Outline the relative strategic positions of Netflix and Blockbuster. What are the key factors that explain the ultimate Blockbuster demise? Essay

Outline the relative strategic positions of Netflix and Blockbuster. What are the key factors that explain the ultimate Blockbuster demise? (as of the time of the case) In the following assignment I will begin by giving the relative strategic positions of Netflix and Blockbuster as of January 2007. I will then outline what I believe to be the top three key factors that explain the ultimate Blockbuster demise. Strategic Positions Netflix – An outside-in company At the time of the case, Netflix was a perfect example of an outside-in thinking company. Netflix‘s strategy was very straight forward – it was to allow the best home video viewing for its customers. This was a simple and clear strategy. This strategy meant Netflix could adapt and change its model of allowing the best home video viewing for its customers as its customers habits changed. By January 2007 Netflix was fulfilling this strategy via its DVD home delivery service. By the end of 2006 we are told in the case study that Netflix had 6.6 million subscribers, a library of 70,000 different titles which were held on over 55 million DVD’s, revenues of nearly one billion and free cash flow of $64 million. The company could deliver to 90% of its subscribers within a single day. Netflix demonstrated that it listened to customer feedback from very early on. When something didn’t work they changed it until the results showed that the replacement service was working. They changed their charging model from a per-movie price to a monthly subscription, they improved their delivery service through opening more distribution centres to allow for quicker delivery and therefore improving customer service, the range of movies on offer was not being limited to new releases but was instead being broadened to offer its customers more of what they liked, the tailoring of movies to the individual and finally carefully considered partnerships and alliances to increase their customer portfolio. At the time of the case Netflix had a sound business model however the CEO, Reed Hastings, could see large-scale change was imminent and he did not want to be left behind. He could see Video-On-Demand was the future and he wanted to be ready for it. The company had already been investing tens of millions in cash in VOD for several years. This demonstrated their desire to differentiate themselves from their competitors. Netflix was evolving to meet its customer’s desires. Blockbuster – An inside-out company At the time of the case Blockbuster were playing catch up. They had spent the recent past in a very dominant and comfortable position with almost 50% of the home rental market. During the period of dominance their model worked. They were in a position which was similar to that of Kodak at the time of the early introduction of digital cameras which ultimately saw the end of Kodak’s dominance in the photographic market. (Johnson, Whittington & Scholes, 2011, pp. 308). They had been very much in the position of an inside-out company whose success had been built around â€Å"depth of copy†. (Ritson, 2010, pp. 62) The only evidence of a strategy was to copy and try to improve upon models which had already been developed by its competitors. Blockbuster did not identify any threats to its market position until it was too late, and when they did recognise the threat their response was to copy, not to innovate. Blockbuster first dismissed the concept of online rentals in 2002, but went on to launch a version of their own in 2004. Key Factors in the ultimate demise of Blockbuster 1 – Blockbuster did not take its competitors seriously. Ritson tells us that a key factor in the demise of Blockbuster was one of ignorance and arrogance. Blockbuster ignored a tiny upstart with a new business model (Netflix) which began in 1999. In an interview with Fortune magazine in 2003, Blockbuster senior management were openly dismissive of the threat posed by Netflix. They stated that their customers were more â€Å"spur of the moment renters who did not necessarily plan their movie watching in advance†. Blockbuster viewed itself as a rental outlet and Netflix as a delivery service. It did not consider Netflix as a competitor. (Ritson, 2010, pp. 62) 2 – Blockbuster was always playing catch-up. Blockbuster saw itself as competing in a different market. Ritson states that if Blockbuster had realised early enough that it was in the entertainment business instead of the home rental business it could have launched a competitor service to Netflix or perhaps even acquired Netflix. (Ritson, 2010, pp. 62) In the case study we are told that Hastings stated in 2005 that, â€Å"we’re just thankful Blockbuster didn’t enter four years ago†. Again from the case study detail we can see that when Blockbuster did eventually start competing with Netflix in 2004 it launched similar products to its competitor and tried to differentiate itself through price. In the article, â€Å"Reinventing your Business Model† we are told that, â€Å"pursuing a new business model that’s not new or game changing to your industry or market is a waste of time and money†. (Johnson, Christensen & Kagermann, 2008, pp. 56) Blockbuster missed an opportunity to leap frog its opponents and instead of trying to break new ground they simply followed what was already working for its competitors. Meanwhile its competitors were already moving on. 3 – Blockbuster did not listen to its stakeholders or strategise. Blockbuster did not listen to what its stakeholders were saying and doing. The article â€Å"Strategic Management of Stakeholders: Theory and Practice†, tells us that by â€Å"attending to important concepts emerging from the stakeholder literature†, it is possible that â€Å"top management teams can increase the robustness of their strategies†. (Ackermann & Eden, 2010, pp. 179). The article goes on to demonstrate that by mapping their stakeholders in the following way companies can see very quickly who has the relevant interest and power to influence the company’s strategic direction. Stakeholder mapping diagram Keep satisfied Manage Closely Monitor Keep informed The lack of a strategy at the time of their dominance saw Blockbuster having to give up revenue when trying to imitate their competitors – $600 million forgoing late fees to match the Netflix model as well as spending heavily on advertising when taking their version of their competitor’s products to market. This money could have been diverted early on to innovate and to remain dominant in the home entertainment market. (Pugatch, 2007, pp. 43). BIBLIOGRAPHY 1. Ackermann, Fran & Colin Eden. (2011) ‘Strategic Management of Stakeholders: Theory and Practice’, Long Range Planning 44, pp.179–196. 2. Johnson, Gerry, Richard Whittington & Kevan Scholes. (2011) Exploring Strategy, Text & Cases, Ninth Edition. Harlow: Prentice Hall Financial Times. 3. Johnson, Mark W., Clayton M. Christensen & Henning Kagermann. (2008) ‘Reinventing your business model’, Harvard Business Review, December 2008, pp. 50–59. 4. Pugatch, CB. (2007) ‘Rent this’ (Online). Available at: http://www.response-digital.com/response/200707/?pg=42#pg42 (Accessed 19th June 2013). 5. Ritson, Mark. (2010) ‘This Blockbuster is one you mustn’t miss’ (Online). Available at: http://www.marketingweek.co.uk/this-blockbuster-is-one-you-mustnt-miss/3018752.article (Accessed 19th June 2013).

Tradition & Innovation (History of Architecture)

Tradition & A ; Innovation ( history of architecture ) Much great architecture of the yesteryear has proceeded by polishing rigorous conventions without truly oppugning them. A much smaller organic structure of work has moved frontward through extremist invention. Use illustrations to demo ( among other things ) that what appears to be radicalism or preservation is non ever what it seems. You could follow a sequence in one topographic point ( such as Brunelleshi ‘s Florence or Pericles ‘ Athens ) or run more widely pulling trial instances from assorted times and topographic points. The Athenian Parthenon has captured the imaginativeness for about two and half thousand old ages. Writers frequently speak of it as the finest architectural accomplishment of the Greeks, incarnating the classical values of harmoniousness and restraint, composure, pose and repose, proportion and economic system ( eg Sowerby 1995, 168 ) . However, the Parthenon is simply one of legion edifices completed as portion of the alleged Periclean edifice programme of the 2nd half of the 5th century BC, which can be examined for the manner their designers made usage of tradition and invention. Other edifices, such as the hypostyle Periclean Odeion that owes much to non-Greek Iranian traditions, likely due to their province of saving and less appealing scene, have tended to be sidelined in treatments of this nature, but are of import however. This essay will first discuss invention and tradition in the development the Grecian temple from its beginnings to the mid-fifth century BC and so research invention and tradition in the Periclean edifice programme itself, associating these to the wider context of Grecian temple architecture. For the Greeks, architecture was a term reserved for public and sacred edifices as opposed to private and domestic buildings ( Whitley 2001, 279 ) . Of these public and sacred edifices, the temple is possibly the most well-known and characteristic signifier, which besides incorporated into their programme sculpture, painting and composing ( Richter 1987, 19 ) . Temples possibly developed from the Mycenaean megaron, a rectangular edifice with a columned porch that formed the cardinal edifice of Late Bronze Age castles ( see program in Stierlin 2001, 34 ) but their beginning in early apsidal edifices, such as that of Lefkandi seems more assured ( see program in Johnston 1993, 25 ) . The architectural significance of these edifices is that they make usage of the colonnade, making an outer portico around the cella ( the inside edifice ) and can therefore be described as peristyle or peripteral ( of a temple ) . Presumably this development occurred from the practical concern of roofing th ese big edifices, which besides used an axial colonnade for support, but was retained, going possibly the specifying feature of Grecian temples, surely still seeable in those of much later periods including the Periclean Parthenon. The reversible roof besides led to the creative activity of a pediment, the triangular infinite or gable formed by the roof above the entryway that would be used to border architectural sculpture. An early illustration of such a adorned pediment from the early 6th century BC is from the temple of Artemis on Corfu ( Johnston 1993, 47-48 ) . It is interesting that, for whatever ground, the apsis was non retained in ulterior edifices and alternatively an opisthodomos ( an unfastened room at the dorsum of the temple, sometimes used as a exchequer ) was sometimes present ( for a temple groundplan see Richter 1987, 22 ) . These alterations in layout are shown by the sequence of temples at Thermon between the 9th and late 7th centuries BC ( see program in Stierl in 2001, 42 ) . Thus the development of the temple signifier was one in which tradition and invention can be seen from the beginning. The earlier edifices were non the great marble buildings of ulterior times but were constructed of wood with thatched roofs ( Stierlin 2001, 44 ) . Over clip rock and tile came to replace wood ; sometimes instead than strike harding down a temple and get downing from abrasion, wooden columns would be replaced in situ by rock columns in a procedure known as petrifaction ( Stierlin 2001, 46 ) . The ancient Greek tourer and author Pausanias ( 5.16.1 ) vividly described an ancient oak pillar still in topographic point in the rock temple of Hera at Olympia. Columns of assorted diameters made up of different Numberss of column membranophones can still be seen at this temple, attesting to the ad hoc nature of the temple’s transmutation. Replacing wood with rock besides led to the petrifying in rock of some of the noteworthy architectural characteristics of the wooden temples – fluted columns, triglyphs, dentils, gutae, roof building and coffering for illustration ( see Boardma n 1993, 122 and Richter 1987, 25 for illustrations ; Stierlin 2001, 48 ) . This heterotaxy into rock conserved the signifier of temples that had developed in wood but the act of petrifaction is itself advanced. It might be speculated that rock immortalised the temple and made it a adjustment and lasting place for the God. Before continuing to discourse tradition and invention in the Periclean edifice programme, a few words should be said about the development of the two chief Grecian orders, the Doric and Ionic ( see comparative illustrations in Stierlin 2001, 49-50 ) as these are cardinal to understanding the development of the Acropolis. The Doric order developed in the Grecian mainland and Greek southern Italy and Sicily and is typified by broader columns without bases, tapering towards the top, heavier entablature with jumping triglyphs and metopes, the latter sometimes with carven ornament ( Stierlin 2001, 52 ) . A hexastyle ( sic column ) facade was usual. The Ionic order developed subsequently ( c590BC ) in Grecian Asia Minor. Columns were more slender, had moulded bases and were non markedly tapered. The capital had two spiral-scroll spirals and the lighter entablature was non broken into triglyphs/metope form, leting uninterrupted ornament. From the groundplans, Ionic temples, such as that of Heraion at Samos and Artemision of Ephesus besides appear more hypostyle than peristyle, holding two ( dipteral ) rows of columns instead than the Doric one and frequently with an octostyle ( eight column ) frontage ( see programs in Stierlin 2001, 105, 106 ) . The two orders have been contrasted as masculine, knee bend, unsmooth and feminine, elegant and refined severally ( Stierlin 2001, 49 ) and at the clip of the Periclean edifice programme were ‘still basically distinguishable regional styles’ ( Rhodes 1995, 54 ) . The Periclean temple to Athena Parthenos, or Parthenon, was built between 447 and 438BC by the designers Iktinos and Kallikrates and the sculpturer Phidias, and formed the centerpiece of the edifice programme of the political leader Pericles ( Stierlin 2001, 183 ) . This programme sought to laud Athens and in the instance of the Acropolis, to retrace the temples burned by the Persians in the early 5th century BC. It has been said to tag ‘the flood tide of the Doric style’ for the harmoniousness of its proportions, the polishs in its construction and its sculptural ornaments ( Richter 1987, 33 ) . However, in comparing to the somewhat earlier temple of Zeus at Olympia ( finished about 460BC ) , we can see that while the latter is about strictly Doric in manner, ‘the Parthenon’s signifier and spirit partakes liberally of the Ionic’ ( Rhodes 1995, 74 ) . This combination of Doric and Ionic can clearly be seen on a groundplan ( eg Stierlin 2001, 191 ) , w hich reveal an octostyle peripteral Doric portico ( 8 by 17 columns ) , instead than a Doric hexastyle, while six more slender Doric columns behind the octostyle frontages suggest a dipteral colonnade, an Ionic characteristic. The cella was divided into two suites, a smaller western room, the Hall of the Virgins and the eastern naos that housed the statue of the Athena, both approached from the exterior and non connected. The Hall of the Virgins contained four Ionic columns while the naos was divided into three naves by a overlying Doric colonnade following the walls and returning behind the statue, a first in temple architecture ( Rhodes 1995, 87 ) . Of class the usage of an Ionic frieze around the cella should non be overlooked. The Parthenon seems advanced in its deliberate commixture of Doric and Ionic elements ( Rhodes 1995, 146 ) . However, some of these elements that may look advanced can be found elsewhere and on much earlier temples. For illustration, the 6th century Doric peripteral temple of Artemis on Corfu had an octostyle facade and the same proportion of columns ( 8 by 17 ) as the mid-fifth century Parthenon, every bit good as two rows of columns in the cella ( Lawrence1996, 77 ) . The temple of Athena at Paestum in southern Italy is a Doric hexastyle temple of around 510BC but the interior portico utilizations eight Ionic columns in an Ionic agreement ( Stierlin 2001, 74 ; see program in Richter 1987, 30 ) . It was besides noted that the Parthenon made usage of overlying porticoes in the naos ( see Reconstruction in Boardman 1993, 118 ) . These were besides used in the modern-day 2nd temple of Hera at Paestum ( 460-440BC ) and Stierlin suggested that in the instance of the latter they may hold been used as a deliberate archaizing component, mentioning to the temple of Aphaia on Aegina, built around 500BC ( Stierlin 2001, 79 ; comparison exposures in Stierlin 2001, 78 and 148 ) . In a needfully ( to suit the expansive statue of Athena ) broad temple like the Parthenon, 30.88m at the stylobate, they may hold been more practical every bit good as attractive. It can so be seen that while the Parthenon may be advanced in the context of mainland Greek temples, there are analogues in the Grecian temples of southern Italy and Sicily that provide case in points for blending Doric and Ionic characteristics ( Rhodes 1995, 198n12 ) every bit good as characteristics from Archaic temples on Corfu and Aegina. The frequently discussed architectural polish of the curvature or splaying of the Parthenon was besides a traditional Doric solutions to drainage, although in the Parthenon it succeeds in forestalling the temple from looking knee bend ( Rhodes 1995, 74 ) . The chief factor in the l ayout of the Parthenon was in fact the older temple that it replaced, instead than any genuinely fresh programs. The designers of the Parthenon did non work in isolation but in a cultural and lingual zone stretching from Italy to Cyprus, with mainland Greece in the center and while the Parthenon is every bit alone as every Grecian temple it may be said to hold incorporated traditional inventions in a traditional manner. Traveling on to see briefly two other Periclean edifices on the Acropolis, the Erechtheion and the Propylaia, the Erechtheion, ceremonially the most of import edifice of the Acropolis, is a existent invention in the sense that instead than being a canonical temple, it is fitted to the mythic and physical landscape of the Acropolis. As such, it was constructed on two degrees, though with three different roof degrees, and incorporated the cults of Athena in the east cella, and Poseidon-Erechtheus in the West cella and north porch ( Rhodes 1995, 131-36 ) . The Erechtheion is Ionic in its columns and friezes and provides a complement to the Parthenon with its human-shaped Karyatid columns following a hundred twelvemonth old Ionic tradition begun by the Siphnian Treasury at Delphi ( Stierlin 2001, 208 ) . The Propylaia, or gateway to the Acropolis foreshadowed this balance once more by integrating both traditional Doric hexastyle outside combined with an internal Ionic colonnade. Rhodes s ays of its designer: ‘Mnesikles’ greatest part to the history and way of Grecian architecture was likely his vision of Doric and Ionic as equal constituents of a greater Grecian architecture’ ( 1995, 73 ) . It is possible that in a sense the Parthenon is more important to its modern adorants than its builders and that there is a desire to warrant this by mention to invention. Grecian temples were built non on subjective rules of aesthetic beauty but on mathematical and spiritual rules of harmoniousness and temples that reflected a peculiar harmoniousness were successful ( Stierlin 2001, 64-74 ) . The Periclean edifice programme did non radically innovate from a inactive or dead tradition: the edifices examined above surely did unite many elements to accomplish their alone purposes but so no two Grecian temples were of all time the same. Throughout their 1000 plus twelvemonth history, Grecian temple edifices and their builders combined traditional elements with limited inventions that by and large belonged to the temple edifice tradition guided by the rules of harmoniousness –a temple should be temple, after all.BibliographyBoardman, J. 1993. ‘The Classical Period’ , in Boardman, J. ( ed. ) 1993.The Oxford History of Classical Art.Oxford: Oxford University Press, 83-150. Johnston, A. 1993. ‘Pre-Classical Greece’ , in Boardman, J. ( ed. ) 1993.The Oxford History of Classical Art.Oxford: Oxford University Press, 11-82. Lawrence, A.W. and Tomlinson, R.A. 1996.Grecian Architecture.( 5Thursdayedition, Pelican History of Art ) . New Haven and London: Yale University Press. Rhodes, R.F. 1995.Architecture and Meaning on the Acropolis.Cambridge: Cambridge University Press. Richter, G.M.A. 1987.A Handbook of Greek Art.( 9Thursdayedition ) . Oxford: Phaidon. Sowerby, R. 1995.The Greeks.London: Routledge. Stierlin, H. 2001.Greece from Mycenae to the Parthenon.Koln: Taschen. Whitley, J. 2001.The Archaeology of Ancient Greece.Cambridge: Cambridge University Press. Tradition & Innovation (history of architecture) Tradition & A ; Innovation ( history of architecture ) Much great architecture of the yesteryear has proceeded by polishing rigorous conventions without truly oppugning them. A much smaller organic structure of work has moved frontward through extremist invention. Use illustrations to demo ( among other things ) that what appears to be radicalism or preservation is non ever what it seems. You could follow a sequence in one topographic point ( such as Brunelleshi ‘s Florence or Pericles ‘ Athens ) or run more widely pulling trial instances from assorted times and topographic points. The Athenian Parthenon has captured the imaginativeness for about two and half thousand old ages. Writers frequently speak of it as the finest architectural accomplishment of the Greeks, incarnating the classical values of harmoniousness and restraint, composure, pose and repose, proportion and economic system ( eg Sowerby 1995, 168 ) . However, the Parthenon is simply one of legion edifices completed as portion of the alleged Periclean edifice programme of the 2nd half of the 5th century BC, which can be examined for the manner their designers made usage of tradition and invention. Other edifices, such as the hypostyle Periclean Odeion that owes much to non-Greek Iranian traditions, likely due to their province of saving and less appealing scene, have tended to be sidelined in treatments of this nature, but are of import however. This essay will first discuss invention and tradition in the development the Grecian temple from its beginnings to the mid-fifth century BC and so research invention and tradition in the Periclean edifice programme itself, associating these to the wider context of Grecian temple architecture. For the Greeks, architecture was a term reserved for public and sacred edifices as opposed to private and domestic buildings ( Whitley 2001, 279 ) . Of these public and sacred edifices, the temple is possibly the most well-known and characteristic signifier, which besides incorporated into their programme sculpture, painting and composing ( Richter 1987, 19 ) . Temples possibly developed from the Mycenaean megaron, a rectangular edifice with a columned porch that formed the cardinal edifice of Late Bronze Age castles ( see program in Stierlin 2001, 34 ) but their beginning in early apsidal edifices, such as that of Lefkandi seems more assured ( see program in Johnston 1993, 25 ) . The architectural significance of these edifices is that they make usage of the colonnade, making an outer portico around the cella ( the inside edifice ) and can therefore be described as peristyle or peripteral ( of a temple ) . Presumably this development occurred from the practical concern of roofing th ese big edifices, which besides used an axial colonnade for support, but was retained, going possibly the specifying feature of Grecian temples, surely still seeable in those of much later periods including the Periclean Parthenon. The reversible roof besides led to the creative activity of a pediment, the triangular infinite or gable formed by the roof above the entryway that would be used to border architectural sculpture. An early illustration of such a adorned pediment from the early 6th century BC is from the temple of Artemis on Corfu ( Johnston 1993, 47-48 ) . It is interesting that, for whatever ground, the apsis was non retained in ulterior edifices and alternatively an opisthodomos ( an unfastened room at the dorsum of the temple, sometimes used as a exchequer ) was sometimes present ( for a temple groundplan see Richter 1987, 22 ) . These alterations in layout are shown by the sequence of temples at Thermon between the 9th and late 7th centuries BC ( see program in Stierl in 2001, 42 ) . Thus the development of the temple signifier was one in which tradition and invention can be seen from the beginning. The earlier edifices were non the great marble buildings of ulterior times but were constructed of wood with thatched roofs ( Stierlin 2001, 44 ) . Over clip rock and tile came to replace wood ; sometimes instead than strike harding down a temple and get downing from abrasion, wooden columns would be replaced in situ by rock columns in a procedure known as petrifaction ( Stierlin 2001, 46 ) . The ancient Greek tourer and author Pausanias ( 5.16.1 ) vividly described an ancient oak pillar still in topographic point in the rock temple of Hera at Olympia. Columns of assorted diameters made up of different Numberss of column membranophones can still be seen at this temple, attesting to the ad hoc nature of the temple’s transmutation. Replacing wood with rock besides led to the petrifying in rock of some of the noteworthy architectural characteristics of the wooden temples – fluted columns, triglyphs, dentils, gutae, roof building and coffering for illustration ( see Boardma n 1993, 122 and Richter 1987, 25 for illustrations ; Stierlin 2001, 48 ) . This heterotaxy into rock conserved the signifier of temples that had developed in wood but the act of petrifaction is itself advanced. It might be speculated that rock immortalised the temple and made it a adjustment and lasting place for the God. Before continuing to discourse tradition and invention in the Periclean edifice programme, a few words should be said about the development of the two chief Grecian orders, the Doric and Ionic ( see comparative illustrations in Stierlin 2001, 49-50 ) as these are cardinal to understanding the development of the Acropolis. The Doric order developed in the Grecian mainland and Greek southern Italy and Sicily and is typified by broader columns without bases, tapering towards the top, heavier entablature with jumping triglyphs and metopes, the latter sometimes with carven ornament ( Stierlin 2001, 52 ) . A hexastyle ( sic column ) facade was usual. The Ionic order developed subsequently ( c590BC ) in Grecian Asia Minor. Columns were more slender, had moulded bases and were non markedly tapered. The capital had two spiral-scroll spirals and the lighter entablature was non broken into triglyphs/metope form, leting uninterrupted ornament. From the groundplans, Ionic temples, such as that of Heraion at Samos and Artemision of Ephesus besides appear more hypostyle than peristyle, holding two ( dipteral ) rows of columns instead than the Doric one and frequently with an octostyle ( eight column ) frontage ( see programs in Stierlin 2001, 105, 106 ) . The two orders have been contrasted as masculine, knee bend, unsmooth and feminine, elegant and refined severally ( Stierlin 2001, 49 ) and at the clip of the Periclean edifice programme were ‘still basically distinguishable regional styles’ ( Rhodes 1995, 54 ) . The Periclean temple to Athena Parthenos, or Parthenon, was built between 447 and 438BC by the designers Iktinos and Kallikrates and the sculpturer Phidias, and formed the centerpiece of the edifice programme of the political leader Pericles ( Stierlin 2001, 183 ) . This programme sought to laud Athens and in the instance of the Acropolis, to retrace the temples burned by the Persians in the early 5th century BC. It has been said to tag ‘the flood tide of the Doric style’ for the harmoniousness of its proportions, the polishs in its construction and its sculptural ornaments ( Richter 1987, 33 ) . However, in comparing to the somewhat earlier temple of Zeus at Olympia ( finished about 460BC ) , we can see that while the latter is about strictly Doric in manner, ‘the Parthenon’s signifier and spirit partakes liberally of the Ionic’ ( Rhodes 1995, 74 ) . This combination of Doric and Ionic can clearly be seen on a groundplan ( eg Stierlin 2001, 191 ) , w hich reveal an octostyle peripteral Doric portico ( 8 by 17 columns ) , instead than a Doric hexastyle, while six more slender Doric columns behind the octostyle frontages suggest a dipteral colonnade, an Ionic characteristic. The cella was divided into two suites, a smaller western room, the Hall of the Virgins and the eastern naos that housed the statue of the Athena, both approached from the exterior and non connected. The Hall of the Virgins contained four Ionic columns while the naos was divided into three naves by a overlying Doric colonnade following the walls and returning behind the statue, a first in temple architecture ( Rhodes 1995, 87 ) . Of class the usage of an Ionic frieze around the cella should non be overlooked. The Parthenon seems advanced in its deliberate commixture of Doric and Ionic elements ( Rhodes 1995, 146 ) . However, some of these elements that may look advanced can be found elsewhere and on much earlier temples. For illustration, the 6th century Doric peripteral temple of Artemis on Corfu had an octostyle facade and the same proportion of columns ( 8 by 17 ) as the mid-fifth century Parthenon, every bit good as two rows of columns in the cella ( Lawrence1996, 77 ) . The temple of Athena at Paestum in southern Italy is a Doric hexastyle temple of around 510BC but the interior portico utilizations eight Ionic columns in an Ionic agreement ( Stierlin 2001, 74 ; see program in Richter 1987, 30 ) . It was besides noted that the Parthenon made usage of overlying porticoes in the naos ( see Reconstruction in Boardman 1993, 118 ) . These were besides used in the modern-day 2nd temple of Hera at Paestum ( 460-440BC ) and Stierlin suggested that in the instance of the latter they may hold been used as a deliberate archaizing component, mentioning to the temple of Aphaia on Aegina, built around 500BC ( Stierlin 2001, 79 ; comparison exposures in Stierlin 2001, 78 and 148 ) . In a needfully ( to suit the expansive statue of Athena ) broad temple like the Parthenon, 30.88m at the stylobate, they may hold been more practical every bit good as attractive. It can so be seen that while the Parthenon may be advanced in the context of mainland Greek temples, there are analogues in the Grecian temples of southern Italy and Sicily that provide case in points for blending Doric and Ionic characteristics ( Rhodes 1995, 198n12 ) every bit good as characteristics from Archaic temples on Corfu and Aegina. The frequently discussed architectural polish of the curvature or splaying of the Parthenon was besides a traditional Doric solutions to drainage, although in the Parthenon it succeeds in forestalling the temple from looking knee bend ( Rhodes 1995, 74 ) . The chief factor in the l ayout of the Parthenon was in fact the older temple that it replaced, instead than any genuinely fresh programs. The designers of the Parthenon did non work in isolation but in a cultural and lingual zone stretching from Italy to Cyprus, with mainland Greece in the center and while the Parthenon is every bit alone as every Grecian temple it may be said to hold incorporated traditional inventions in a traditional manner. Traveling on to see briefly two other Periclean edifices on the Acropolis, the Erechtheion and the Propylaia, the Erechtheion, ceremonially the most of import edifice of the Acropolis, is a existent invention in the sense that instead than being a canonical temple, it is fitted to the mythic and physical landscape of the Acropolis. As such, it was constructed on two degrees, though with three different roof degrees, and incorporated the cults of Athena in the east cella, and Poseidon-Erechtheus in the West cella and north porch ( Rhodes 1995, 131-36 ) . The Erechtheion is Ionic in its columns and friezes and provides a complement to the Parthenon with its human-shaped Karyatid columns following a hundred twelvemonth old Ionic tradition begun by the Siphnian Treasury at Delphi ( Stierlin 2001, 208 ) . The Propylaia, or gateway to the Acropolis foreshadowed this balance once more by integrating both traditional Doric hexastyle outside combined with an internal Ionic colonnade. Rhodes s ays of its designer: ‘Mnesikles’ greatest part to the history and way of Grecian architecture was likely his vision of Doric and Ionic as equal constituents of a greater Grecian architecture’ ( 1995, 73 ) . It is possible that in a sense the Parthenon is more important to its modern adorants than its builders and that there is a desire to warrant this by mention to invention. Grecian temples were built non on subjective rules of aesthetic beauty but on mathematical and spiritual rules of harmoniousness and temples that reflected a peculiar harmoniousness were successful ( Stierlin 2001, 64-74 ) . The Periclean edifice programme did non radically innovate from a inactive or dead tradition: the edifices examined above surely did unite many elements to accomplish their alone purposes but so no two Grecian temples were of all time the same. Throughout their 1000 plus twelvemonth history, Grecian temple edifices and their builders combined traditional elements with limited inventions that by and large belonged to the temple edifice tradition guided by the rules of harmoniousness –a temple should be temple, after all.BibliographyBoardman, J. 1993. ‘The Classical Period’ , in Boardman, J. ( ed. ) 1993.The Oxford History of Classical Art.Oxford: Oxford University Press, 83-150. Johnston, A. 1993. ‘Pre-Classical Greece’ , in Boardman, J. ( ed. ) 1993.The Oxford History of Classical Art.Oxford: Oxford University Press, 11-82. Lawrence, A.W. and Tomlinson, R.A. 1996.Grecian Architecture.( 5Thursdayedition, Pelican History of Art ) . New Haven and London: Yale University Press. Rhodes, R.F. 1995.Architecture and Meaning on the Acropolis.Cambridge: Cambridge University Press. Richter, G.M.A. 1987.A Handbook of Greek Art.( 9Thursdayedition ) . Oxford: Phaidon. Sowerby, R. 1995.The Greeks.London: Routledge. Stierlin, H. 2001.Greece from Mycenae to the Parthenon.Koln: Taschen. Whitley, J. 2001.The Archaeology of Ancient Greece.Cambridge: Cambridge University Press.

Applying Alpro herd management system (information system) to a small Term Paper

Applying Alpro herd management system (information system) to a small dairy farm - Term Paper Example The system has also assisted dairy farmers to monitor and keep the health of their herds. The system has been designed to be user-friendly and to fit in with the routines of dairy farmers all year round. The system also impressively withstands the aggressive gasses and the high humidity that is usually present in the dairy unit environment. A dairy ranch with a herd size of approximately 150, one manager, and two skilled laborers can be managed using the ALPRO System. The side opening milking parlor used here may be organized to allow the 80 milking cows to exit or cross over to a single return lane on one side. Using a single return lane reduces the cost of parlor and the facilities used when catching or sorting the cows leaving the parlor. The single return lane allows the cows to be released individually after milking. For a six-stall side opening milking parlor, the ALPRO system is efficient and comfortable. It shortens the udder to milker distance making it easy to see and reach the cows during milking and avoid the sideways twitching related to udder inspection or cluster attachment. The layout allows for smooth movement between the cows and complete view of the cow in monitoring feeding during and after milking. It also allows easy separation of cows that need special individual attention. The system adapts to v arious cow traffic patterns, and milking routines for it is versatile. It widens the choice of building a suitable layout and makes the utilization of an existing farm building more practical. The ALPRO System incorporates simple electronic photocells that track the progress of the milking cows through the side opening milking parlor and transmits the information to an ALPRO controller. After a cow leaves a particular milking stall, the system automatically closes the gate behind the cow and opens the entry gate for another cow to enter thus preventing traffic in the milking parlor. Similarly, the automation reduces the need

Integrated Marketing Communications Essay Example | Topics and Well Written Essays - 3250 words

Integrated Marketing Communications - Essay Example Nevertheless, the integration of communication tools helps overcome both challenges, as the mix helps create the brand awareness and enhance the brand recall as well as enhances the brand recall. Companies use different communication tools also known as the promotional mix such as: PR, sales promotions direct marketing and personal selling (Luxton & Mavondo, 2008). These communication tools differentiate among each other; however, the companies use them for the same reasons, such as to maintain the brand awareness, as well as to enhance the relationships with its stakeholders (Fill, 2009) The following report will evaluate the functions of the various marketing communication tools and compare the effectiveness of them. The report will also construct the marketing campaign for Cadbury corporation in order to deeply understand how those tools are used in practice. Advertising is one of the effective methods to promote the increase awareness of the brand in the mass media (Egan, 2007) (Table 2). The main advantage of the advertising is that the numerous channels are able to reach large audience, such as TV or print ads in magazines (Baines & Fill, 2011). Fill (2009) suggested that people who show a positive response to advertising are more likely to purchase a product than those whose attitude is neutral. Therefore, advertisers are particularly interested in creating an extraordinary with the â€Å"wow effect† message in their campaigns in order to make the customer’s experience memorable (Jo, 2004). Advertisers are able to use numerous features to enhance the appeal of the advertising, for example, some brands decide to use logical appeals that simply explain the â€Å"reason-why† its product outshines everything else in the market and attract the customer by functional reasoning (Miller, 2011). However, mass marketing is not useful for creating the long term relationships with the customer, as the

Forensic Science Essay Example | Topics and Well Written Essays - 1000 words

Forensic Science - Essay Example The evidence which is collected by forensic experts is tested in a forensic toxicology lab, which contains sophisticated instruments. These instruments, along with precise methodologies hold importance in producing a toxicology report, because these reports are presented in court and their results are important in determining the sentence of a person (Hagedorn, 2011). However, toxicology is not limited to criminal investigations only, in fact, they are used in cases which involve environmental contamination, to determine what would be the impact of a spill, if it is near a population. Forensic Toxicologist needs to be prepared to testify in court and justify his findings and to explain methodologies which may seem complex to the jury. Before toxicologists conduct their process, they would need samples from the body under consideration. Toxicology is useful because of how it helps, particularly, the law enforcement authorities. Toxicologists collect samples from the body and then study them in the lab; they give a report about all the chemicals found in the body, alcohol, prescription drugs and illegal drugs. In fact, toxicologists can also find out if the person’s death has resulted because of poison or not. For example, hair samples from a body could be tested to see if the person has been involved in drug abuse for a long time or a short time. Saliva can also be used to test for the use of drugs. The Death Investigation Toxicology is also known as the Postmortem technology, where forensic toxicologists work with examiners and coroners to determine if the cause of a death, there has been involvement of alcohol or drugs. Human performance toxicology is about the effects of alcohol and drugs on the behavior of people. This could include investigations related to impaired driving, sexual assault, which is facilitated by

There are many popularly suggested business objectives, while Essay

There are many popularly suggested business objectives, while academically the objective to maximise shareholder wealth is considered superior. Discuss. (In y - Essay Example Despite these claims, research suggests that maximizing shareholder wealth is considered superior to all objectives. Wal-Mart claims to hold down inflation in the US (Fishman, 2003), create jobs, and has customer-centered strategy as their prices are unbeatable, but they ultimately squeeze the vendors and under-pay the staff (Heyer, 2005) with the ultimate goal of maximizing shareholder wealth. They even have an efficient supply chain and source their products from developing countries and claim to be a part of their growth. Nevertheless, employee wages at Wal-Mart are as much as 31% lower than competitors (Nester, 2006). It pays practically no benefits and very often employees have to work overtime without any additional compensation. Wal-Mart ranked fourth in terms of social responsibility in terms of its dealings with its stakeholders but there were 4851 claims filed against it in the court (Papasolomou-Doukakis, Krambia-Kapardis & Katsioloudes, 2005). Corporate giants like the CEO of Coca-Cola too make tall claims that by being more efficient and more profitable, it makes businesses better for the community (Ash, 2004) but findings reveal otherwise. They have committed as many as 179 major Human Rights violations (Cairns, 2005). The union leader was shot dead at the Columbia bottling plant. Turkish and Indonesian workers face mass firings for their union activity. Multination Monitor, an American non–profit organization, listed coke amongst the worst ten companies in US. In India they are diverting potable water from local residents for the production of soft drinks. During the processing of soda pop in India, Coke has contaminated soil and underground water with toxic cadmium, which was found in the sludge. They have also been charged and found guilty of bribing the Pollution Control Board in South India. They are accused of inflating profits, selling contaminated beverages and violating contracts. Under the garb of commu nity

A Progressive Learning App for Children that are behind Assignment

A Progressive Learning App for Children that are behind - Assignment Example Nevertheless, very few domestic businesses operate in retail food sectors as luxurious restaurant like multinational food chains present in this market. Therefore, future growth of this new business has been identified after detailed analysis of business environment, market trend and consumer behavior. The main objective its marketing strategy would be to position the brand as luxurious restaurant with a touch of western culture. To develop a brand the company also needs to offer varieties of dishes considering the domestic culture and food habits and also popular foreign recipes. 2.0 Situation Analysis 2.1 Market Summary Market of BiCE refers to the potential customers who would be interested in consuming high quality Italian food with premium services. The defined market also covers the purchasing power of the target customers and the product and service offered by the company are permitted by the laws and regulation. The company faces demand of its product and services from a nich e market only then it can gradually work towards achieving greater market share by following the trends and demands of the market. According to the Economic Report of 2012-2013 of the UAE the Hotels and Restaurants sector held almost 1.7% of the market during 2010 and 1.7% in the following year. The sector was worth 22 Billion AED during 2010 and a slight increase in the value happened in 2011. Moreover the market exhibited a price increase in the eatery and non-alcoholic beverages segment which was 4.45% during 2010 and reached 5.87% during 2011 (Annual Economic Report, 2012). The service sector of UAE illustrated continuous decline throughout 2012, 2013 and appear to decline in 2014. The given diagram represents the same- The growth of the Oil sector has been assumed to slow... From this discussion it is clear that  United Arab Emirates has been enjoying modern, diversified and growing retail food sector over the years. Increasing development of new hypermarkets in last few years is the key driver for rapid growth in retail food sector. 90% of the total consumed food especially food ingredients s outsourced from markets and processed in this market. Therefore the domestic firm has huge opportunities in food market of UAE. Consequently, the people have high disposable income and for this reason they are very much reluctant to pay higher price for food if it is presented in a luxurious way and environment.   Nevertheless, very few domestic businesses operate in retail food sectors as luxurious restaurant like multinational food chains present in this market.  As the paper highlights market of BiCE refers to the potential customers who would be interested in consuming high quality Italian food with premium services. The defined market also covers the pur chasing power of the target customers and the product and service offered by the company are permitted by the laws and regulation. The company faces demand of its product and services from a niche market only then it can gradually work towards achieving greater market share by following the trends and demands of the market.  BiCE will offer a complete package of Italian foods which will satisfy the variety seeking group of customers.

Response Assignment Example | Topics and Well Written Essays - 250 words

Response - Assignment Example It integrates natural systems with human patterns and preserve continuity and uniqueness. 2.   Equity  Ã‚  which means equality between gender and income. Their target point is to minimize gender inequality and empower women as well as setting human rights.   Last year’s report was also emphasizing the importance of sustainability, equity and empowerment. However most of the countries that United Nations is helping were not accomplished to promote these indicators mutually at equal level.  The progress has been made this year to analyze how the poor and disadvantaged ones are affected and how important the equity issue as a part of solution. The main goal is to understand the close relation of sustainability and equity in order to get the most out of it for the benefit of human beings.   I think by setting the Millennium Development Goals for the year 2015. United Nation’s Development program will made a huge progress in the key indicators of well being.   F or example Electrifying Afghanistan making progress on micro-hydro-power projects that are bringing much needed electricity to rural parts of the country.  Ã‚  Or a clean water access in Vanutu are some of the examples of sustainability done by United Nations.

The process a person has to undergo to open a bank account Essay Example for Free

The process a person has to undergo to open a bank account Essay The bank will have in place a process that customers must have to follow to enable them open an account. This process involves various activities that the application must have to go through before a decision can be made to open an account. The initial process starts once the customer enters the Bank and speaks to a Customer Service Adviser about opening a new bank account. The adviser will asks the customer various questions in order to establish the customers banking needs. This enables the adviser to clarify what kind of account is more suitable for the customer. Since the customer does not know what kinds of bank accounts are available, the Customer Service Adviser enables this process to take place. Without the support of the adviser, the process of opening the account might have been more difficult and time consuming. The customer is also advised on the time duration it might take in the process of opening the account. The customer then has to fill in an application form which enables the process to move to the next stage. The customer can call on the adviser for assistance in filling out the form at any point in time. Once the form has been properly filled in, it is processed by the bank staff (using processing software on the computer by sending the information to a referencing agent to check if the applicant details are correct and for a credit check to find out if the customer has any adverse credit history. These are guides used by the bank to determine whether the information given by the applicant is true and to decide on credit facilities that might come with certain bank accounts). The information sent off is then verified and sent back to the bank. All the information sent are assigned scores using guides (software) that the bank has installed to make the process more efficient. Depending on the customers score, a suitable account would be recommended. A decision will then be taken in regards to the opening of the account and details of the account are entered into the computer. At this point of processing the account, some delays would be experienced while the adviser inputs the details of the new account into the computer. While this is being facilitated, the customer then receives details of his/her account. The customer leaves now as their input into the process of opening the bank account has been completed. The account details and customer information relevant to operating the account is then sent for printing to the card manufacturing company. The machinery, plastic and paper used in the process of manufacturing the relevant items for the bank enables the process of opening the account to be completed. The cheque book, card and pin number for use with the account are then mailed by the printing company to the banks customer or sent to their local branch for collection. Once the cheque book, card and pin are received by the customer, it enables the use of the bank account and without this, the operation of the account would be made more problematic. Volume looks at how many different jobs one person performs in the business. In a supermarket, each person works one station on a shift and rarely swaps during it unless it is extremely necessary. In some cases, there are enough people employed in the supermarket so that they only ever have to perform one duty during their time employed there. In the supermarket, there are sometimes 20 people working on the tills during the busy periods but often there are not this many people working in a bank at any one time. By having this high Volume, you will find that the each person will find their job extremely repetitive as it is all they perform all day long. In some cases, people will work behind a till for 8 hours a day, 5 days a week for several years. This high repeatability often isnt appealing to a lot of people though. However, since people are performing the same tasks day in and day out, they become an expert in their area. This leads to highly specialized people in the supermarket which is good for the business. In a bank, there are normally two or three people who deal with the individuals bank accounts, and processing cash transactions, and then there is one person who deals with opening bank accounts, another working on loans, and someone possibly dealing with mortgages. This low volume of staff means that if anyone is sick, then the other staff will be required to cover the area for the duration. If you work in a bank, your position is often changed to where you are required most so you need to be multi-skilled and have good knowledge of the job. Variety looks at the degree in which the business responds to different customer requirements. A supermarket would have high variety as they order in a wide variety of products, made by different brands and sometimes of different ethnic origin to appeal to a wide variety of tastes. This means that the supermarket is flexible about what it orders, in order to meet the needs of the customer. A bank has very low variety in terms of the accounts they offer. They have their standard set of accounts such as Flex account Savings and ISA but there are few variations off the standard model. 90% of people who go into the bank to open up a savings account will leave with the same account. These standardised accounts make the whole process of opening up a bank account very routine and so the staff working there could do it with their eyes closed. Variation In Demand is how much demand changes over a period of time. In a bank, the accounts very rarely change. The main changes to them are the interest rates but this is usually determined by the government and so changes are infrequent. This keeps the bank in a routine, and also proves them to be very predictable in what they offer to the customer. This means that it doesnt matter when an individual opens a bank account as it will almost always be the same. In a supermarket however, there are seasonal changes constantly. They cater for all of the holidays that occur over the year, Christmas, Valentines Day, Easter, Summer Holidays and Halloween. They need to order in the seasonal goods in advance to the holiday so that it entices people to buy them early. They can also adjust their ordering to meet customer demand, i. e. if the store holds a Buy One Get One Free offer on a particular popular product, then they know that they are going to sell a lot of it therefore they will adjust their ordering accordingly. After the promotion finishes, it is highly unlikely that they will continue to sell the same numbers so they will reduce the amount ordered. Visibility relates to where the process is carried out. In a bank, you see very little of the processes being carried out in front of you therefore there is low visibility. Credit Checks are done online by an independent company, cards and chequebooks are manufactured in another place altogether, Money is taken from you and put into a till and your account credited electronically. Sometimes, especially if you are paying in a cheque, there is a time lag between processing your transaction and seeing the results. It can take up to a week to send out new cards, new chequebooks, or new PIN numbers if you lose them and so this could be problematic for the consumer, as they may not have access to any money during that period of time. In a supermarket though, you see quite a few processes occurring in front of you. You can see people continuously stacking up shelves to ensure there is food available for the customer and you see your food being processed through the tills. This leads to low waiting tolerance however, and the consumer always wants their product immediately and often voices their dissatisfaction if they are unable to get exactly what they want. On the Deli counter, you can see your choice of meat being cut exactly how you want it to be and wrapped for you, and in some supermarkets, you can even choose for someone to make your own personal pizza for you. In order to offer these services, there needs to be good customer service skills in place so that any questions regarding anything in the store can be answered if needed. Company success relies heavily on consumer satisfaction and so the store must ensure that the shelves are full, that there are a wide range of products on offer, and that customer service skills are excellent. By offering all of these things, the supermarket can ensure good satisfaction and repeat business.

Why Is Organizational Design Important Management Essay

Why Is Organizational Design Important Management Essay Organizational design is selecting and managing the culture, structure, processes and positions in organization so that organization can control the activities. The final aim is to achieve goals and objectives and to make organization successful (Sargent and McConnell, 2008). The design works best if it is effective and it has a positive impact on individuals (Nadler and Tushman, 1998). The organizational design is important because it shapes the behavior of members working in organization (Jones, 2010, p31) and managers acquired desired behaviors through managing organizational design. The two components of design are; Structural components include goal, strategy, and structure and Human components include work processes, people, communication, coordination and control, and incentive mechanism (Burton, DeSanctis and Obel, 2006). But it is not only about formal structure it also includes informal structures and managers integrate both into business strategy. The Ford Company makes a record loss of $13.3 billion in 2006, the tall hierarchy and culture based on empire building was found to be the reason of low productivity. The behavior of managers in Ford because of empire building structure is that they do not admit mistakes and protect their interests; the managers do not like their subordinates to ask questions. The new CEO from outside the company looks at the problem and ordered managers to share information across different departments (Jones, 2010, p36). Organizational design is a continuous processes because globalization, technological breakthrough and tough competition is continuously changing the way organization work and new forms of organizational designs are emerging such as learning, virtual, cellular, alliance, network, modular or spaghetti etc. (Burton, DeSanctis and Obel, 2006). Organizations have limited resources, have internal constraints, external pressures and even face conflicting goal situations and organizational design makes the balance between internal and external pressures (Jones, 2010), manage the resources in such a manner that it will achieve high performance and give best possible outcomes (Daft, Murphy and Willmott 2010, p22). It also increases productivity, allows innovation and gives competitive advantage. When organizations are not performing, managers redesign and restructure the organization so that it will reveal its potential. There is no specific best design for organizations it emanates from overall vision of organization. What will happen if there is no design in company? A Brazilian company Semco has no organizational design, structure, charts, hierarchy, goals and mission statement but still performing well and making profits (Semler, 2007). But Semco has only 150-200 employees, when organizations grow and expands, employ large n umber of people then gradually it becomes more complex. If a manager puts less attention, a flawed design will emerge and it hinders productivity. The factors managers should take into account while designing the organization are vision, strategy, size, environment, communication, control and incentive systems. Finally have a fact in mind that organizational behavior is result of organizational design. REFERENCES Burton, R. M., DeSanctis, G. and Obel, B. (2006) Organizational Design A Step-by-Step Approach. Cambridge University Press, New York. Daft, R. L., Murphy, J. and Willmott, H. (2010) Organization Theory and Design. Andover: South-Western/Cengage Learning. Jones, G. (2010) Organizational Theory, Design and Change. 6th edn. Upper Saddle River, N.J: Pearson/Prentice Hall. Nadler, D. A. and Tushman, M. L. (1998), Competing by design, Executive Excellence, vol. 15, no. 8, pp. 12-12. [Online] Available at http://search.proquest.com/docview/204590420 (Accessed 22 November 2012) Semler, R. (2007), Out of this world: Doing things the Semco way, Global Businesses and Organizational Excellence, vol. 26, no. 5, pp.  13-21. [Online] DOI:  10.1002/joe.20161 (Accessed 30 November 2012) Sargent, A. and McConnell, T. (2008), Practical approaches to organization design,  CMA Management,  vol. 81, no. 9, pp. 22-25. [Online] Available at http://search.proquest.com/docview/197815281 (Accessed 22 November 2012) In what ways is the managerial role changing in the 21st Century? The economic fluctuations, change in technology, increasing socializations and demands for employees codetermination is continuously posing challenges to managers (Agthe, 1972) and in past two decades managerial roles had been gone through a notable transformation (Pearson and Chatterjee, 2003). The modern management has seen the shift from dictatorial style to team based approach. Top managers do not only stay in corporate offices but they handle employees from ground levels like Costcos top managers works and administer employees from retail floor (Buffington, 2009). Managers now empower, motivate, educate and coach their subordinates and manage resources strategically. If subordinates do not satisfy with the role of their managers then there is a high employee turnover in organization. The number one reason for which employee leaves job in USA is because of dissatisfaction with their managers and immediate bosses, found in Gallup survey of over 1 million employees (AgriMarketing, 2009). Managers guide and control their subordinates but on the same time take orders from top management; they transfer the vision of top management to employee and communicate goals and objectives. Adam Smith argued managers play unimportant role in organizational performance (Horowitz, 1994) and they just adds hierarchical levels, raise cost and put burdens on organization. But as we have seen in past, managers make organizations economically and technically effective, they manage inputs and processes to maximize the output (Bern et al, 2009). They deals with human, physical and financial resources, makes work done by others and make the job of others easy, practical and possible through demonstrating their competencies in terms of knowledge, skills and abilities. The traditional approach states that managers in organizations perform four general roles planning, organizing, leading and controlling. Mintzberg (1980) had suggested ten managerial roles and are categorized in three d imensions; the first is interpersonal which includes liaison, leader and figurehead. Second is decisional which includes disturbance handler, resource allocator, negotiator and entrepreneur. The last dimension is informational which includes monitor, spokesperson and disseminator. In addition Douglas  McGregor mentioned two styles of managers. Theory X in which managers push employees to do work, think employees are lazy, show dictatorial role and perform hard management practices. Whereas managers in Theory Y feels employees enjoy their work, wish to grow and that is why managers select soft management practices (Holloman, 1974; Weisbord, 2011). It is not necessary that traditional management roles only improve productivity. In 1914 Ford doubled wage rates from $2.5 to $5 and shortened work hours from nine to eight hours, the result was high productivity and cost went down. It was an out of box phenomenon practiced by managers in Ford. In 21st Century, the managers are seen as ca talyst; have a strong impact on profitability and policies, they are more adaptable, proactive, innovative, mobile and committed (Eric, 1998) for minimizing the threats and grabbing the opportunities. Managers also start giving attention on cultural diversity issues, work life balance, equality, strong laws and regulations affecting organizations which has been given less attention in past. REFERENCES Agthe, K. (1972) The changing role of Europes managers, Business Horizons, vol. 15, no. 6, pp. 89-94. [Online] Available at http://www.sciencedirect.com/science/article/pii/0007681372900675 (Accessed 1 December 2012) Bern, D., Leeds, M., Leeds, E., and Mondello, M. (2009), The Role of Managers in Team Performance,  International Journal Of Sport Finance, vol. 4, no. 2, pp. 75-93. [Online] Available at http://web.ebscohost.com/ehost/detail?sid=db8b93aa-e99d-4788-ad67-bbe34d70cf93%40sessionmgr113vid=1hid=112bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=s3hAN=40508510 (Accessed 1 December 2012) Buffington, J. (2009), Rethinking Management for the 21st Century,  Industry Week,  vol. 258, no. 9, pp. 54. [Online] Available at http://search.proquest.com/docview/219760478 (Accessed 2 December 2012) Eric, R. G. (1998) The compleat manager, 21st century style.  Management Review, vol.  87, no. 1, pp. 9-9. [Online] Available at http://search.proquest.com/docview/206689809 (Accessed 2 December 2012) Holloman, C. R. (1974) What McGregor Really Said, Business Horizons, vol. 17, no.6, pp. 87-92. [Online] DOI: 10.1016/S0007-6813(74)80014-5 (Accessed 2 December 2012) Horowitz, I. (1994) On the manager as principal clerk, Managerial and Decision Economics, vol.  15, no. 5, pp. 413-413.   [Online] Available at http://search.proquest.com/docview/206626208 (Accessed 2 December 2012) Mintzberg, H. (1980) The nature of managerial work. Englewood Cliffs; London: Prentice-Hall. Pearson, C. A. L. and Chatterjee, S. R. (2003) Managerial work roles in Asia: An empirical study of Mintzbergs role formulation in four Asian countries, Journal of Management Development, vol. 22, no. 8, pp. 694-707. [Online] DOI: 10.1108/02621710310487864 (Accessed 2 December 2012) Weisbord, M. (2011),Taylor, McGregor and me, Journal of Management History, vol. 17, no. 2, pp. 165-177. [Online] DOI: http://dx.doi.org/10.1108/17511341111112578 (Accessed 2 December 2012) (2009), A Managers Role,  AgriMarketing,  vol. 47, no. 4, pp. 18-18. [Online] Available at http://search.proquest.com/docview/214008047 (Accessed 1 December 2012) In your view, does team working enhance or detract from enhanced organizational performance? Illustrate your key arguments with organizationally based examples. According to Oxford Dictionary Teamwork is the combined action of a group, especially when effective and efficient. Whereas Team is collection of more than one individual strive to achieve goals, they had a coordination of activities and had a specific performance objectives (Conti and Kleiner, 1997). People rarely work in isolation; they work as teams in organizations. In USA nearly 80% of organizations (having more than 100 employees) organized some employees to work in teams (Bishop and Mahajan, 2005; Plessis, 2011). Organizational performance depends on what are the objectives of organization and can be seen as productivity, higher outputs, financial and operational results (Delarue et al, 2008). Team works for achieving their objective and on the same time it contributes in organizational performance (Bishop and Mahajan, 2005). Managers increasingly organize work around teams because it gives synergy; give greater level of performance as compare to the individual input (Fincham and Rhodes, 2005, p276). Boeing gathered members of design team from dozen countries for its 777 project and synergy is clearly observed in outcomes of teams. The new Boeing is 33% fuel efficient and 25% less costly (Benson-Armor and Hsieh, 1997). It is also important to mention social loafing; the sum of team efforts can be less than the sum of individual efforts, individual puts less efforts when team expands. Teamwork also raises the level of trust because employees depend on each other for completing tasks and projects. According to SHRM (Strategic Human Resource Management) theories, a well-planned HR system which usually includes teamwork will raise employee satisfaction, motivation and commitment which results in positive behavioral changes and leads to enhanced organizational performance (Delarue et al, 2008). On the other ha nd, team often leads to negative results such as conflicts, poor decisions and low productivity (Campion et al, 1993), which harms organizational performance. Buchanan and Huczynski (2007, p284) mentioned overall success of a company is depending on performance of teams working in it. Effective team leads to enhanced organizational performance. According to Guzzo and Dickson (1996), the effectiveness of team depends on goals, team cohesiveness, composition, leadership and motivation. It is important to keep the team on track, the reason for their existence. Teams exist to achieve goals objectives, they exist to perform tasks and it is the major reason for creating teams (Ilgen, 1999). The second performance-dependent factor is team cohesion, the more cohesive team leads to higher performance and teams with cohesion are efficient and effective. Smith et al (1994) found the positive correlation between team cohesion and financial success when he studies the cohesiveness in top management teams. The team composition means the characteristics and nature of team members. Campion et al (1993) mentioned composition is process of designing the te am in terms of the size, heterogeneity, flexibility, tasks and roles of members. Effective teams are of relative size, highly flexible, heterogenic in term of skill and experience especially when tasks are diverse and need different expertise (Hillmann, 2005). He showed through empirical study that composition of team leads to effectiveness. Leaders can also affect the performance of team, sometimes the higher expectations of leaders regarding team performance raise the actual performance of team and leaders often intervene in team processes only to boost the individual performance of members (Guzzo and Dickson, 1996). On the other hand unrealistic expectations may makes members of teams frustrated and often put them in stress. The last factor is motivation; it can be individual or group level motivation. Teamwork raise work morale and the level of involvement of members, whereas incentives and rewards for team performance can raise group level motivation. The 385 employee company S helby Die Casting, automobile manufacturing in Mississippi is 16 months away from closure, for saving the company employees had been organized into workplace teams. The result of teamwork is clearly observed, scrap reached to 12% (which was 40% two years ago) and performance is up, this teamwork saves the company from closure (Caudron, 1994). Another example is of Wellman International, a 450 employee company manufactures synthetic fiber. They improved quality and solve problems by implementing effective teamwork (Ingram, 1996). Guzzo and Dickson (1996) had also challenged the assumption that improvement in team performance simply leads to organizational performance is not always true. Sometimes teams are working well but results are not seen in larger organizational context. If the company invests in IT infrastructure, it may increase team performances but it does not imply that it will have an effect on organizational performance. Team-Organization relation is very vital, the positive changes in team results in organizational performance. On the other hand changes in organization also affects working of teams exist in it. Nurmi (1996) claimed that teams often slow down the decision making process, if members are not empowered. Teams also face conflict situations and they spent huge amount of their time and efforts in resolving conflicts. Teams spend their time in improving communication and attending team meetings which divert them from their original goals, conflict is linked with low effectiveness in org anizations (Dennis et al, 1999). Consensus and compromises are usually seen in teams for resolving conflict scenarios. Team concept is not necessarily applicable in all type of organizations. Gosen Corp organized its employees in cross functional team but after eight years employees did not find the reason for working in team when they are performing well individually and team concept is very ambiguous in company (Caudron, 1994). Caudron, S. (1994) argued bringing the individuals in a group creates barrier for achieving success. Individuals are often become an obstacle in implementing teams, they do not want to be a part of team, rather likes to perform tasks alone and shows reluctance for taking responsibility and decision making, These reluctant employees can be a reason for low performance (Berman, 1999). If the individual employees are organized in teams they look for their interest such as career and salary and they do not put more attention on team objectives. From HR perspective, hiring individuals is easy but getting those individuals perform in teams is hard. Lencioni (2006) had explained the problems in team and explained factors of team dysfunction such as lack of trust, fear of conflict, commitment issues, absence of accountability and inattention to results. These problems are affecting the performance of organization and hard to manage but still they are curable. In present era, teams have become an essential element in organization. Teamwork assists management, improves communication, encourage innovation, save time and hence enhance organizational performance (Nurmi, 1996). For making team perform and make them feel their higher potential, UK organizations invest heavily in team building exercises (Read, 2007). Organizations can work effectively only if there is strong collaboration and coordination among its team members (Mullins, 2011; Brooks, 2009). The self-assessments tool should apply in teams; each team member feels accountable for their work and evaluates their performance critically and member should give feedback to one another. Team roles should be clear among members and managers should make sure that there will no role clashes (Belbin, 2010). Another tool is Gap Analysis; the gap between current position and what should be the future position of tasks and goals then plan accordingly to lower down the gap. If teams are designed, managed and evaluate very well it will give better results and leads to higher organizational outcomes.

Chemical Constituents From Lepidogrammitis Drymoglossoides

Chemical Constituents From Lepidogrammitis Drymoglossoides Li-Yuan Zhang, You-Heng Gao*, Ling-Zhi Ren , Ming-Zhu Wan, Teng-Hua Wang ABSTRACT This report is related to phytochemical investigation about a Chinese fern Lepidogrammitis drymoglossoides. Based on spectroscopic analysis including UV, MS, 1H and 13C-NMR as well as their chemical and physical properties, their structures were identified to be ÃŽ ²-ecdysterone (1), stigmasterol (2), physcion (3), emodin (4), umbelliferone (5), scoparone (6), aesculetin (7), caffeic acid (8), ferulic acid (9), protocatechuic acid (10), pyrocatechualdehyde (11), gallic acid (12), 4-hydroxybenzoic acid methyl ester (13), docosanyl tetracosanoate (14). Compounds 4-6, 9, 12-14 were isolated from the genus Lepidogrammitis for the first time. Keywords: Polypodiaceae; Lepidogrammitis; Lepidogrammitis drymoglossoides; anthraquinones; coumarins; phenolic acids 1. Subject and source Lepidogrammitis drymoglossoides (Baker) Ching is a member of Polypodiaceae family, which is widely distributed in the south of Yangtze River basin and other provinces in southern China, especially in Guizhou, Fujian, Hubei, Guangdong, Guangxi provinces. The whole grass of Lepidogrammitis drymoglossoides was collected from Xinhui City, Guangdong province, P. R. China, in October 2011. The specie was identified by Prof. Chao-Mei Pan, Department of Pharmaceutical Botany, Guangzhou University of Chinese Traditional Medicine. A voucher specimen (LY 20111023) has been deposited with the Laboratory of Phytochemistry, Department of Phytochemistry, Guangzhou University of Chinese Traditional Medicine, Guangdong, P. R. China. The whole grass was smashed by an electrical grinder and dried in a drying oven under the temperature of 60 before extraction. 2. Previous work The medicinal plant is extensively used in the treatment of pharyngalgia, pulmonary tuberculosis, rheumatism arthritis, lymphnoditis, cholecystitis, urolithiasis, traumatic injury, hypertension and furunculosis bloated by the ethnic minorities of Miao, Yao, and Tong (He and Xu, 2007; The Editorial Committee of Chinese Materia Medica, 1999). Previous works revealed that the main chemical component of Lepidogrammitis drymoglossoides is steroids and phenolic acids, triterpenes, anthraquinones and amides are also included (Li Zhifu, 2011). However, little is known concerning the phytochemistry of the specie, especially the bioactive substances, and yet no method has been proposed for the standardization of this herb, which limits the exploitation and commercialization of these medicinal plants. 3. Present work The dried whole grass of L. drymoglossoides (21 kg) was extracted with 95% EtOH two times (each for 2 h) by usingheatingcircumfluencemethod. The extracts were concentrated under reduced pressure to a crude extract, which was further dissolved in water and extracted successively with petroleum ether (P), chloroform (CHCl3), EtOAc and n-BuOH to yield 239.5 g, 132 g, 56 g and 122.5 g of the corresponding extracts, respectively . The petroleum ether fraction (100 g) was chromatographed over silica gel column using P/EtOAc (100:1-0:100) to give 8 fractions (Fr.1-8) based on TLC analysis. Fr.4 was separated on silica gel CC by eluting with P/EtOAc (30:1), and then was purified repeatedly by Sephadex LH-20 column with CHCl3/MeOH (1:1) to obtain 2 (18.4 mg). The chloroform fraction (100 g) was subjected to a silica gel column chromatography (CC) with the gradient (P/EtOAc 100:0–0:100) as eluants to afford 9 fractions (Fr.1-9) based on TLC analysis. Fr.1 was separated on silica gel CC by eluting with P/EtOAc (100:1-0:100), and then was purified by Sephadex LH-20 column with CHCl3/MeOH (2:1) to obtain 3 (18.4 mg).Fr.2 was submitted to silica gel CC eluted with P/EtOAc gradient (100:1, 50:1, 0:1) to give 5 sub-fractions (Fr.C1-C5). Fr.C2 was purified by Sephadex LH-20 column with CHCl3/MeOH (1:1) as eluant to yield 14 (102 mg). Fr.9 was separated on silica gel CC by eluting with P/EtOAc (10:1, 5:1, 1:1, 0:1), and then was further separated by semi-preparative RP-HPLC with mobile phase of CH3CN/H2O (55:45) to afford 4 (mg). The EtOAc fraction (50 g) was subjected to a silica gel CC with using gradient mixtures of CHCl3/MeOH (100:0-0:100) as eluants to afford 10 fractions (Fr.1-10) based on TLC analysis. Fr.2 was submitted to silica gel CC eluted with CH2Cl2/MeOH gradient (100:0-0:100), and then was purified by Sephadex LH-20 column with CHCl3/MeOH (2:1) to obtain 6 (18.4 mg). Fr.3 was subjected to a silica gel CC with using gradient mixtures of CH2Cl2/MeOH (100:0-0:100) as eluants to produce 13 (18.4 mg). Fr.4 was separated on silica gel CC by eluting with CH2Cl2/MeOH (200:1-0:100), and then was purified by Sephadex LH-20 column with CHCl3/MeOH (1:1) to obtain 11 (18.4 mg). Fr.5 was subjected to silica gel CC eluted with CH2Cl2/MeOH (70:1-0:1) to give 4 sub-fractions (Fr.E1-E5). Fr.E2-3 was resubjected to silica gel CC eluting with CH2Cl2/MeOH (50:1-0:1), and then was purified by Sephadex LH-20 column with CHCl3/MeOH (1:1) to obtain 5 (18.4 mg). Fr.E4 was resubmitted sequentially to silica gel CC elutin g with CH2Cl2/MeOH (50:1-0:1), Sephadex LH-20 column with CHCl3/MeOH (1:1) as eluent repeatedly, and preparative TLC with mobile phase of CHCl3/MeOH/ CH2O2 (20:1:0.2) to afford 7 (18.4 mg). Fr.6 was separated on D101 macroporous resin (MeOH/H2O, 0:100, 50:50, 70:30, 100:0) to yield four main fractions(Fr.E1-4). Fr.E1 was then seperated on a reversed-phase C18 column (MeOH/H2O, 0:100-100:0) to give 4 sub-fractions (Fr.ER1-4). Fr.ER1 was subjected to silica gel CC eluted with CHCl3/MeOH (30:1, 20:1, 10:1, 0:1) to give 4 sub-fractions (Fr.ERC1-4). Fr.ERC3 was chromatographed over silica gel column using CH2Cl2/MeOH (30:1-0:1) and followed by Sephadex LH-20 CHCl3/MeOH (1:1) as eluent to produce compound 9 (18.4 mg) and 10 (mg). Fr.ERC4 was further separated by semi-preparative RP-HPLC with mobile phase of CH3CN/H2O-0.3%CH2O2 (20:80) to afford compound 8 (18.4 mg). Fr.8 was separated by D101 macroporous resin (MeOH/H2O, 0:100, 30:70, 50:50, 70:30, 100:0) to yield 5 fractions (Fr.ED1-5). Fr.ED2-3 was submitted successively to silica gel CC eluting with CH2Cl2/MeOH (50:1-0:1), silica gel CC eluting with CH2Cl2/MeOH (30:1-0:1), reversed-phase C18 column (MeOH/H2O, 0:100-100:0), Sephadex LH-20 column with CHCl3/MeOH (1:1) to afford 1 (18.4 mg) and 12 (mg). By comparison of the 1H and 13C NMR spectra data with those reported, compounds 1-14 (Fig. 1) were identified to be ÃŽ ²-ecdysterone (1) (Wu et al., 2006), stigmasterol (2) (Wu et al., 2008), physcion (3) (Qin and Liang, 2013), emodin (4) (Wei et al., 2012), umbelliferone (5) (Zheng et al., 2011), scoparone (6) (Chen et al., 2012), aesculetin (7) (Qian et al., 2007), caffeic acid (8) (Huang et al., 2013), ferulic acid (9) (Wei et al., 2014), protocatechuic acid (10) (Zheng et al., 2006 ), pyrocatechualdehyde (11) (Zhou and Yang, 2008), gallic acid (12) (Li et al., 2012), 4-hydroxybenzoic acid methyl ester (13) (Zhang et al., 2011), and docosanyl tetracosanoate (14) (Zhang Qian, 2010). 1 2 3: R=CH3 4: R=H 5: R1=H, R2=H 8: R=H 10_R1=H, R2=OH 13 6: R1=OCH3, R2=CH 9: R=CH3 11: R1=H, R2=H 7: R1=OH, R2=H 12: R1=OH, R2=OH 14 Fig.1. 14 compounds from Lepidogrammitis drymoglossoides. 4. Chemotaxonomic significance The main chemical component types of L. drymoglossoides in previously research are steroids and phenolic acids. This current research discusses the isolation and identification of a series of chemical constituents from L. drymoglossoides, compounds 1-14 were classified as steroids (1, 2), anthraquinones (3, 4), coumarins (5-7), phenolic acids (8-13) and fatty acids (14). Among them, compounds 4, 5, 6, 9, 12, 13, 14 were isolated from this species for the first time. In addition, compounds3, 4, 5, 6, 7, 9, 12, 13, 14 have not been reported in any species of the genus Lepidogrammitis. And also this is the first report of compounds 3, 4, 5, 6, 7, 9, 12, 13, 14 from the family Polypodiaceae. There are about 5 species in the genus Lepidogrammitis which are both native to China, and only one specie spreads to India, Burma, Laos and Vietnam (Kunming Institute of Botany, Chinese Academy of Sciences, 2005). L. drymoglossoides mentionedabove is the only one that be studied up to now. To the best of my knowledge, other species in genus Drynaria, Pyrrosia Mirbel and Lepisorus from the family Polypodiaceae have been studied more in recent years home and abroad. Drynaria mainly contains flavones, triterpenoids and phenylpropanoids. Thechemicalcomponentsisolated from Pyrrosia Mirbel include mainlyflavonoid glycosidesand xanthanes. Several of the compounds isolated in this study have been previously isolated and identified from genus mentionedabove. For example, ecdysterone (1) were isolated from L. marginatus, L. thunbergianus, L. longus, L. contortus, L. macrosphaerus, L. albertii and L. ussuriensis (Zhang et al., 2012; Xu Dongying, 1997; Yao et al., 2004; Zhang Xiaojing, 2012; Ch oi et al., 1999). Stigmasterol (2) has been identified from P. calvata (Zheng et al., 1999) and P. gralla (Zheng et al., 1998) while caffeic acid (8), protocatechuic acid(9) and protocatechuic acid(10) have been obtained from R. Drynariae, P. petiolosa and P. sheareri (Han and Wang, 1984; ShanghaiFirstMedical College, 1973; Liang et al., 2010; Wang et al., 2003). But there are no reports of physcion (3), emodin (4), umbelliferone (5), scoparone (6), aesculetin (7) in the family Polypodiaceae. In addition, coumarins is a rare constituent in ferns though previously obtained from Polypodium hastatum Thunb., a fern of the same family Polypodiaceae (Yao et al., 2012). Identification of these class of anthraquinones (3, 4) and coumarins (5-7) indicates that they would be used as chemotaxonomic markers for the species L. drymoglossoides within the family. And this investigation may supply characteristic constituents in this genus. But more phytochemistry studies on it are needed. Acknowledgements This project was financially supported by a grant from Zhongshan Science and Technology Planning Project of Guangdong province (No. 20113A082). References He S.Z., Xu W.F., 2007. Traditional Chinese medicine resources in Guizhou, Guizhou, 192. The Editorial Committee of Chinese Materia Medica, 1999. Chinese Materia Medica, Shanghai, 229-231. Li, Z.F., 2011. Chemical constituents and Antituberculous activity Study of Lepidogrammitis drymoglossoides (Baker) Ching. GuiYang College of Traditional Chinese Medicine, GuiYang. Wu, J.J., Wang, H., Ye, W.C., Zuo, X.F., Zhao, S.X., 2006. Journal of China Pharmaceutical University. 37, 487-490. Wu, X., Xia, H.L., Huang, L.H., Chen, D.D., Chen, J.Y., Weng, H.T., 2008. Journal of Chinese Medicinal Materials. 31, 990-992. Qin, C.M., Liang, H.X., 2013. Chin J Mod Drug Appl, Jan. 7, 1-2. Wei, H., He, C.N., Peng, Y., Ma, G.X., Xiao, P.G., 2012. China Journal of Chinese Materia Medica. 37, 1249-1253. Zheng, Z.G., Wang, R.S., Tang, D., He, B., Gu, P., Duan, T.T., Zhu, Q., 2011. Nat Prod Res Dev. 23, 399-400,403. Chen, B.C., Cai, G.M., Yuan, Y., Li, T.T., He, Q., He, J.F., 2012. Chinese Journal of Experimental Traditional Medical Formulae. 18, 98-100. Qian, Z.M., Li, H.J., Qi, F.F., He, Q.H., Li, P., 2007. Chin Pharm J. 42, 1132-1134. Huang, J., Wang, G.C., Li, T., Li, Y.L., Ye, W.C., 2013. Chinese Traditional and Herbal Drugs. 44, 1237-1240. Wei, L.B., Chen, J.M., Zhou, G.X., 2014. Nat Prod Res Dev. 26. 43-46, 59. Zheng, W., Zhou, C.X., Zhang, S.L., Weng, L.J., Zhao Y., 2006. China Journal of Chinese Materia Medica. 31, 892-894. Zhou, Z.J., Yang, J.S., 2008. W C J.P S. 23, 265-266. Li, Y.Q., Lei, X.X, Feng, Y.L., Xu, Q.M., Xu, L.Z., Yang, S.L., 2012. Chin Pharm J. 47, 261-264. Zhang, Z., Xiao, H., Jin, X.F., Yang, Y.S., Liu, G.M., 2011. Lishizhen Medicine and Materia Medica Research. 22, 1040-1041. Zhang, Q., 2010. The Studies on the Chemical Constituents in leaves of Sorbus tianschanica Ruper. Xinjiang Medical University, Urumchi. Kunming Institute of Botany, Chinese Academy of Sciences. 2005. Flora Yunnanica, Beijing. 21, 341. Zhang, X.J., Ma, J., Zhu, Z.Z., Zhang, H., 2012. Chinese Journal of Spectroscopy Laboratory. 29, 1832-1837. Xu, D.Y., 1997. Information on Traditional Chinese Medicine. 20-21. Yao, Z.S., Xiong, Y.K., Yu, B., 2004. Journal of Chinese Medicinal Materials. 27, 718-721. Zhang, X.J., 2012. Research about the extraction of chlorogenic acid from 5 plants in Lepisorus and the antioxidant activity of alcohol extract. SHAANXI NORMAL UNIVERSITY, Xian. Choi, Y.H., Kim, J., Choi, Y.H., 1999. Phytochemistry. 51, 453-456. Zheng, X., Yu, L., Liao, R.F., Zhu, B.Y., Xu, Y.L.,Xu, J., 1999. Chinese Traditional and Herbal Drugs. 30, 253-254. Zheng, X., Xu, Y.L., Xu, J., 1998. China Journal of Chinese Materia Medica. 23, 98-99. Han, J.S., Wang, M.S., 1984. Journal of Nanjing College Pharacy. 15, 40-43. ShanghaiFirstMedical College, 1973. Journal of Pharmaceuticals. 1-13. Liang, Y.H., Ye, M., Zhang, L.Z., Li, H.F., Han, J., Wang B.R., Guo, D.A., 2010. Acta Pharmaceutica Sinica. 45, 874-878. Wang, N., Wang, J.H., Cheng, j., Li, X., 2003. Journal of Shenyang Pharmaceutical University. 20, 425-427. Yao, H.K., Duan, J.Y., Ai, F.W., Li, Y., 2012. Biochemical Systematics and Ecology. 44, 275-278. [1]Corresponding authors. Tel.:+86 20 39358083. E-mail addresses: [emailprotected](Y.-H. Gao).

Two Characters from J.B.Priestley’s play, An Inspector Calls :: English Literature

Choose two characters from the play. With careful analysis of relevant sections of An Inspector Calls, show how Priestley wants us to react to them in different ways, and give reasons for these differences Priestley’s socialist views are reflected in his play-written in 1945 but set in 1912- just before the first of many imperative and decisive events such as World War 1, World War 2 and who could forget , the sinking of the not so resilient cruise liner; Titanic- â€Å"An Inspector Calls†. Priestley wants everyone to work together and have no boundaries between them any longer. Believing that we are all responsible for each others actions and that we should learn from lapses in the past and act upon them is a key element in Priestley’s socialist beliefs. By learning these mistakes it would create a superior and more established hope for the future. â€Å"An Inspector Calls† is a moralizing glance at the site and situation of one family, the Birlings. Priestley uses his play as a vehicle to express his moral and social concerns; that if we do not begin taking responsibility for each others actions, there will be no hope, no foundation and most importantly no future. The characteristics of this family are chosen carefully and accurately. The â€Å"older generation†, Mr Birling is described as a â€Å"prosperous manufacturer† who believes that â€Å"a man has to mind his own business and look after himself† and should not get involved in â€Å"community and all that nonsense†. He is a very pretentious, egotistical and typical man of 1912. The moment in time when Priestley decided to write the play couldn’t have been more perfect, and is where he uses Mr Birling to express the naà ¯ve and pugnacious capitalist views in his rather long and â€Å"portentous† speeches. His speeches consist of how none of these things will ever happen. â€Å"†¦I say there isn’t a chance of war† and the Titanic is â€Å"†¦unsinkable, absolutely unsinkable† and not to overlook that the world would have â€Å"forgotten all these Capital versus Labour agitations†, which are obvious signs of dramatic irony. Whereas Sheila, the â€Å"younger generation† is rather â€Å"pleased with life†, which shows her vulnerability to be easily divorced from her engagement festivity. Because she is young and still learning new and â€Å"squiffy† terms, Priestley chooses her to change and develop, in hope that people will become more socialist in the near future. Sheila is a more compatible person who eventually changes her views as the play progresses. In the beginning of the play â€Å"the general effect is substantial and heavily comfortable, but not cosy and homelike†. We are made to feel that this is an environment with an array of surprises lying ahead.

The Place of Strategic Dialogue in Collaborative Learning :: Peer Tutoring Tutor Tutors Essays

The Place of Strategic Dialogue in Collaborative Learning The tutorial interaction in writing centers provides beginning writers with an essential element not found in other types of student-helper interaction. Unlike the usual colloquium that occurs in most classrooms, tutoring offers a one-on-one setting whereby a student can directly consult with, discuss, and turn to an experienced peer for help with as many steps of the writing process as possible. This unique setting offers a chance for tutors to address students’ individual needs using strategic dialogue. Kenneth A. Bruffee talks about the important facets peer-to-peer dialogue brings to the tutorial setting. In his essay, Peer Tutoring and the ‘Conversation of Mankind,’ he discusses conversation and its place within the context of â€Å"collaborative learning.† Bruffee argues that â€Å"thought and writing are special artifacts grounded in conversation. As such, both are fostered by teaching that emphasizes conversational exchange among peers† (Intro, 3). He believes that thought originates in conversation. In general, conversation is a social artifact that can be internalized to encourage thought. Bruffee values peer tutoring so much because, as he said, it "provides a social context in which students can experience and practice the kinds of conversation that academics most value† (7). The dialogue that takes place between tutor and student fosters this kind of thought-provoking conversation. The interaction is one of a kind because it provides a uni que setting whereby â€Å"status equals, or peers† (Bruffee, 8) can discuss matters that are closely at the heart of the writing process. Emily Meyer and Louise Z. Smith, writers of The Practical Tutor, agree with Bruffee on the special contribution peer-to-peer tutoring grants to the process of writing. In their chapter called ‘Engaging in Dialogue,’ Meyer and Smith support Bruffee when they say, "the tutorial conference is an ideal format for such stimulation because it is truly dialogical† (28). This aspect is unique in two ways in that first, it provides the necessary one-on-one component that beginning writers don’t get when they sit in class among several other inexperienced writers. Second and more important, the dialogue that takes place between tutor and tutee stimulates thought that is originated in conversation. According to Bruffee, â€Å"The kind of conversation peer tutors engage in with their tutees can be emotionally involved, intellectually and substantively focused, and personally disinterested" (7). Conversation, in this sense, becomes an ideal way by which inexperienced wr iters can let out their thoughts, opinions, and feelings on a given topic.

Prerequisites for Marketing Essay

In order for any organization or company to successfully market their product there are certain prerequisites that must be met. The first thing needed, is for there to be at least two parties that have a certain need which is not being met. It could be Senior that needs some daily social outlet; and an Adult Day Care that is looking to offer seniors a social outlet, included in this prerequisite there must clearly be an exchange transpiring between the two parties; The Adult Day Care will offer the senior a social outlet in exchange for a reimbursement from the seniors Insurance. The second prerequisite obviously is for one party to have the desire, or the means to fulfill the other parties needs. Last but not least there needs to be some sort of communication between the two parties, where each one learns of the others existence, and wants. A politician running for Governor must find out what the people that live in the state he is running for want. If the politician feels that the people in the state want marijuana to be legalized then he should run campaign ads saying that he will legalize marijuana. He should speak at college campuses, and hold events at places where there is known to be a high usage of marijuana use. The politicians need is to become Governor; the people’s need is for marijuana to be legalized. The politician will be able to facilitate the peoples need if they facilitate his – voting for him. A consumer that seeks physical therapy, must first make sure he has sufficient funds to pay for his physical therapy. Either from his own private funds, or he has an Insurance that will cover the costs for his physical therapy. Then he must find a rehab center that will offer him the specific physical therapy that he needs. There are several factors that a company needs to look into before choosing health coverage for its employees. The first thing is to see if the employees are willing to work without getting health benefits. If you can get good employees that don’t demand health benefits, then there is no need for the company to spend the money, providing them with health care. If the only way you can get good qualified employees, is by providing them with health care.

Importance of Time Management Essay

Time management is important in any situation and most people have difficulty getting started. Time management is a skill that you have to learn. Time management is a life style. The best place to begin working on time management is by changing your behaviors and your environment. The definition of time management is: getting everything done in the allotted amount of time. It is a budgeting process of effectively using the time you have and getting rid of â€Å"useless† time. Organizing your activities in a sequence that best utilizes your time. Time management includes your personal life and business life. Time management is efficiency of your time. Analyze your current time and think how you can make better use of your time. One of the greatest assets a business can have is an employee who uses his or her time to its fullest potential. Time management is not an instinct, and instead, must be learned. Unfortunately, few schools or parents teach children basic time management skills. Using time wisely allows a person to complete tasks in an allotted time period, take on additional work, or spend more time with family. There are many things in an office environment that prevent effective time use. Interruptions are time-wasters, especially since items one may consider urgent are not necessarily important. There is no way to preplan the time and duration of an interruption, which may cause a loss of train-of-thought, difficulty concentrating, or complete memory lapse. Although it is difficult to avoid interruptions, there are methods for limiting their duration and impact on your schedule. In his book, The Effective Executive, Peter Drucker describes the technique of an executive for whom he once worked. Drucker met with the executive once per month, for an hour and a half. The meetings were never interrupted because the executive pre-planned a half-hour of time after the meeting in which to retrieve messages and return calls. The executive believed that there was no crisis in his business which could not wait 90-minutes. Additional suggestions for avoiding or limiting the duration of interruptions include: 1. If possible, rearrange office furniture to form a subconscious barrier between visitors and yourself. Seat yourself in a position where you are able to see the entrance to your space. Place your computer, desk or a table between you and the door. Although system furniture is a popular, cost-effective solution to furnishing open office  areas, it doesn’t lend itself well to this suggestion. 2. When visitors approach you, only turn your head toward them. Leave your body turned toward your task. This posture should inform the interrupter that you are occupied with a task. 3. Request that a receptionist screen calls, especially when meetings or high priority projects are in progress. Shopping mall A shopping mall is a modern, chiefly North American, term for a form of shopping precinct or shopping centre, in which one or more buildings form a complex of shops representing merchandisers with interconnecting walkways that enable customers to walk from unit to unit. A shopping arcade is a specific form serving the same purpose. Many early shopping arcades such the Burlington Arcade in London, the Galleria Vittorio Emanuele II in Milan and numerous arcades in Paris are famous and still trading. However, many smaller arcades have been demolished, replaced with large centers or â€Å"malls†, often accessible by vehicle. Technical innovations such as electric lighting and escalators were introduced from the late nineteenth century. From the late twentieth century, entertainment venues such as movie theaters and restaurants began to be added. As a single built structure, early shopping centers were often architecturally significant constructions, enabling wealthier patrons to b uy goods in spaces protected from the weather.