David Suzuki, The Big Picture- the enviormentalist dilemma Essay

David Suzuki, The Big Picture-the enviormentalist problem - Essay Example He discusses the various parts of this issue and the conceivable protection instruments that the planet may have so as to battle the infringements of innovation. For Suzuki, it is likewise significant that one comprehends the significance of mankind’s position on the planet. The way that man is one of the numerous animal types that exist on this planet is noteworthy for Suzuki. There are a few new speculations that Suzuki advances including the possibility that it is essential for the biological to be evaluated in the financial feeling of the term. This would then squeeze individuals to make a reality where the biology is esteemed in wording that are recognizable to the current market economy. This at that point makes us mindful of the significance of making an existence where the biology is definitely not a superfluous ware however something that gives us a comprehension of man’s connection to his condition and different animals who have equivalent rights over the asse ts of the earth. Suzuki’s principle contention is that the nature should be given his due and incorporated with the logical undertakings of man and in the financial system of the world, without which there would be no practical development on the planet in any division. One of the primary contentions that Suzuki makes all through his vocation is that humankind needs to grapple with the way that it exists on the earth and would not have the option to get by without the earth being a spot that can continue them. The distinction that man uncovers with regards to the earth can be seen from the way that soil is constantly viewed as something that is bothersome. Notwithstanding, this abhorrence for soil is careless in regards to the way that whatever develops on the earth flourishes in earth and can be believed to draw its sustenance from the earth that is respected with such scorn by man (Mast). This at that point uncovers an endeavor with respect to Suzuki to take a gander at the small things in one’s life that demonstrate the perspectives that one holds towards the earth. Such perspectives at that point make a circumstance where the biology is underestimated and not given its appropriate due. Its life-continuing quality is then muddled and not given due significance. Regardless of man’s headway as far as science and innovation, there is still a great deal that should be done as far as the protection of nature. The preservation of the nature is an unquestionable requirement for the supported improvement since the assets vital for advancement at last originates from the earth itself. This can be seen from this explanation that is made by Suzuki in The Big Picture-†¦all of these things that so rule our features and our lives-these things are only social develops made by people. Eventually they despite everything rely upon something different: the proceeded with presence of a steady and solid planet to furnish us with the nuts and bolts of l ife. Without a solid planet to purify our squanders and give us assets, we will wilt. Except if we can figure out how to live in offset with the common frameworks that support us, our species will at last arrive at an impasse (3). The thoughts that are communicated in this section are significant as they don't recommend that improvement of the sort that is fuelled by mechanical advances is inconsequential. What it proposes, be that as it may, is that there should be an attention to the ecological effect that specific projects of improvement have. As indicated by Suzuki, one must not debase science and its consequences for humankind. Notwithstanding, one must

Monopoly and Microsoft Essay Example | Topics and Well Written Essays - 1250 words

Imposing business model and Microsoft - Essay Example As will be exhibited in this concise scientific reaction, it is the conviction of this creator that a restraining infrastructure, paying little heed to its shape, size, or structure, is at last ruinous to the market and unsafe to the end purchaser (Kapoor, 2009). All things considered, the instance of Microsoft and a conversation of monetary hypothesis, just as the conduct that Microsoft has shown in the course of recent decades, will be locked in as a methods for understanding this specific methodology. Besides, it is the expectation of this writer that the peruser will go to an increasingly significant degree of comprehension as for the way that imposing business models are eventually hurtful and don't speak to a net advantage to the general public all in all (figures 1 and 2 inside the reference section of this short work exhibit the damage that a syndication can have with respect to expanded costs paid by the end buyer). Imposing business model and Microsoft: In understanding the restraining infrastructure that Windows has on the client experience of working a PC, one ought not just look to the manner by which the firm overwhelms the working framework itself. Rather, a snappy thought of ongoing history uncovers that Microsoft has since quite a while ago developed the imposing business model that it currently holds (Ohlhausen, 2004). For example, Microsoft deliberately bundled Internet Explorer inside Windows 95 and after as a methods for diminishing the market nearness and generally speaking degree of benefit that Netscape could have in the market (Gisser, 2011). As this was a viable instrument towards diminishing rivalry, and Microsoft before long took in the advantage of bundled software’s capacity to additionally characterize the market that it had just caught, much a similar strategy was utilized with respect to the sound/video player of Windows Media Player (Vogelstein, 2004). Understanding the a reiteration of various new companies were taking steps to take piece of the overall industry from Microsoft, a similar technique of bundling Windows Media Player into the working framework as a methods for coordinating the item with what must be portrayed as a hostage showcase (Greene et al. ,2004). As can be immovably noticed, the monopolistic model of rivalry is at last hurtful to the market and to the buyer. The main substance that profits by such a model is clearly the maker. As figure 1 and figure 2 both mean, a specific degree of deadweight misfortune is predicted by the syndication. As a graphical portrayal encourages the peruser to comprehend, this deadweight misfortune is really taken from the harmony cost and request; subsequently making the great under monopolistic rivalry significantly more costly than it would be in ordinary rivalry. As recently signified, this all by itself is locked in by the syndication vender as a methods for acquiring further benefits. Figure 1: Figure 2: Microsoft’s Approach to Profitabil ity and the Engagement of the Monopoly as a Function of Capitalist Drive Likewise, in trying to comprehend the methodology that Microsoft has connected with, it must be characterized as one that is limited by discerning personal responsibility in the feeling of proceeding to collect further degrees of benefit and keep on incorporating into further markets (Cohen et al., 1999). Indeed, even a quick survey into the present time doesn't uncover a Microsoft that permits its destiny to be stuck upon the achievement or disappointment of a working framework; rather, when one ganders at the essence of Microsoft, one can see a firm that has as of late extended to buy a controlling

Are you scared to track your progress on your 2017 goals

Are you scared to track your progress on your 2017 goals At the beginning of last week, I received a letter in the mail â€" from myself. I had written it three months ago at a quarterly planning day with ActionCOACH, and I knew it was a cheerleading letter asking me how I was doing with my  goals  for the quarter. I let the unopened letter sit on my dining room table, my repository for mail I’m avoiding. I was afraid I would discover that I  hadnt made any progress on  the things I said I would do. In fact, I was fairly well on track, and felt encouraged. This experience gave me some strength as I went back to look at my New Year’s “Ressaylutions” for 2017. I’ve honestly been dreading looking back at my New Year’s Resolutions, because I’ve had a more challenging year than expected, and thought I would be reminded of all the things I promised to do and didn’t get done. Does this sound familiar? I could have not looked, but I have a tradition of sharing my progress at this time of year. It keeps me honest. So, dear reader, here’s my list of resolutions from January, along with a report on how 2017 has been going so far. 1. Publish the 14th edition of How to Write a KILLER LinkedIn Profile, updated with the new face of LinkedIn. It turns out I can’t count so well, and the next edition is actually the 13th! That said, I have been furiously editing How to Write a KILLER LinkedIn Profile, and I expect to release the 13th edition within a month. Unfortunately, the recommendations section is under construction, so I’m being held up by that. In the meantime, if you have ideas about how to get the word out, I’d love to hear them! Here’s just a taste of what’s new in the 13th edition: Revised images and instructions throughout to match LinkedIns new redesign Update on which features have really disappeared and which have moved Mobile-specific instructions Special advice from a past recruiter How to create an All-Star profile The new face of LinkedIn Jobs And that’s just some of the changes. I think you’ll love the new edition and intend for it to be the best, most up-to-date LinkedIn book available on line! 2. Publish a trade edition of How to Write a WINNING Resume It turns out the trade edition will be of How to Write a STELLAR Executive Resume. I negotiated a contract with Skyhorse Publishing to create a trade edition of this book, geared toward executives. I just received the edited manuscript last week and sent my response back to the publisher. We’re on our way! 3. Launch Writely, a Client Management Portal In an effort to improve communications for both writers and clients, I moved all client communications over to Writely. While I succeeded in following through with my resolution, I quickly determined that Writely was not the solution I needed. In fact, while the program helped to solve some issues, it also created a lot of them, and I simply could not justify the cost. In the end, I reversed my decision and went back to InfusionSoft. I may revisit this one next year. 4. Find that editor. I identified two possible editors to do some of the work to bring The Essay Expert’s resumes to the high standards I hold. Then volume slowed for the first half of the year, so I only worked with one of the editors on a couple of projects. As volume increases, I look forward to having some of the editing portion of our work done by these talented women! 5. Write a marketing plan â€" including SEO enhancements While I did not write a marketing plan, I did make progress with some new strategies, including my favorite: starting to wish my LinkedIn connections Happy Birthday! I think all contact is good contact, and it keeps The Essay Expert top of mind. I reached out to some past connections as well, and I sent out an announcement about an upcoming price increase. I believe all these steps increased brand awareness for The Essay Expert. Probably the most effective step I’ve taken is the new way I’m holding conversations with new clients. I’m taking more time and being more consistent in these conversations, and I think a greater sense of trust is resulting. 6. Explore the possibility of moving to the East Coast I took a trip to New York and New Haven in May, and had a great time! I’ll probably go to explore more in October. Stay tuned! Have you looked back at your 2017 resolutions in order to track your progress? How are they going so far? Are they realistic or might you want to adjust them so you can succeed? Please share â€" putting your promise and progress out to someone else creates accountability and makes it more likely that you will stay on track. Here’s to finishing up the year proud of your achievements, and content with your course corrections. Let’s all finish the year strong!

The Various Principles of Marketing - Free Essay Example

Sample details Pages: 10 Words: 2892 Downloads: 6 Date added: 2017/06/26 Category Marketing Essay Type Essay any type Did you like this example? Introduction The five core concepts of marketing are; consumer needs/wants/demands, products and services, value/satisfaction/quality, exchanges/transactions/relationships and markets (Kotler, et al., 2008). To be able to understand and cater to all these factors, an organisation can use a variety of marketing theories. This report will outline and critique the various principles of marketing, noting the advantages and disadvantages of each. The theories that will be covered are; 4Ps, marketing, ambush marketing, buzz marketing, market segmentation, targeting and positioning, Ansoffs matrix, PESTEL analysis, porters five forces and micro-environment factors. 4Ps Successful marketing is based upon addressing some very basic, key issues. The 4Ps aims to address these issues, and allows a company to understand some very important aspects of their internal operations. The 4Ps are comprised of; product, price, place and promotion (CIM, 2009). Analysing these factors allows an organisation to put their customers at the centre of their marketing, and the company must do everything in their power to deliver the upmost quality and service to all of their customers. Booms Bitner (1981) provide a list of attributes that each of the 4Ps may include. Although an old model, it is still very much applicable to todays business environment. Don’t waste time! Our writers will create an original "The Various Principles of Marketing" essay for you Create order Product: Quality, brand name, service line, warranty, capabilities, facilitating goods, tangible clues, price, personnel, physical environment and process of service delivery. Price: Level, discounts and allowances, payment terms, customers own perceived value, quality/price interaction and differentiation. Place: Location, accessibility, distribution channels and distribution coverage. Promotion: Advertisements, personal selling, sales promotion, publicity, personnel, physical environment, facilitating goods, tangible clues and process of service delivery. Furthermore, for the service industry, the 4Ps was extended to the 7Ps. This was mainly due to the higher degree of collaboration between the organisation and the consumer, which the original 4Ps were not taking into consideration(Webster, 1984). This resulted in the framework being extended, to take into account the variety of service attributes that come into play when devising marketing strategies. Service quality is becoming more significant to an organisation, as they can no longer only rely on the benefit of a good to attain and retain consumers (Lusch, et al., 2007). Booms Bitner (1981) provide many of the attributes that the extra 3Ps encompass. These are; Participants: Personnel training, discretion, commitment, incentives, appearance, interpersonal behaviour, attitudes and customer behaviour/degree of involvement. Process: Policies, procedures, mechanisation, employee discretion, customer involvement, customer direction and flow of activities. Physical Evidence: Environment, furnishings, colour, layout, noise level, facilitating goods and tangible clues. Ambush Marketing There is a lot of moral uncertainty surrounding the use of ambush marketing. It is predominantly related to big events and sponsorship deals. Ambush marketing became such a prominent strategy because of the increase in sponsorship deals. This mainly happened because event owners wanted higher returns and it made advertising more effective (Meenaghan, 1998). Furthermore, Meenaghan (1994, p. 79) defined ambush marketing as the practice whereby another company, often a competitor, intrudes upon public attention surrounding the event, thereby deflecting attention toward themselves and away from the sponsor. Although ambush marketing would appear to hold many benefits for a company, at basically no cost, there have been many academics that criticise its uses. Payne (1998) believes ambush marketing jeopardises one of the fundamental facets of business activity, namely truth in advertising and business interactions. On the other hand, other academics criticise the weak-minded view that competitors have a moral obligation to step back and allow an official sponsor to reap all the benefits from a special event (Meenaghan, 1996). In general, ambush marketing comes down the moral perceptions of the marketing manager. As the majority of companies are in business to make profits, then capitalising on any means necessary will be acceptable, and ambush marketing will be a prominent strategy for them to use. Buzz Marketing Word-of-mouth marketing and buzz marketing are very similar, and is a marketers dream (Balter Butman, 2005, p. 161) if successfully implemented. However, it is incredibly difficult to define and implement buzz marketing, as everyday word of mouth conversations tend to be random and spontaneous in nature, occurring in a natural, unpredictable pattern of communication (Ahuja, et al., 2007, p. 152). Buzz marketing is usually implemented through building suspense and tensions around the release of a new product, thus causing media and consumers to constantly talk about the product. It is a relatively free way of marketing, and can reap incredible benefits for the company. The only negative for buzz marketing is the fact that it cannot really be controlled in any way, as it is heavily reliant on consumers spreading the message on behalf of the organisation. The intentions of buzz marketing is obviously meant to be positive, by generating effectively free advertising for an organi sation or their products (Ahuja, et al., 2007). However, word-of-mouth works in both a positive and negative manner, as a bad PR story can quickly be spread across the globe. Furthermore, it is most effective across a young audience, meaning that the message will be spread amongst a certain demographic, but not everyone the organisation was hoping for (Leila Abderrazak, 2013). It is the inability to measure the reach of this type of marketing that makes buzz marketing very risky for an organisation. The message could easily be misinterpreted, there is little control over the direction of the campaign, and it may actually end up causing negative impact on organisation performance (Bloomberg, 2001). Market Segmentation, Targeting and Positioning Market segmentation has become an essential element of marketing, especially in developed countries. This is because goods can no longer be sold without considering the specific needs of consumers, and who is likely to purchase the product (Wedel Kamakura, 2000). The main use for market segmentation is to provide guidance on which marketing analysis or strategy an organisation should pursue. Furthermore, Wedel Kamakura (2000) provide a classification of different market segmentation groups that companies should aim to cater to. This is in regards to a general and product-specific view. Combining segmentation with targeting and positioning allows an organisation to learn information about their target markets, consumer preferences, competitors strengths and customer segments (Natter, et al., 2006). Furthermore, the process of STP should be completed in order, with a segmentation analysis being used as the basis of targeting, which can then be used for positioning. Unfortunately, this can make the process long-winded, as an organisation may want to identify only who they target, or where they should position their product (Kotler, et al., 2006). There is also a great need for behavioural profiling throughout S TP, forcing an organisation to conduct even more analysis than they may actually want to (Dholakia Dholakia, 2001; Kotler, et al., 2002). Although and STP analysis can be time-consuming, it does provide an organisation with a comprehensive overlook on a variety of factors that are intrinsic to an organisations success. Ansoffs Matrix In a 1957 report, Ansoff provided a comprehensive definition for product marketing as a joint statement of a product line and the corresponding set of missions which the products are designed to fulfil (Ansoff, 1957, p. 114). This resulted in the creation of the Ansoff Matrix (1965), which is a comprehensive marketing theory to help guide a companys strategic growth decisions. It is comprised of four quadrants, with each giving a general direction as to how a company should proceed with their desired growth. The four quadrants of Ansoffs Matrix are (AM, 2015); Market Penetration: This is about further exploiting a product that exists in an already functioning market. Market penetration is usually made possible through the clever use of promotions, or increasing the attractiveness of a product Product Development: The product development growth strategy focuses on introducing new products into existing markets. This can either be in the form of a complete new product, or the modification of an existing product. Market Development: Sometimes referred to as market extension, this factor of the Ansoff Matrix involves an organisations selling its existing products in a new market. This can be aided by market segmentation, which can help identify potential new markets. Some approaches to this strategy include, new geographical markets or distribution channels. Diversification: Generally known as the most risky growth strategy, diversification involves an organisation developing new products into new markets. There is a lot of risk in this strategy because an organisation will not be knowledgeable on either the product or the market they are entering. Heavy planning and research are vital for a diversification strategy to be successful. Different organisations benefit from different strategies. For example, a study conducted by Watts, et al., (1998) concluded that the most appropriate strategies for small and medium sized enterprises (SMEs) would be product development or market development. This is because most of these organisations would not have the resources to successfully implement a diversification strategy, and the growth from market penetration would be too slow. A larger organisation may well be more successful in diversification, as they have more expendable resources. Macro Environment Marketing PESTEL PESTEL stands for Political, Economic, Social, Technological, Environmental and Legal. Furthermore, it is a comprehensive framework used by organisations to help analyse the macro-environment factors that are affecting daily operations. A PESTLE analysis is in effect an audit of an organisations environmental influences with the purpose of using this information to guide strategic decision-making (CIPD, 2015, p. n.p.). After a company has conducted a PESTLE analysis, they should use their findings to help guide any strategic decision making to minimise the impact of external forces. Political: The main political factors of PEST deals with the effects government can impose on an organisation. This can include things such as, new legislation, changes in taxation, minimum wages, and employee benefits. Economic: Some of the most important economic factors that a PESTEL analysis will investigate are the economy systems and structures, resource status, the level of economy developingà ¢Ã¢â€š ¬Ã‚ ¦ (Yingfa Hong, 2010, p. 563). If an economy strengthens, then it would usually have a positive effect on the majority of companies performance, however this can be largely dependent on what areas of the economy strengthen. Social: One of the most significant factors of the PESTEL is the socio-culture factor. The socio-culture factors are usually in continuous change, and have a massive impact on how organisations are managed, and how leaders have to behave if they want any followers (Hussey, 1998). Technology: One of the fastest growing and most rapidly changing factors of the PESTEL analysis is the technological environment (Henry, 2008). Some examples of technological factors include; RD activity, Automation and Technological Developments (NetMBA, 2015). A company must ensure they are maintaining top quality equipment to produce the most competitive products. Environmental: The main environmental factors that a company will look at through a PESTEL analysis are, green issues that affect the environment, renewable energy sources and waste/disposal (App Rao, et al., 2008). Consumers are becoming more concerned with their environmental impact, thus affecting their purchasing choices. Legal: Similar to political, legal factors look at how legislation affects a company. This can include, competition law and government policy, employment law and safety law. It is of vital importance for a company to keep up-to-date with all relevant legislation (App Rao, et al., 2008). Porters Five Forces Porters Five Forces model can have a huge impact on the direction and shape of an organisations decision making. If conducted successfully it is a great tool to guide all strategic marketing activities. The five components of Porters Five Forces are: Threat of new Entrants: New entrants to an industry bring new capacity, the desire to gain market share, and often substantial resources (Porter, 2000, p. 138). Threat of Substitutes: A substitute performs the same or a similar function as an industrys product by a different means (Porter, 2008, p. 17). Bargaining Power of Customers: Powerful customers can capture more value by forcing down prices, demanding better quality or more service, and generally playing industry participants off against one another, all at the expense of industry profitability (Porter, 2008, p. 14). Bargaining Power of Suppliers: Suppliers can exert bargaining power over participants in an industry by threatening to raise prices or reduce the quality of purchased goods and services (Porter, 1998, p. 27). Rivalry among Existing Competitors: Rivalry among existing competitors takes many familiar forms, including price discounting, new product introductions, advertising campaigns and service improvements (Porter, 2008, p. 18). Micro Environment Marketing One of the most widely used and comprehensive frameworks for analysing the micro-environment is the SWOT analysis. This analysis measures the internal strengths and weaknesses of an organisation, and the external opportunities and threats. Having identified these factors, an organisation should build strategies which may build on the strengths, negate the weaknesses, exploit the opportunities or counter the threats (Dyson, 2004). These strategies can be further guided by the use of the macro-environment analysis, and can supplement the variety of different marketing techniques mentioned above, such as ambush marketing or market segmentation. Furthermore, these strategies can be generated through the use of a TOWS matrix, with forms relationships between the different variable to draw up a variety of strategies that the firm can utilise. Conclusion Overall there are a variety of methods that an organisation can utilise in order to successfully analyse the market, and market their products. It is imperative that an organisation knows how to implement both of these methods, as it will have a huge impact on the overall success of the organisation. The 4Ps is a great analysis for a company to conduct first, as it outlines all the fundamental aspects that effect an organisation. Furthermore, an external analysis should always be conducted, especially the PESTEL and Porters Five Forces analysis. This is because it outlines all important external factors, such as competitions activities or new legislation. Understanding these factors will shape the marketing strategy that a company wishes to pursue. Depending on what the external analysis shows to a competitor, they can then choose which market strategy they wish to pursue. This could involve using an Ansoff Matrix, or just pursuing an ambush, buzz, push and pull or market segmen tation strategy. One strategy cannot be anchored to a certain industry or company, as it is only through extensive analysis that a company will know which the optimum strategy is. Bibliography Ahuja, R. D., Michels, T. A., Walker, M. M. Weissbuch, M., 2007. Teen perceptions of disclosure in buzz marketing. Journal of Consumer Marketing, 24(3), pp. 151-159. AM, 2015. What is the Ansoff Matrix?. [Online] Available at: https://www.ansoffmatrix.com/ Ansoff, I., 1957. Strategies for Diversification. Harvard Business Review, 35(5), pp. 113-124. Ansoff, I., 1965. Corporate Strategy. New York: McGraw Hill. App Rao, C., Parvathiswara Rao, B. Sivaramakrishna, K., 2008. Strategic Management and Business Policy. 1st ed. New Delhi: Excel Books India. Balter, D. Butman, J., 2005. The Grapevine. London: Penguin Group. Bloomberg, 2001. Buzz Marketing. [Online] Available at: https://www.bloomberg.com/bw/stories/2001-07-29/buzz-marketing Booms, B. H. Bitner, M. J., 1981. Marketing strategies and organization structures for service firms. In: Marketing of Services. Chicago: American Marketing Association, pp. 47-51. CIM, 2009. Marketing and the 7Ps, s.l.: Charte red Institute of Marketing. CIPD, 2015. PESTLE analysis. [Online] Available at: https://www.cipd.co.uk/hr-resources/factsheets/pestle-analysis.aspx Dholakia, R. Dholakia, N., 2001. Social marketing and development. In: Handbook on marketing and society. Thousand Oaks: SAGE Publications. Dyson, R. G., 2004. Strategic development and SWOT analysis at the University of Warwick. European Journal of Operational Research, 152 (3), pp. 631-640. Henry, A., 2008. Understanding Strategic Management. 1st ed. New York: Oxford University Press. Hussey, D., 1998. Stategic Management: From Theory to Implementation. 4th ed. Oxford: Butterworth-Heinemann. Kotler, P., Armstrong, G. Saunders, J., 2008. Principles of Marketing. 5th ed. s.l.:Prentice Hall. Kotler, P., Roberto, N. Lee, N., 2002. Social marketing: Improving the quality of life. 2nd ed. Thousand Oaks: SAGE Publications. Kotler, P., Roberto, N. Lesiner, T., 2006. Alleviating Poverty: A Macro/Micro Marketing Persp ective. Journal of Macromarketing, 26(2), pp. 233-239. Leila, C. Abderrazak, G., 2013. The Impact of the Effectiveness of a Buzz Marketing Campaign on the Image, Awareness and Purchasing Decision: The Moderating Role of involvement, s.l.: Journal of Marketing Research Case Studies . 2013. pp. 1-8Lusch, R. F., Vargo, S. L. OBrien, M., 2007. Competing through service: Insights from service-dominant logic. Journal of Retailing, 83(1), pp. 5-18. Meenaghan, T., 1994. Point of view: Ambush marketing Immoral or imaginative practice?. Journal of Advertising Research, 34(3), pp. 77-88. Meenaghan, T., 1996. Ambush marketing A threat to corporate sponsorship. Sloan Management Review, 38 (1), pp. 103-113. Meenaghan, T., 1998. Ambush marketing: Corporate strategy and consumers reactions. Psychology and Marketing, 15(4), pp. 305-322. Natter, M., Mild, A., Wagner, U. Taudes, A., 2006. Planning new tariffs at tele.ring à ¢Ã¢â€š ¬Ã¢â‚¬Å" the application and impact of an integra ted segmentation, targeting and positioning tool,Marketing Science, 27. 600-609 NetMBA, 2015. PEST Analysis. [Online] Available at: https://www.netmba.com/strategy/pest/ Payne, M., 1998. Ambush marketing: The undeserved advantage. Psychology and Marketing., 15(4), pp. 323-331. Porter, M. E., 1998. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: The Free Press. Porter, M. E., 2000. How Competitive Forces Shape Strategy. Harvard Business Review, p. 138. Porter, M. E., 2008. On Competition. Boston: Harvard Business Review. Watts, G., Cope, J. Hulme, M., 1998. Ansoffs Matrix, pain and gain: Growth strategies and adaptive learning among small food producers. Behavior Research, 4(2), pp. 101-111. Webster, F. E., 1984. Industrial Marketing Strategy. 2nd ed. New York: John Wiley Sons. Wedel, M. Kamakura, W. A., 2000. Market Segmentation: Conceptual and Methodological Foundations. 2nd ed. Norwell: Kluwer Academic Publishers. Yingfa, S. Hong, Y., 2010. The Risk Study of E-Governance Based on PEST Analysis Model. Guangzhou, International Conference on E-Business and E-Government.

Theology of Grace - 852 Words

Theology of Grace There are many different ways to interpret the theology of grace. In this paper, I will be discussing four major theologians who have the most popular insights on grace. These theologians include Augustine, Aquinas, Luther, and Rahner who all have their own unique perspective on grace. All of their theories seem to intertwine with one another but each individual one has a different twist that makes them slightly different. The first theologian I’m going to discuss is Augustine. Augustine was known as the ‘Father of Grace.’ He believed that all human nature is in disorder due to universal sin of Adam and Eve. According to Augustine, sin is passed on by sexual acts, even if a married couple engaged in sexual†¦show more content†¦He thought that grace is forgiveness of god in which salvation comes through God. Trust of God was expressed in God’s merciful love. Luther believed that a merciful god would deliver anyone from the evil they did. Only by the grace of God can forgiveness of sin be achieved. Even after you are graced, you are still partly a sinner. He believed that you could not merit grace and could not learn grace through works, it is all given. Grace is totally undeserved and only through God’s choice can you be graced. Lastly is Rahner, who was a Neo-Thomist and a student of Aquinas. Rahner believed in the supernatural existential and obediential potency meaning that as we’re born we have the ability and capacity to receive the love of God. He said that grace was God’s self-communication in love. Also, grace is not an extra addition to human nature. â€Å"Karl Rahner developed a theology that views grace as the offer of God’s love that is intrinsic to existent human nature (pg. 1).† He believed that you can either accept or reject the honor of grace. â€Å"According to Rahner, human beings ‘freely choose to ratify or to reject that orien tation which is itself the free gift of a loving God, but the orientation remains structured into their being (pg. 2).† You’re only free when you love. If you decide to love then you are authentic but if you decide not to love then you are disgraced. Rahner believed that like God, we can know and canShow MoreRelatedOrganizing Wesleyans Postion of Inquiries and my Panorama Theology1167 Words   |  5 PagesMy Theology II I do not believe that my theology has changed very much on the contrary it has fortified even more. It is interesting about the Wesleyan’s position of theology among the other queries.. 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The Never Before Told Story About Geography Essay Topics That You Need to Read

The Never Before Told Story About Geography Essay Topics That You Need to Read Vital Pieces of Geography Essay Topics Writing a research paper in Geography can be a rough task because all of the info you use have to be valid, authenticated, and recent. Essay writers' service in your budget Cheap college papers don't always supply you with the very best quality. Most students have a hard time writing papers on geography as a result of its complexity. Rather, our papers are completely custom-made. Your paper ought to be original and distinctive. Your environmental paper might have an empirical or theoretical strategy, together with qualitative or quantitative one. So, you receive a fantastic paper in your small budget. A study in glaciology may look to examine polar ice sheets, for instance, dependent on the satellite data and current information supplied by geographic databases. 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Human Capital Management System

Question: Discuss aboiut the Human Capital Management System. Answer: Introduction With the increasing dynamic of the global business industries, conflicts remain on the clear difference between the human resource management, personnel management, and the human capital management. Regardless of the major course of the conflicts, it is essential for an organization to adopt strategic business models that will delineate the roles, and responsibilities for the specific areas within the organizational operations according to Chuan (2017). This paper evaluates and identifies the major similarities and differences between the personnel management, human resource management, and the human capital management in the organization. However, the emphasis of the paper is based on the human capital management as an essential factor of the organization. The paper hence examines how the understanding of the renowned and seminal human resource competencies can be integrated into the human resource and human capital management practices. It also presents some of the primary challeng es facing the HCM within the organization and the recommended steps that can be adopted to ensure an effective sustainability and visibility in the organizational operations. Comparison of the management positions Personnel management is an administrative discipline that is concerned with the development and hiring of employees while ensuring that they become more valuable and relevant to the operations of the organization as pointed out by Varzaru (2016). The functions of the personnel management hence include recruitment, training and orientation, selection of the right individuals for specific duties within the organization, and planning of the needs of the personnel. The personnel management is also responsible for the determination and management of salaries and wages, provision of incentives and benefits, performance appraisal for the employees, resolving disputes, and ensuring effective communication with all the employees at different levels (Varzaru, 2016). According to Sengupta (2011), personnel management is often considered as the old version of the current human resource management. The same study denotes that there are distinct differences that can be identified between the human capital and resource management and the personnel management. However, the differences are often similar in comparison with both HRM and HCM. As personnel management on the administration of personnel, labor relations, and welfare of employees within the organization, human resource, and capital management focus on development, acquisition, maintenance, and motivation of human and capital resources respectively according to Chuan et al. (2017). The personnel management often assumes employees as inputs for achieving the desired output and its functions are undertaken under the satisfaction of employees. However, human resource management is focused on assuming employees as valuable and important assets of the organizational output achievement, and hence administrative functions are undertaken for goal achievements. Personnel management is also considered a routine function and focuses on increasing the production and satisfying employees while human capital management focuses on culture, effectiveness, employees participation, and productivity. Human resource management is defined as a term describing the formal systems that are devised for managing people within an organization. The roles and duties of the human resource management fall into three main categories i.e. employee benefits and compensation, staffing, as well as defining the work design. According to Chuan (2017), the main purpose of the human resource management is the maximization of the organizational productivity through the optimization of the employees effectiveness. In comparison to the personnel and human capital management, Chuan et al. (2017) point out that the human resource responsibilities are classified into individual, career, and organizational functions. The individual roles aim at assisting employees to identify their weaknesses and strengths so that they can correct their shortfalls and make their best contribution to the organization. The organizational development aims at fostering an effective system that maximizes human capital and resources as part of the larger strategies of the business. Scapolan and Montanari (2013) denote that the organizational development works with the HCM in creating and maintaining possible changes in the programs of the organization so that it can effectively respond to the evolving internal and external influences. Lastly, the career development responsibility involves matching the employees with the most effective and suitable roles and career paths within the organization depending on their respective skills, qualifications, and requirements of the position. As a result of the roles, there are major similarities required for the personnel, human resource, and human capital management. These include extensive industrial knowledge, effective negotiation skills, as well as leadership capabilities that are required are core qualities for the effective performance of the management pos itions within an organization as pointed out by Zavydivska, Zavydivska, and Khanikiants (2016). Human capital is defined as the sum of the abilities, personality, knowledge, values, experiences, motivation, skills, and behaviors owned and offered by the individuals within the working environment of an organization according to Lloyid (2012). With all factors constant, the higher the quality of the human capital of the organization, the more successful the performance despite the global challenges facing different facets of organizational industries. Human capital management is hence focused on managing the human labor force within the organization, an aspect that is essential as a result of the crucial trends of challenges of management. HCM is hence essential in; Helping the organization to recognize that HCM is the primary source of a sustainable competitive advantage as it determines the means of production and access to capital within the organization. Increasing the importance of the organizations intangible assets such as reputation, leadership strategy, and brand that are mainly dependent on the skills and the efforts of the employees within the organization. The identification of innovation, knowledge, collaboration, and adaptability as the primary or key factors that drives the success of the organization. In his study, Higgins (2010) also points out that leaders should recognize that the primary source of organization success are the values, believes, and ability that resides within the organizational workforce. Increasing focus on growth primarily for improving the bottom line of the business, as an aspect that then requires a renewed focus on the leadership and the subordinate for successful performance. Understanding the demographic changes affecting the internal and external environment of the organization. For instance, Higgins (2010) denotes that an aging workforce, advanced technological innovations, along with increasing diversity are increasing the war for talent within the workforce. In the general function and operation of an organization, Human Capital Management (HCM) and the Human Resource Management (HRM) often have many similarities and differences. For instance, both HRM and human capital management deal with the human resource department of an organization. Both HRM and HCM form the foremost solidarity department that has the responsibility of carrying out the organizational responsibilities within the business environment (Higgins, 2010). They both deal with terms and functions related to training, recruitment, orientation, performance analysis, and payroll for the employees of an organization. In his study, Higgins (2010) denotes that employees are often an essential aspect of the management of an organization and hence should be framed by the human resource department within the organization so as to obtain the quality of work as per the objectives of the organization. However, HCM is adopted as a software program and a core element of the human resource management of the organization. Human capital management associates with elements and provides an ambiguous response with different human resource elements such as the organizational management and the personnel management Sengupta (2011). It is also related to the strategy of the employees development as well as other operational objectives hence defined as a tactical approach aimed at the systems, processes, and essential organizational practices. Despite the difference between human resource management and human capital management shown in Table 1, both their functions hold the significance of their impact on the opera tion of the organization in carrying out the actual business processes with its internal and external environments. Table 1: The differences between the human resource management and human capital management in an organization (Adopted from Higgins, 2010) Human Resource Management functions Human Capital Management functions HRM never defines its true objectives HCM defines its true goals and objectives with a perfect reputation Has functions that often delivers perfect ended major solutions within the organization Is not effective in delivering solutions for minor organizational instances Its functions are regularly driven by the availability of human resources within the organization Its functions are often driven only under special or specific cases affecting the performance of the organization The human resources department ensures that its functions are performed as per the laws and regulations governing the operation of the company. Human resource capital is often related to all issues affecting the employees with a focus on elements such as utilization, employment, developmental agendas, and compensation of employee amongst other elements. Uses simple bench-marking techniques to execute its functions Adopts the use of complicated evaluation techniques Steps of ensuring the realization and optimization of the HCM practices The major question should be what are the leaders and managers of businesses and organizations expected to do in the attempt of realizing and optimizing the HCM practices. Carmeli (2017) points out that the first major step is making the working environment and the whole organization a talent magnet for employment. The same study presents a thought experiment that can be adopted by any organization with the desire of increasing its employment preference for the workforce despite the challenges in the market. These include; a) Listing the primary three characteristics that are unique and sets the organization apart as a perfect place of employment; b) Listing of the top three primary employee attributes needed by the organization to execute the set business strategies; c) finding answers to the extent at which the characteristics in #a allow the organization to employees with the #b values and attributes. It hence means that the step taken by the organization will depend on the answer in #c as it will help the management to understand the internal factors affecting the human capital aspects of the organization. In other words, the above thought experiment is essential in illustrating the importance of the employer brand of the organization, an aspect that Lloyid (2012) points out as the primary determinant of the human capital management practices within the organization. The realization and optimization of the HMC needs to focus on the realization of the employer brand that determines how the organization builds or packages its identity. Depending the industry of operation of the organization, the promises the organization focus on delivering will motivate an emotional connection with the employees who will then work towards achieving what the organization promises to deliver to its customers. According to Zavydivska, Zavydivska, and Khanikiants (2016), HCM practices need to focus on an employment brand that shares what is differentiating and compelling about working within the organization, passes across the message of what it offers, and provide a true recruitment story. The realization and optimization of the HCM practices hence require the organization to focus on the employer brand that will; Attract the skillful and right candidates Increase the employers reputation Effectively communicate vision, mission, and values to the employees and the customers Increase vacancy or employment acceptances Increase employees retention and skills Develop a reputation of being the employer of choice Integrating the understanding of renowned and seminal HR competency models into HCM and HRM practices According to Schlitte (2016), the concept of the organizational Human Capital Management has been transformed through a many aspects as a result of the constant dynamics of the human resource functions as well as the ever-changing global business environment. The same study denotes that the transformation has occurred based on different analytical models from normative, prescriptive, to the competency-based models. The understanding of these models can be integrated into different ways within the human resource and human capital management. One such model is the Ulrich theory that defined different aspects within the functionality of the human resource management as pointed out by Olofsson and Ohman (2007). Ulrich was a known human resource professional who had great ideas in many human resource aspects such as corporate growth and company leadership. He was the author of the Ulrich model is mainly focused on the role of the human resource management in an organization, ideas that ar e still influencing the thoughts surrounding the general concept of human resource management as pointed out by Schlitte (2016). Ulrichs framed human resource model has formed a big part of a virtual method of predicting the future performance of an organization, and the ideas are adopted in different organizations to keep the workforce hardworking, happy, and dialed-in to the long and short-term goals and objectives of the company. According to the model, it is essential that the human resource managers integrate the idea of viewing the employees as a vital part of the success of the organization according to Scapolan and Montanari (2013). The model focuses on four main roles as the key components that are essential for every human capital and resource department. These roles include; Business partners- As a business partner, the HR department has the responsibility for ensuring effective communication with the people who have a direct connection with the organization such as the creditors, shareholder, employees, and employees among others. The department is hence the point of contact and the channel used by most internal members of the business. As a business partner, the HR gives feedback to the internal partners concerning the quality of their performance and experience, helping in filling job vacancies, sharing HR goals, with the employees so as to ensure their implementation across the organization. The department as well promotes harmony and overall productivity within the workplace. Change agent- in case the organization requires evolving, expansion, or alteration of its objectives and goals, the human resource becomes the change agent that internally communicates the organizational challenges. Integrating this concept within the HR and the HCM requires the responsible managers to organizer training opportunities that will help the employees to learn new skills that can help in achieving the desired changes as pointed out by Engelhard (2012). Preparing the employees for the required change helps them to adapt to the new roles for its next level of evolution or stage of growth (Audea, Teo, Crawford, 2015). Administration expert- according to the model, this is an administrative role that helps in executing different tasks. While performing the administration expert role, the human resource department follows any change in the regulation, legislation, or occupational safety rules; they help the organization adapt to the changes so as to remain compliant with the relevant laws. Olofsson and Ohman (2011) point out that it is an aspect that should be adopted by the human resource and human capital managers so as to ensure the organization remains compliant. Employee champion or employee advocate- according to the Ulrich Model, the human resource should stay aware of the interests of the employees and ensure the interests are protected so as to ensure moral satisfactions and positive image of the organization. Integrating this aspect hence requires the organization to adopts strategies that will help in measuring the employee's performance so as to sport any possible outcomes to ensure equity and effective performance. Challenges facing HCM and recommended steps for viability and sustainability in the organizational operations According to Lloyid (2012), it is often clear for leaders and managers of organizations that a successful operation of a business or organization requires clear strategies that will enable the business to meet the set goals and objectives. The strategy adopted by the leadership should also have clear plans that can be used to solve different organizational challenges facing the business while capitalizing on the strength of the labor force. However, as pointed out by Jones et al. (2017) in his review, even the best strategy often fail when the organization has not placed the right people in different responsibilities for ensuring a successful execution of the strategies. It is hence a clear aspect that one of the major challenges leaders face in organizations is the human capital challenge. In their study, Zavydivska, Zavydivska, and Khanikiants (2016) denote that there are three major challenges the human capital management within an organization. These include developing leaders, sustaining the organizational competitive advantage, the attraction and retaining of good and skillful employees. Carmeli (2017) also points out that many organizational HCM have challenges with developing strategies that will effectively manage the talents of the organization. The failure of recognizing these factors leads to the following challenges; Insufficient supply of skillful candidates Recruitment and integrations challenges when dealing with younger employees Challenges from competitors recruiting the best candidates Provision of attractive career paths within the respective industries of operation of the organization It is difficult to deploy experienced talents worldwide Lack of creativity and flexibility among the talents with the right and relevant technical skills The focusing, identification, and understanding of the talent availability within the internal and external global emerging markets. Boyun (2016) points out that for an organization to successfully increase its sustainability and operational visibility, the stakeholders of the organizations e need to realize that the human capital can only be increased within the organization when it focuses on other factors. These include the increase of more non-financial rewards for the employees motivations, working with the government systems and agency bodies to increase the knowledge and skills of the organizational talent pool. Exposing the employees to a more challenging environment such as deploying more staff to international assignments can also boost the HCM. Varzaru (2016) also points out that the organization should focus on expanding its workforce skills and enhancing the expertise on different aspects of its operation. The organization hence needs to focus on developing organizational change for increased productivity, quality, and employees satisfaction (Vaiman, Brewster, 2015). It will hence involve the construction of an effective training program, design a motivational compensation system for employees, structuring benefits packages while measuring their success, and the identification of the principles for utilizing, developing, and conserving human capital resources. Chuan (2017) also identifies the need of using statistics and data in making informed HCM decisions while leveraging technology aimed at enhancing the contribution of human capital management functions within the organization. Conclusion With the rapid transformation of the global business landscape, organizations are facing tough human resource, operational, and capital challenges that still continue to be more complex due to the evolution of the technological business landscape. It is hence required that HCM, HRM, and operational management focus on the identifying and adding real values within the business. With the continued realization of the need of retaining the workforce, there is a need for increasing the emphasis on increasing engagement programs and training. Personnel management, HCM, and HRM are all concerned with productivity and are vital aspects of the organizational performance. The aspect can be achieved when businesses and organizations invest in areas that will primarily optimize expenditure such as improving candidate attraction schemes and integrating technological systems. Adopting such strategies will not only foster the growth of the human capital within the organization but will be a sign th at the primary managerial departments of the organization are in the preparation of maximizing its staff and resources with the focus of growth of the company. List of references Audea, T., Teo, S. T., Crawford, J. (2015). HRM professionals and their perceptions of HRM and firm performance in the Philippines.International Journal Of Human Resource Management,16(4), 532-552. doi:10.1080/09585190500051589 Boyun, W. (2016). Effects of perceived support and collectivism on sport instructors' affective commitment, work effort, and intention to leave.International Journal Of Applied Sports Sciences,28(2), 89-100. Carmeli, A. a. (2017). Fostering Members' Creativity in Teams: The Role of Structuring of Human Resource Management Processes.Psychology Of Aesthetics, Creativity The Arts,11(1), 18-33. Chuan, L., Christina Yu-Ping, W., Chen-Yu, W., Jaw, B. (2017). The role of human capital management in organizational competitiveness.Social Behavior Personality: An International Journal,45(1), 81-92. Engelhard, P. (2012). ULRICH Fehl's Contribution to Temporal Capital Theory.Quarterly Journal Of Austrian Economics,12(3), 79-88. Higgins, N. (2010), Human capital management vs HR [internet] available at URL https://www.personneltoday.com/blogs/hcglobal-human-capitalmanagement/2008/06/hcm-versus-hrand-the-winner-is.html [accessed on April 18, 2012]. Jones, G. J., Edwards, M., Bocarro, J. N., Bunds, K. S., Smith, J. W. (2017). Collaborative Advantages: The Role of Interorganizational Partnerships for Youth Sport Nonprofit Organizations.Journal Of Sport Management,31(2), 148-160. Lloyid, F. (2012). Key Human Capital Challenges Facing OrganizationsToday, Retrieved from https://smucoxexeced.wordpress.com/2012/10/03/key-human-capital-challenges-facing-organizations-today/ Olofsson, A., Ohman, S. (2011). Views of Risk in Sweden: Global Fatalism and Local Control - An Empirical Investigation of Ulrich Beck's Theory of New Risks.Journal Of Risk Research,10(2), 177-196. doi:10.1080/13669870601122451 Scapolan, A., Montanari, F. (2013). How to Attract and Retain Artistic Talent though Human Resource Capital: The Case of an Italian Ballet Company.International Journal Of Arts Management,16(1), 4-19. Schlitte, A. (2016). Volker Steenblock/Hans-Ulrich Lessing (Eds): Vom Ursprung der Kultur. Mit einem Gesprch mit Gnter Dux.Journal For General Philosophy Of Science,47(1), 241-245. doi:10.1007/s10838-015-9300-1 Sengupta, K. (2011). Human resources roles: ideal versus practiced: a cross-country comparison among organizations in Asia.International Journal Of Human Resource Management,22(13), 2665-2682. doi:10.1080/09585192.2011.560865 Vaiman, V., Brewster, C. (2015). How far do cultural differences explain the differences between nations? Implications for HRM.International Journal Of Human Resource Management,26(2), 151-164. doi:10.1080/09585192.2014.937969 Varzaru, A. A. (2016). The Contribution of the Human Resources Information System to Human Capital Performance Management within the Organization.Ovidius University Annals, Series Economic Sciences,16(1), 429-434. Zavydivska, O. I., Zavydivska, N. N., Khanikiants, O. V. (2016). Self-management as a condition for creating a health culture among students.Journal Of Physical Education Sport,16592-597.