one is the specific goal to achieve to achieve a specific time frame.

Adult Learner Retention Essay -- Education Learning Essays

Adult Learner Retention Adult learner retention continues to hold the attention of adult educators in every type of program. Although the reasons students leave and the strategies for keeping them may differ from adult basic education (ABE) to higher education, the goal of retention is the same: to keep learners in programs until they achieve their goals (Tracy-Mumford et al. 1994). In any program, adults are largely voluntary participants, but the student role is just one of many roles and responsibilities competing for their time and attention. In fact, personal reasons such as family problems, lack of child care, and job demands are often cited as the cause of withdrawal. At the same time, adults usually have pragmatic, focused reasons for participating and will leave whenever they feel their goals have been met or if they feel the program will not satisfy their goals. Personal/job factors may seem to be beyond institutional control, whereas program satisfaction is something educators can improve. This D igest provides an updated look at research on retention in adult education and suggests effective practices for different settings. Adult Basic Education Repeatedly, attrition is described as the #1 problem in ABE. Attrition rates as high as 60-70% are reported in state and federal statistics (Quigley 1995). The raw numbers may be alarming, but they do not tell the whole story. Several studies show that noncompleters sometimes leave when they feel their goals were realized (Kambouri and Francis 1994; Perin and Greenberg 1994). The phenomenon of stopping out-one or more cycles of attending, withdrawing, and returning-is typical of adults who must place the student role on the back burner temporarily. Counting them as dr... ...cy. Kent: Ohio Literacy Resource Center, 1995. (ED 378 408) Smith, G., and Bailey, V. Staying the Course. London: Business and Technology Education Council, 1993. (ED 359 356) Towles, D. E.; Ellis, J. R.; and Spencer, J. "Student Persistence in a Distance Education Program." Conference paper, 1993. (ED 360 931) Tracy-Mumford, F. et al. Student Retention: Creating Student Success. Washington, DC: National Adult Education Professional Development Consortium, 1994. (ED 375 299) Vanderpool, N. M., and Brown, W. E. "Implications of a Peer Telephone Network on Adult Learner GPA and Retention." Journal of College Student Development 35, no.2 (March 1994): 125-128. Vann, B. A., and Hinton, B. E. "Workplace Social Networks and Their Relationship to Student Retention in On-Site GED Programs." Human Resource Development Quarterly 5, no. 2 (Summer 1994): 141-151.

Radio Waves :: essays research papers

Radio Waves In the modern society, radio is the most widely used medium of broadcasting and electronic communication : it plays a major role in many areas such as public safety, industrial manufacturing, processing, agriculture, transportation, entertainment, national defense, space travel, overseas communication, news reporting and weather forecasting. In radio broadcasts, they use the radio waves which can be both microwaves and longer radio waves. These are transmitted in two ways: amplitude modulation (AM ) and frequency modulation ( FM ). These two kinds of wave have many differences. Radio waves are among the many types of electromagnetic waves that travel within the electromagnetic spectrum. Radio waves can be defined by their frequency (in hertz, after Heinich Hertz , who first produced radio waves electronically), which is number of times they pass through a complete cycle per second; or by their wavelength, which is determined by the distance (by meters) that is traveled from the crest of one wave to the crest of the next. Radio frequencies are measured in units called kilohertz, megahertz, and gigahertz. (1 kilohertz = 1000 hertz : 1 megahertz = 106 hertz, 1 gigahertz = 109 hertz). All radio waves fall within a frequency range of 3 kilohertz, or 3000 cycles per second to 30 gigahertz. Within the range of frequencies, radio waves are further divided into two groups or bands such as very low frequency ( VLF 10-30 kHz ), low frequency (LF 30-300 KHz), medium frequency ( MF 300-3000 KHz), high frequency ( HF 3-30 MHZ) and very high frequency ( VHF 30-300MHZ). Amplitude modulation is the oldest method of transmitting voice and music through the airwaves is by amplitude modulation. This is accomplished by combining a sound wave from a microphone, tape, record, or CD with a "carrier" radio wave. The result : a wave that transmits voice or programming as its amplitude ( intensity ) increases and decreases. Amplitude modulation is used by station broadcasting in the AM band and by most international short wave stations. Frequency modulation is another way to convey information, voice , and music on a radio wave is to slightly change, or modulate, the frequency. The main advantage of FM broadcasting is of it is static free. But the drawback to FM is since the frequency is varied, station takes up more room on the band. Frequency modulation is, of course, used on the FM band. And it is used for "action band" and ham transmission in the VHF/UHF frequency range. In amplitude modulation, what is modified is the amplitude of a carrier wave on one specific frequency.

Health Campaign Essay

Health Campaign three on diabetes serves to implement change in population health. The main focus of this presentation is on recommendations for implementing and assessing the change in population. The presentation is to discuss the various recommended implementations to improve the health of diabetic population by addressing the social, economic and cultural factors. The paper also recommends different approaches in place for the diabetic population such as the programs, policies, laws, and environmental aspects for assessing the health and wellness of the target population. The paper addresses several challenges related to improving the health of the diabetic patients by examining the global implications, environmental factors and disease prevention. Finally the paper summarizes the epidemiology and other data models used by the managers for decision making and to anticipate future trends. Mass media campaigns are the treatments based on mass media channels to present subjects abou t the physical activity to big and undefined audience. These campaigns are presented to enhance awareness and knowledge of the gains of the physical activity, and beliefs about the physical activity, alter physical activity behavior in diabetic populations. The subject matter can be channelized via as newspaper, brochures, manuals, radio, television, and websites or in a combination. Social support networks for diabetes using internet and mobile applications. Social support networks uses mobile applications for diabetes such as M-health for the daily monitoring and self-management of diabetes (Chomutare, et al., 2013). Economic factors include awareness of the direct medical cost and indirect medical cost for diabetic management is important for the population. Direct medical cost which is the average medical expenditures among people diagnosed with diabetes is twice as higher than the people without diabetes. Indirect cost is more than 69 billion which includes the cost for disability, work loss, and premature death (Center for Disease Control and Prevention, 2012). Building cross cultural relationships by one to one  interaction connects each other in a culturally diverse community. Building relationship with people from different cultures including the minority population is the key in building diverse community that are powerful enough to achieve the goals. Bringing quality of health care into culturally diverse community by sturdy and caring relationships based on the trust, understanding and shared goals (Noll, 2012). National Diabetes Education Program (NDEP) works with partners to reduce the burden of diabetes and to prevent or delay the onset of type-2 diabetes and its complications using proven approaches. National Diabetes Prevention Program partnerships with community organizations, insurers, health care organizations, employers and governmental agencies. The National Program to Eliminate Diabetes Related Disparities in vulnerable population assist community partners in planning, organizing, developing, implementing and evaluating community based interventions to decrease the incidence of diabetes. National Public Health Institution on Diabetes and Women’s Health enhances approaches to improve access and quality of care for women with gestational diabetes. Road to Health is designed for African American and Hispanics at risk for type-2 diabetes, which is a community outreach program reinforcing the prevention or delay of diabetes. Laws on nutritional labels provide information on carbohydrate counting and helps to compare foods and to make better choices. Food labels can be essential tool for diabetic meal planning (Center for Disease Control and Prevention, 2012). Environmental and policy approaches are planned to promote opportunities, provide support, and reminds people to be more physically active. Enhanced spaces for physical activity involves an attempt to change the existing environment to create physical activities, such changes include making walking trails, promoting exercise facilities, and providing access to existing nearby facilities. Environmental modification for creating walkable communities, increases physical activity levels by development of adequate trails, sidewalks, pedestrian spaces to bike, jog, and walk. The land use policies and practices involve the efforts of planning and health care professionals to change the physical environment of urban area to support physical activities. The land use policies should support improvement of ecofriendly spaces, increased sense of community, and increased consumer choices for places to reduce stress. Transportation and travel policies will facilitates walking, bicycling and use of public  transportation. Also, increased parking cost will promote the use of public transportation (Center for Disease Control and Prevention, 2012). The global rise in the non-communicable disease presents a tremendous challenge in public and private health care sectors. With complex and variable determinants of health non-communicable disease like diabetes is estimated to increase the global burden of disease and death rates. Diabetes accounts for more than fifteen percentage of National Health care Budgets, and almost triple the health care resources. Many of the countries have improved the health care infrastructure which is fragmented, but still it remains inadequately funded and non-operational. Environmental challenges include the lack of exercise, obesity, rapid Westernization of low and middle income countries and changes in diet habits (Tjota, et al., 2011). Encouraging public awareness about healthy diet, and promoting physical activity facilitates to overcome the challenges. Another challenge is the inadequate workforce in the public health sector, lack of adequate training on the disease prevention and health care promotion. Finally there is no enough evidence-based research materials to support the public health care for disease prevention and health care promotion. Translating Research Into Action for Diabetes (TRIAD) is a conceptual model that uses Donabedian’s paradigm to draw the relationships among various factors such as the system factors, process of care and health care outcome. The model is used for decision making in diabetes treatments, identify barriers and better care outcomes for the people with diabetes. This model is launched by Center for Disease Control and Prevention (CDC) and the National Institute of Diabetes and Kidney Diseases (NIDDK). TRIAD model is a cohort study in which the system factors include structure of the health care system, disease management steps, referral care and management, payment services and incentives, cost-containment steps and use of information system. In the process of care the model uses HbA1c testing, lipid testing, retinal examinations, micro albuminuria testing, annual foot examinations, and prescription of aspirin. The health outcome expectations include the glycemic control, blood pressure control, utilization and cost control, management of health status and symptoms, that includes cardiovascular disease, renal disease, retinopathy, and cholesterol control (Translating Disease Into Action for Diabetes Fact Sheet, 2011). Conclusion Diabetes has become an epidemic that continues to rise and become the seventh leading cause of death among the population. Federal, state, and local agencies have placed various surveillance systems and recommends to assess how diabetes affect the community and the specific targeted population. Diabetes as a public health issue is aligned with the nationally identified health objective of Healthy People 2010 and continues to address the issue with improved methods of prevention and control of the disease. The presentation recommended implementation of the campaign for diabetes based on the social, economic, and cultural factors. It also revealed the various approaches taken by policy makers, department of law, various diabetes programs, and environmental aspects involved. The presentation assessed various challenges in improving the population health. Finally the presentation summarized the TRIAD model used by the managers for decision making purposes and to anticipate the future nee ds. Reference Centers for Disease Control and Prevention. (2012). Diabetes Health Resource. Retrieved from http://cdc.gov/diabetes/status/us/index.htm. Chomutare, T., Tatara, N., Ã…rsand, E., & Hartvigsen, G. (2013). Designing a diabetes mobile application with social network support. Studies In Health Technology And Informatics, 18858-64. Noll, K. E. (2012). Cultural diabetes. (Order No. 1519974, University of Denver). ProQuest Dissertations and Theses, 86. Retrieved from http://search.proquest.com/docview/1112475764?accountid=458. Tjota, M. Y., Kozak, B. M., Chang, E. M., Wu, V. L., & Close, K. L. (2011). Journal of Diabetes NEWS. Journal Of Diabetes, 3(3), 174-181. doi:10.1111/j.1753-0407.2011.00140.x Translating Disease Into Action for Diabetes Fact Sheet. (2011). Diabetes Public Health Resource. Retrieved from http://www.cdc.gov/diabetes/projects/research.htm.