The Acropolis Essay Example for Free

The Acropolis Essay The Acropolis is the main part of the city of Athens located in 150m above sea level. Since ancient times, art flourished in his part of the city. Temple building had both a symbolic and economic objective. It glorified the gods and the city, which thereby succeeded in overawing the proprietary aristocratic cults that existed in the earlier foundations. In economic terms temple construction meant returning to circulation the money that otherwise would have accumulated in the coffers of the divinities concerned. Acropolis represents a flat-topped rock settled since Neolithic era (6 millennium BC). Further, Mycenaean population settled in this region. In two centuries, Acropolis was occupied by Kylon. For tribes henceforward all looked alike to Athens, set on that plains broad level between the mountains and the sea (Coulton 34). The splendid rock, the famous acropolis, afforded them a strong, capacious citadel; and under the rocks north slope sprang up the nucleus of what later was to be incomparably the largest of Greek towns. Political power was vested in the hands of a landowning aristocracy, the High-born or Eupatrids. From their ranks were yearly chosen the three Archons or executive officials, for civil administration, for religion, and for war. Plutarch, in his life of Pericles wrote of the great Classical buildings on the Acropolis that â€Å"they arose no less towering in their grandeur than inimitable in their grace of form, for the workmen eagerly strove to surpass one another in the beauty of their craftsmanship . . .† (Berve 56). This description shows that Acropolis had a great meaning and significance for Greece.   Acropolis art included literature and sculpture, buildings and painting. The most famous architectural constructions, temples, were located in Acropolis’ slopes. The most important temples were the Parthenon, the Erechtheion, and the Temple of Athena Nike. Temple sacred to Athena Polias’ was built around 6th century BC. There were two temples of Athene, an old and a new. Athenas new temple on the acropolis, and the great Portico which was raised at the entrance to the hill; out of it, too, came the gold and ivory statue of the goddess which stood within the shrine. Such a use of the allies money may seem inexcusable to us; but the ethics of imperialism are never very easy to define. Pericles believed that Athens had a mission to spread artistic culture by such means, and for this reason empire builders too have believed in their own mission and not always in a mission upon so lofty a plane (Berve 67). The temple of Athene had important meaning for Greeks because the climax of the Festival was a procession of ascent to the temple of Athena on the citadel. This temple dated from times long before the tyrant Gelon, there is excellent evidence that he embellished it, adding perhaps the pillars which ran round the shrines exterior, and the sculptured groups of marble figures which adorned its gable-ends. Nor were these the only monuments of his architectural passion (Coulton 76). Peisistratus and his sons rebuilt the Ancient Temple of Athena, with a peristyle of stone. Most unusual is the difference of material in the marble raking cornice, with its hawksbeak bed moulding and a crowning moulding which, though an ovolo, is also painted with a Doric leaf. The sima is likewise of marble, and on the pediments has the ovolo imitated from Corinthian terracotta simas, but on the flanks it retains the old Ionic vertical face with pipe-like spouts at intervals, while the water-spouts carved on the four angle acroterion bases were lion heads at one end, ram heads at the other (Berve 9). For the first time great pedimental groups were carved in marble, and consequently in the round rather than relief, for the technical reason that it was cheaper to construct the tympanium background separately in local limestone; the subjects were, at the east the battle of the gods and giants, and at the rear a combat of animals. The Erechtheum (421-407 BC) was constructed, near the north edge of the Acropolis, in the troubled period after Pericles death when the Peloponnesian War was going badly for Athens and funds were limited. Despite these handicaps, and the extraordinarily difficult architectural problems involved by the necessity of incorporating earlier shrines into the structure, the Erechtheum ranks as the finest of all Greek temples in the Ionic style. It later suffered badly from fires, from adaptation into a Church and then into a Turkish mansion, and from the carrying off of much of its materials for use in medieval and later buildings. This temple had â€Å"porch of maidens† consisted of six female figures as columns (Plommer 34). The greatest temple, the Parthenon (5th century BC) and popular monument, the Propylaea, were in the Dorian style, though they were in many respects different from the Dorian works elsewhere. Leader among the architects was Ictinus, the designer of the Parthenon, Ictinus was assisted in his work on the Parthenon by Callicrates, of whom less is known; and the name of Mnesicles has come down to us as that of the creator of the Propylaea, the Parthenon embrace both Doric and Ionic principles, as well as their distinctive features.   This temple was built on the place of the old temple of Athena. A huge platform of solid limestone masonry 252 feet long and 103 feet wide, attaining at one corner a height of 35 feet above bed rock, â€Å"formed the substructure of the temple; along the south flank it was intended to form a podium rising 7 ½ feet above the graded earth† (Berve 34). Leaving a portion of the platform to form a terrace on all four sides, the three-stepped temple was begun with stylobate dimensions of 77 feet 2 ½ inches by 219 feet 7 ½ inches; the lowest step was of pink Kara limestone, the middle step and stylobate of Pentelic marble. The temple was hexastyle, with sixteen columns on the flanks, all uniformly 6 feet 3 inches in lower diameter except those at the corners, which in accordance with a new system of emphasis were thickened by one-fortieth of the diameter. On the other hand, the archaic practice of reducing the flank spacing was retained. The inner building was tetrastyle prostyle (rather than in-antis) at both ends, the antae being of Ionic form lacking offsets but with base mouldings which were continued along the cella walls (Berve 56). The pronaos gave access to a long cella divided by two rows of interior columns, while through the opisthodomus could be entered what was probably a single large room, the prototype of the west chamber of the Periclean temple (Dinsmoor 48). The chief interest of this temple is that it initiated marble construction in Attica on a large scale, introduced the use of Ionic elements (Ionic frieze which runs around the walls) and the application of delicate refinements in upward curvature and column inclinations, and even contributed much of the material and many of the dimensions for the present Parthenon. When the Persians returned in 480 B.C. they completely destroyed it, the unfinished columns at this time having attained a height of only two to four drums above the stylobate. Also, â€Å"in high relief 92 metopes were carved† (Dinsmoor 48). East and west impediments depict scenes from Greek mythology. â€Å"The metopes of the Parthenon all represented various instances of the struggle between the forces of order and justice, on the one hand, and criminal chaos on the other† (The Parthenon, n.d.).   Pheidias was the maker of the celebrated gold and ivory Athena Parthenos that stood in the Parthenon. There are literary descriptions of this lost statue which inspire us with the belief that the great image was truly free in the Greek sense. There are also, unfortunately, copies of Roman date which can only mislead. When he made the Athena Parthenos in Athens, and later the seated Zeus at Olympia, both of gold and ivory and on the giant scale, he was fulfilling the highest ambition of Greek art which had begun, more than a thousand years before, to make works of ivory and gold (Coulton 74). Under the south-east side of the Acropolis he further planned the building of a magnificent temple to Olympian Zeus. This scheme he never lived to see completed; and before the roof was added, the Athenian people had regained their liberty. The gaunt columns of the arrested work were left simply as they stooda memorial, as it were, of the tyrants frustrated pride and a warning to others who in future days might be tempted to follow in his footsteps (Coulton 73). Similar plans were employed for the earlier temple of   Ã¢â‚¬Å"A† on the Athenian Acropolis. More elaborate was temple A on the Acropolis, with a tetrastyle in-antis faà §ade (Plommer 78-80). In these temples may be seen the characteristic Greek practice of using a different type of anta capital (with the Doric) from that of the column In the entablatures, while the mainland tendency was to leave the metopes uncarved, they were frequently accented by the use of thin slabs of white marble, contrasting with the dark blue or black of the triglyphs and the blues and reds of the taenia below and cornice above. The Hydra gable (belonging to an unknown building on the Acropolis) illustrates the growing Athenian tendency to use sculptured pediments, though here the amount of relief is only 1 inch (Plommer 78-80). Other Athenian temples of this period were the miniature temple E on the Acropolis, unknown as to location (possibly one of three treasuries, including temples B and C, west of the Hecatompedon) though its details obviously imitate those of the Peisistratid temple of Athena, and also its direct antithesis, the huge but frustrated beginning of the great Olympieum by the sons of Peisistratus, abandoned when Hippias was driven into exile in 510 B.C. (Plommer 78-80).. The two lower steps were actually built, as well as the foundations of the second or inner rows of columns, as well as the arrangement of the columns, the outer rows having eight on the fronts and twenty-one on the flanks, with a diameter of 7 feet 11 1/4 inches (Dinsmoor 48). The Acropolis and its temples embodied the best architectural constructions of Ancient Greece. The Acropolis temples represent a architectural importance because of the meticulously detailed representation of a building and unique combination of styles. Works Cited Berve H., Gruben G., Hirmer M. Greek Temples, Theatres and Shrines. Greenwood Press, 1963. Coulton J.J. Greek Architects at Work. Cambridge: Cambridge University Press, 2002. Dinsmoor W.B. The Architecture of Ancient Greece. London: Croom Helm, 1975. The Parthenon n.d. 09 Ma7 2007. http://academic.reed.edu/humanities/110Tech/Parthenon.html Plommer W.H. Ancient and Classical Architecture. Cambridge: Cambridge University Press, 2001.

Managing Multicultural Team Diversity

Managing Multicultural Team Diversity The purpose of this work is to illustrate literature that suggests that member of multicultural team brings all new fresh ideas and approaches to problem solving. Those members however come up with a challenge by also introducing different understandings and expectations regarding team dynamics and integration (Ochieng and price 2009). Dealing with the question of how being attentive to the diversity and creating the structure required for success, a manager can effectively work and same time influence multicultural team diversity. This paper uses a case study of heavy construction engineering projects and its Findings identifies key multi-dimensional factors that either facilitated or limited the effectiveness of multicultural teamwork. The result has implications for managers who work with multicultural teams and are committed to improving team performance and productivity (Ochieng and price 2009). However, it revealed key dimensions to consider but it would not instantly transform multicultural teams into high-performing ones. Originality/value Though the benefits of multicultural teams have been acknowledged, the study helped to develop an understanding that conflict, misunderstanding and poor project performance can occur because of the cultural differences among teams (Ochieng and price 2009). Introduction: While diversity efforts have the potential to strengthen organizational effectiveness and efficiency, and to advance social justice, study has shown that realizing the full benefits of diversity is neither a simple nor a straightforward process. It is quite another to develop a supportive work environment that enables people of diverse backgrounds to perform at their highest levels, contribute fully to the organization and feel professionally satisfied. It is an even greater challenge to integrate fully the varied knowledge, experiences, skills, creativity, perspectives and values that people of diverse backgrounds bring into an organizations strategy, goals, work, products, systems and structures. (Adle and Gundersen 2008) Managing diversity is an on-going process that organises various talents and capabilities which a diverse population bring to an organization, community or society, so as to create a wholesome, inclusive environment, that is safe for differences, enables people to reject rejection, celebrates diversity, and maximizes the full potential of all, in a cultural context where everyone benefits (Rosado 2006). Results have shown advantages and disadvantages (Williams and OReilly 1998, Chevrier 2003). In fact, workforce diversity isnt a competitive organisational strength unless its effectively managed. Allard (2002) founded that diversity itself does not guarantee greater success in business nor does it guarantee qualitative social and creativity improvements. Ancona and Caldwell (1992) explain that difficulty of merging different cognitive styles, attitudes and values, such as those found in teams with diverse members. Diversity if not well managed can create internal processes that slow decision making and keep members distracted from the task. Teams made up of individuals from different thought-worlds may find it difficult to develop a shared purpose and an effective group process. (Worman 2005) The general motivation in growing use of teams is the degree of diversity in the workforce of multicultural organization; multicultural team provides an efficient and flexible way to coordinate production requiring a diversity of skills, talents, and information (Eckel and Grossman 2005) Team diversity may permit greater productivity than could be achieved by individual effort as no individual possess all task-related characteristics necessary to achieve the desired goals. The cross-fertilization possible in a diverse work team leads to more creativity; diverse teams are more effective (Northcraft et al., 1996). Literature review: The emergence of globalization means organizations no longer rely upon the traditional teams. There is a need of people from different cultural background to work together to make global enterprises succeed in the global marketplace (Steers Nordon, 2006) they also founded that Multicultural teams provide an open opportunity to integrate widely differing social, cultural, and organizations perspectives into key decisions that affects the success of all international operations(liaqat et al 2008) The management and development of teams within a global context unavoidably leads to a consideration of diversity and related challenges. For appreciation of international context and development of abilities to understand everyday issues from different cultural perspectives it is essential that managers receives help form organisations. Bartlett and Goshal (1989) identified the main challenge facing organisations intending to work overseas as the introduction of practices, which balance global competitiveness, multinational flexibility and the building of global learning capability. The authors further argued that if organizations have to achieve this balance, they must develop cultural sensitivity and the ability to manage and build future capabilities. The worlds most innovative firms, such as Microsoft, took advantage of diversity by introducing multicultural teamwork as (Ely and Thomas, 2001) diversity increases the number of different perspectives, styles, knowledge and insight s that the team contributes to organizations complex problems. However, team integration requires organisations to value explicitly multicultural teamwork, to adapt to it and use it to generate improvements in work performance and team effectiveness. There are literatures on cultural diversity which examines team members, demographical backgrounds and other such relevant factors to their diverse cultural characteristics, values and discernments ([Ansari and Jackson, 1996].As confirmed by McLeod and Lobel (1992) multicultural team generates more high quality ideas in brainstorming tasks, and when it comes to identifying and solving problems culturally diverse teams perform better than homogenous teams Jackson et al. (1992). And a better utilization of multicultural team by organization yields significant gains in productivity Townsend et al. (1998). For example, Ng and Tung (1998) a multi-branch financial services firm with culturally diverse team gained more financial profits than t o their culturally homogenous counterparts. More recently, Marquardt and Hovarth (2001) established that if the energy and synergy of individuals from diverse culture are managed, organisations could generate creative approaches to problems and challenges that are faced by corporate teams in tasks, they provide their significance for organizations in international marketing activities, expertise to decision making and managerial actions, a greater possibility to implement the decision in a timely manner, there is limited empirical evidence that decision consensus actually leads to decision implementation speed or success (Preim et al 1995). Multicultural Teams in few cases reach to a consensus on a decision by overcoming conflicts but at time of implementation they still face problems, Alternatively when groups smooth over task related disagreements decision consensus suffers because of the remaining latent conflicts among the group members (Preim et al., 1995). Findings of certain studies reveal that communication in multicultural teams fosters the formation of an emergent team culture. Team culture has a straightforward rules, performance expectations and individual perceptions upon which multicultural team develops and depends. Earley and Mosakowski (2000) further confirmed shared individual prospects facilitate communication and team performance resulted from strong emergent culture of effective multicultural team. This also suggests that the performance and team effectiveness can be improved and boosted through the positive effect and trust generated by the perceived shared understanding. Most importantly, the formation of strong emergent team culture can be facilitated by effective interaction among team members Pearson and Nelson (2003). Nonetheless, as multicultural teams are particularly susceptible to communications problems this can affect team cohesion. Individuals in multicultural teams can have different perceptions of the envi ronment, motives and behaviour intentions. Shaw (1981) argued that due to impeded social cohesion the effects of such differences could result in lower team performance. Further research by Evans and Dion (1991), on these two variables showed a positive correlation. Even Elron (1997) asserted that cohesive teams are more efficient and respond faster to changes and challenges. Generally the most common challenge to multicultural teams is Managing cultural differences and cross-cultural conflicts (Elron, 1997). The main cause of conflict is the cultural issues among team individuals because working style of each culture is significantly different from other culture and other reasons are misunderstanding and poor performance (Shenkar and Zeira, 1992). As (Pearson and Nelson, 2003 found there is five important distinctive challenges that managers face are: developing team cohesiveness; maintaining communication richness; dealing with coordination and control issues; handling geographic distances and dispersion of teams; and managing cultural diversity, differences and conflicts). Because of the distinct perception managers from different countries have on environmental opportunity they are likely to translate and respond differently to the same strategic issues or team tasks. To address rapidly changing and complex nature of working environment multicultural teams must improve their ability to combat such external challenges. The sense of belonging to a group gives a growing feeling of safety and comfort to team member in return can enhance the response to task challenges (Schein, 1985). Case study: E.G. Ochieng and A.D.F. Price caries out interviews to the eight organisations that were selected, operated in the energy, pharmaceutical and petrochemical sector. The selected organisations were well balanced in terms of size, status and projects managed, where 20 of the participants interviewed were picked on the basis of project management experience with each having long-standing familiarity in managing large and complex projects over a period of many years, Being familiar with cultural issues empowers project leaders with the requisite knowledge for improving the efficiency of managing multicultural project teams. Addressing the poor performance of multicultural project teams remains an aspiration within the construction industry (Baiden, 2006 Baiden, B.K., 2006. Framework of the Integration of the Project Delivery Team. Unpublished Ph.D. Thesis, Loughborough University.Baiden, 2006). There is mounting evidence and opinion indicating that integrated teamwork is a pri mary key in efforts towards improving product delivery within the construction industry (Egan, 2002). There is a growing trend towards discussing cross-cultural complexity more openly within the construction industry as the demand for international construction projects with multicultural project teams have been exceeding, same time to examine if cross-cultural complexity and cross-cultural communication can be effectively managed, before exploring the effective management of multicultural project teams. The finding shown, that all team member need to trust and understand each other in order to achieve a fully integrated multicultural project team. It is also evident that when it comes to carrying out project tasks all participants favoured collectivism over individualism. The research established that communication in the multicultural teams is a significant factor in the successful completion of heavy construction engineering projects. It is essential for project leaders to ensure that the nature of the interactions do not affect the strength of the relationships between project teams and their ability to transfer knowledge and information required to complete project tasks successfully. As substantiated from the findings, project leaders need to implement a clear and robust procedure of resolving conflicts that might arise. Participants further acknowledged that in a multicultural project team, individual achievement is not valued in a collectivist culture; whereas in an individualistic project team it is one of the most important values. Thus, in a collectivist project team, even though the project leader might play the most important role in successful realisation of a project task, reward is often given to all team members. The consensus that emerges in this study is that a collectivist culture in heavy engineering projects emphasizes the importance of team effort to success, and is not likely to attach failure to an individual person even though this pe rson is the project leader. From the above, four key factors has been identified by the authors that influence multicultural project teams at team levels. These were cross cultural communication, cross cultural collectivism, cross cultural empathy in project leadership and cross cultural trust. What needed to be well understood is that the effective structure of a multicultural project team depends on a well structured integration system, between the client, project manager and the project team. As illustrated by the two groups in this study, the culture of a project manager plays a major role in how the project team will perceive cross-cultural communication on projects. Evaluation: Katzenbach and Smiths have outlined three team goals in his model of team basics: performance results, personal growth and collective work products. Management sets the Measurable performance in order to give the team a rationale to exist. The individual as they have the responsibility for personal growth, they must align with and contribute to the teams goals. The last is collective work products instead of individual products. To achieve all three goals team needs skills, commitment and accountability. To master the assigned tasks Problem solving, technical, functional, and interpersonal skills are necessary. The teams sense of responsibility culminates in accountability for the assigned tasks. Furthermore, only the collective unit not the individual will be responsible for the teams collective product succeeds or fails in fulfilling expectations. Finally, the individuals commitment is important when conflicts, difficult tasks or other critical situations arise. Study by several authors found that Power Distance moderates the relationship between participation and organizational commitment whereas; resistance moderates the impact of culture on satisfaction and commitment (Kirkman and Shapiro 1997). Katzenbach and Smiths model has two more dimensions; the collective and individual dimensions. According to agency theory (eraz and Earley, 1993), individual tends to maximize his self-interest, and accordingly faces a dilemma when working in organizations. Triandis (1995a), and later Eraz and Earley (1993), found that individualists performed better alone than working in an ingroup or outgroup. Conversely, collectivists work better in an ingroup than in an outgroup or alone. This shows how the degree of heterogeneity is not the only determinant of performance. The involved cultures and their characteristics must be considered to assess whether the team is likely to perform well. Conclusion: multicultural team encounter specific problems that can be summarized in three categories: attitudinal problems (mistrust, stress), perceptual problems (stereotyping, tension) and communication problems (Adler, 1991:) however, cross-cultural teams are more effective at generating ideas (enhanced creativity, more alternatives, better solutions) and display limited groupthink (critical evaluation of diverse ideas, self censorship). With the findings of the case study it has been concluded that if the maximum benefits are to be obtained from multicultural team, it is imperative that these negatives should be overcome by proper managerial initiatives. Team managers need to know how to ensure successful behaviour integration among diverse group members (Wright and Snell 1999; kreitz 2008)HR managers must ensure that team managers have adequate training to help them develop needed skills in the emotional aspects of group management, intervention techniques, communication, and team building so that they can manage diverse work teams effectively. Effective teamwork requires members to recognize the team as a unit with common goals, values, and norms (Lembke and Wilson, 1998). The more that team members identify with one another, the more likely they are to believe they hold similar goals, values, and norms, and the more willing they will be to cooperate and work together as a team.( Cummings 2004; Kreitz 2008) Managers must remember that not all sources of diversity in work groups enhance the value of knowledge.87. Jonathon N. Cummings, Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization, Management Science 50 (2004), p. 360Different diversity characteristics should be chosen to enhance team performance and should be aligned to the teams purpose and goals. An individual who perceives herself as a member of a team is more likely to perceive the fate of the team as her own (Ashforth and Mael, 1989). This commonality is more likely to be recognized if team members are, or perceive themselves to be, of the same social category.

Always Wanting More: Imperialism and Expansionism Essay -- American H

Going to the local grocery store while hungry is always on the list of things not to do. Why? Because while walking up and down the aisles, hunger decides to strike and more grocery items are added to the shopping cart. Another not to do idea for grocery shopping is taking little kids along for the trip. Why not for this one? Because the little kids will want even more in the cart than the hunger attack would. The 19th and 20th century United States of America was the little kids and the hunger attack in the scenario given above. America wanted more. They wanted more land, more power, more international influence, and more control. After being under the hands of Britain for majority of the 18th century, America was ready to explode and make a name for their self, and by their self. With this, no one was going to get in the way until America had made a name for itself. The plan may not have gone as smoothly as the political figures would have liked, but their plan must have worked. Since America is known for having the most resources and being one of the greatest problem solvers in the world , the game plan of making a name worked successfully. Expansion begins within oneself. America was not completely foolish and began trying to exhort their authority in matters where they did not belong when it was still just an eastern coast country. No, instead Americans and their political authorities had the brilliant idea of Manifest Destiny. The United States did not try to expand in any international way; instead they followed the baby steps method. Manifest Destiny was the beginning to expansion that will probably never end. With this, America expanded physically as well as mentally. The Manifest Destiny idea gave Americans the moti... ...hens, GA, September 26, 2011. Farber, David. Taken Hostage: The Iran Hostage Crisis and America's First Encounter With Radical Islam. Princeton, NJ: Princeton University Press, 2005. Logli, Michael. "Greencastle Banner-Graphic: Local News: Lee Hamilton talks about American influence in the world (3/16/11)." Banner Graphic. March 16, 2011. http://www.bannergraphic.com/story/1710813.html (accessed November 22, 2011). Platt Amendment. CourseReader. Detroit: Gale, 2010. "President Dwight D. Eisenhower Explains the Domino Theory." Public Papers of the Presidents: Dwight D. Eisenhower, 1954. Washington: U.S. Government Printing Office, 1958. 381-90. CourseReader. Detroit: Gale, 2010. University of Houston. "Westward Expansion: Manifest Destiny." Digital History. 2006. http://www.digitalhistory.uh.edu/database/article_display.cfm?HHID=311 (accessed November 22, 2011).

Processed Food Should or Should not Be Banned from School Meals? Essay

Processed food should be banned from school meals due to increasing health issues in children, increasing academic deficiency and increasing production cost to produce processed foods. There are people who would oppose to this idea due to population growth and an increasing food demand. However, this escalating demand of food is forcing the food industry and other government agencies to resolve the current hunger and lack of resources issues, by hiring processing factories and private companies to manufacture processed foods. The greater part of school age children consume processed foods on a daily basis. The purpose of this study is to examine what are processed foods? What are the associated problems? Also, to determine if processed foods affect students’ health and their academic performance. In addition, what is the position of the Food and Drug Administration (FDA), United States Department of Agriculture (USDA) and food industry in the distribution of processed foods in schools? Also, to determine the outcome of this study, the behavior and health of students along with the governing agencies were analyzed to establish, if processed foods should be banned from schools or just monitored carefully. Discussion of key terms What are processed foods? It is food â€Å"composed of synthetic chemical additives, such as colorings, preservatives, sugar substitutes and trans-fats† (Fitzgerald, 2006, p.72). Fitzgerald reported that by the â€Å"1970s most meats and dairy products that were factory farmed were laced with growth hormones, antibiotics and a range of pesticides† (p.72). Furthermore, food that is frozen, packaged and canned is considered processed food. A brief explanation of the chemical additives in processed food. 1. Pre... ...with over twenty-five years' experience in the book publishing industry. He is an expert in general-interest non-fiction publishing, specializing in topics from business and personal finance to politics, current affairs, history, autobiography, self-help, and personal development. Before founding his company, Weber served as managing director of the Times Business imprint at Random House (1994-1997). This book is a life changing book. It was inspirational, informative and gave you insight about the things we do not know about the food we eat. The documentary was graphic and detailed, informing you of the process from the farm or the fields, to the manufactures, to the labeling and packaging companies. It informed me, about the school lunches, how some of the meals at school are made, to the politics behind it. This book is also a collectible.

Analyse The Streingths and Weaknesses Of The Boston Matrix As An Aid T

In this essay I will look at the strengths and weaknesses of using the Boston Matrix to help make decisions in business. I will first briefly explain the Boston Matrix and then analyse its effectiveness as an aid to making a marketing strategy. Like Ansoff's matrix, the Boston Matrix is a well known tool for marketing managers. It was developed by the large US consulting group and is a way that a business can compare all of its products. The two aspects it looks at are market share (relative to that of competitors) and market growth. To use it you would look at all of your products and sort them into 4 categories, stars (products with a high market growth and a high market share), cash cows (high market share in a market with little growth), problem children/question marks (low market share in a growing market) and dogs (low market share in a market with no growth). There needs to be an equilibrium of the different types in your product portfolio. Never have any dogs, but try and keep the same amount of the other 3 types. This means that funds can be evenly distributed between the 3, money generated from cash cows needs to be spent turning problem children into stars, which will eventually become cash cows, and the cycle continues. Some problem children will become dogs, and money from cash cows m ay also have to be spent compensating for these failures. The Boston Matrix is commonly used to try and help plan the future of a company as well as simply categorising products. Bu...

Eulogy for Romeo Essay

Good citizens of Verona, we are here to grieve the loss of a precious child of God. Romeo Montague, a young man who was like a son to me has passed away due to a series of misfortunate events. Although Romeo passed far too soon, we can still remember the legacy Romeo has left us, and appreciate the many lessons he has taught us. I first knew Romeo as a little boy, born into a family in a harsh, long-lasting feud with the Capulet household. Over the years, I served as a mentor to him. He would often come to my cell to confide his problems to me. It was through these talks that I befriended him and instilled upon him the fundamentals of life. I taught him to disregard the conflict between his family and the Capulets, and to always acquire new friends, not enemies. Romeo turned out to be a polite, kind, and caring young man. He was also a very solitary young man; he would rather take walks through the sycamore trees than run around with his friends. One day, Romeo visited me in order to seek my advice. He was lovesick and depressed that Rosaline didn’t return the love he felt for her, and that she decided to become a nun. Sympathetically, I counseled him and advised him, as his friends Mercutio and Benvolio did, to find another woman in Verona. Romeo was still lovesick, but before long, Romeo was back yet again; this time barring good news. Romeo had found a new love, and this time, the feeling of love was mutual. I remember Romeo saying such words as, â€Å"Then plainly know my heart’s dear love is set on the fair daughter of rich Capulet: As mine on hers, so hers is set on mine; And all combined, save what thou must combine† (2. . 57-60). Romeo had an incredibly deep love for Juliet. He helps me to appreciate the little things in life, and I am very thankful to have been blessed enough to have been so close to him. I was so moved by Romeo’s words, and passion for his love, that I agreed to marry him and Juliet secretly. Romeo was always a persistent young man; sometimes impulsive and irrational but always determined and caring. I was heart broken when I heard the news of Romeo’s banishment and Mercutio’s death. Not long after Romeo’s departure to Mantua, Juliet came to me, begging me to create a solution to stop her impending marriage to Paris. I, being so close to Romeo, came up with a plan to have the two lovers spend their lives together. It seemed fate had already made up its mind, because every attempt I made to help, ultimately lead to the demise of the two lovers. While Romeo’s death is horrible and unfair, there are some positive things we can take out of it. The feud between the Montagues and the Capulets is over now, which will ensure peace throughout the magnificent city of Verona. In his life, Romeo showed how powerful the feeling of love is; we can all learn something from his braveness, perseverance, and his positive attitude even when nothing seemed to be going his way. Romeo wouldn’t want all of you to grieve his death; we should all try to remember Romeo as he was, and acknowledge that he is in a better place now with his true love. My heart goes out to the family of the Montagues at this woeful time; all who knew him will miss Romeo. May you rest in peace, Romeo.

Deere And Company Case Essay

I. Introduction Deere & Company (also known as John Deere, after its founder) is a world-leading manufacturer, distributor, and financier of equipment for agriculture, construction, forestry, and commercial and consumer applications (lawn and grounds care). Deere’s objective has consistently been to be the low-cost producer in the markets it serves. However, it seeks to do so while maintaining an image of quality and customer focus. Its company values are quality, innovation, integrity, and commitment. Because of the company’s close ties to the agricultural industry, corporate performance in both sales and profits was highly, variable over the last several decades due to cycles of low prices and oversupplies of many agricultural products. During the period, the company made various adjustments in its product mix and manufacturing processes to enable it to better compete and survive in the global environment. II. Statement of the Problem During the company’s business cycle, Deere & Company faces the following problems: 1. How can the company achieve its goal, which is to gain $50 billion in mid-cycle sales by 2018 and 12% mid-cycle operating margins by 2014?; 2. How can the company increase their sales from one-third today to half of the company’s sales coming from outside the U.S. and Canada by 2018? III. Areas of Consideration The Deere & Company faces different problems such as how to gain $50 billion in mid-cycle sales by 2018 and 12% mid-cycle operating margins by 2014, and how to increase their sales from one-third today to half of the company’s sales coming from outside the U.S. and Canada by 2018. These problems are caused by the following: The company wants to double their sales, have a healthy increase in their profitability, and an almost three-fold increase in economic profit. The company have the eagerness to get all the opportunities outside their scope. The company wanted to widen their source of profit. IV. Alternative Courses of Action Alternative for problem #1 How can the company achieve its goal, which is to gain $50 billion in mid-cycle sales by 2018 and 12% mid-cycle operating margins by 2014?; Advantages Disadvantages The company must continue improving their services and equipments. The company will be able to maintain the loyalty of their current customers and at the same time get more loyal customers. They will need more skilled and qualified workers. It will increase the costs of their expenses. The company must hire more skilled and qualified workers. The company can have sufficient manpower to help in achieving their goal. It takes more time to search and it is also costly to train the future workers. Alternative for problem #2 How can the company increase their sales from one-third today to half of the company’s sales coming from outside the U.S. and Canada by 2018? The company should increase their exports and establish more branches outside the U.S and Canada. The company may be able to reach their expectation of their target sales from outside U.S. and Canada. The company may not be able to reach their expectation of their target sales because they might have strong competitors with the same business industry in a specific location. The company should improve their marketing strategies. The company will be able to effectively promote their products and encourage more investors and customers. The company will incur more expenses. V. Conclusion The researchers conclude that the company wants to gain $50 billion in mid-cycle sales by 2018 and 12% mid-cycle operating margins by 2014. So in order to achieve these, the company must continue improving their services and equipments to maintain the loyalty of their current customers and at the  same time get more loyal customers. But, they will need more skilled and qualified workers and it will increase the costs of their expenses. The company must also hire more skilled and qualified workers so that the company can have sufficient manpower to help in achieving their goal. However, it takes more time to search and it is also costly to train the future workers. The company also wants to increase their sales from one-third today to half of the company’s sales coming from outside the U.S. and Canada by 2018. I line with this, the company may be able to reach their expectation of their target sales from outside U.S. and Canada. But, the company may not also be able to reach their expectation of target sales because they might have strong competitors with the same business industry in those locations. The company should improve their marketing strategies for the company to be able to effectively promote their products and encourage more investors and customers. But, of course the company will incur more expenses too. VI. Recommendation The researchers are recommending the company to continue improving their services and equipments for themto gain $50 billion in mid-cycle sales by 2018 and 12% mid-cycle operating margins by 2014. The company will be able to maintain the loyalty of their current customers and at the same time get more loyal customers. By having loyal customers, they will also be the one who will encourage new customers by what we call â€Å"buzz marketing† because they are the ones who have experienced the high quality services and equipments rendered by the company. The researchers also suggest that the company should increase their exports and establish more branches outside the U.S and Canada to boost their sales from one-third today to half of the company’s sales coming from outside the U.S. and Canada by 2018.By doing this, the company may be able to reach their expectation of their target sales from outside U.S. and Canada because the company will have big chances of acquiring new customers and big profits by establishing more branches in different locations.