Evolution Of Human Resource Management - 2625 Words

Abstract This case study covers the evolution of human resource management and discusses current issues and trends in the field. Changes in orientation, such as changes from personnel to human resources, administration to management, and human relations to organizational effectiveness, are covered. Utilizing the concepts and technology described can greatly improve the effectiveness of any human resources department. Ideas for future research and practice are also suggested. Evolution of Human Resource Management Key principles and practices associated with Human Resource Management date back as early as 1000and 2000 B.C. Employee screening tests have been traced back to 1115 B.C. in China and the earliest form of industrial†¦show more content†¦Early human resource management techniques included social welfare elements aimed at helping immigrants adjust to their jobs and to life in the United States. These elements included learning English and obtaining housing and medical care. Such interventions also promoted supervisory training in order to increase company productivity. During this era, managers began to view workers more as individual human beings rather than non-human resources. Administrative functions of Human Resource Management include hiring and firing of employees, compensation, payroll, and management of employee benefits, policy formulation and implementation, records maintenance, Employee Assistance administration, Drug-Free Workplace, legal compliance and Union r elationship maintenance. These tasks are often seen by administrators as tedious busy-work performed by skill-specific clerical managers with limited connection to the mission and goals of the company. This area of company functions is the quantitative component that administrators access to calculate total workforce costs, compensation, and employee turnover. Strategic elements of Human Resource Management include recognizing that people are a key organizational resource. Over the last two decades there has been a significant shift in thinking regarding the role that people play in the success of businesses. In

Level 5 Leadership Free Essays

Jim Collins creates a sort of guideline for companies that are mediocre or have had mediocre performances who want to make the leap to becoming a great company. The way Collins came up with these guidelines is by studying 11 great companies that were selected from a list of Forbes 500 companies and deemed great companies using a criteria created by Collins’ research team. These 11 companies were than each compared to a company in the same industry with similar resources but who did not perform as well as the â€Å"great† companies in the 15 year time span in which the companies were studied. We will write a custom essay sample on Level 5 Leadership or any similar topic only for you Order Now Collins was able to create the flywheel concept out of his studies which is broken down into 6 parts. The one that is the focus of this paper is the level 5 leadership. Through the study of the â€Å"great† companies and through comparison with other companies, one of the major factors of the success of those companies was the type of leadership in place in the company. It takes a leader with two characteristics to lead a truly great company to that success and those are: personal humility and professional will. The way a company can truly be great is by utilizing a level 5 leader who exemplifies the qualities that Jim Collins describes in his book, Good to Great. A leader is at his or her best when they are able to challenge the workers in the company and to inspire them by the way they lead. What is different about the level 5 leader that Collins describes is in the paradox of it all. A leader is quiet, laid back, almost to the point of being considered shy yet at the same time there is this incredible drive to be the best not for the sake of oneself but because that is what is best for the company. The leader is put in that position of the company to shake things up and change the company culture but the leader does not have to be some hot shot from a different company here to save the day. No, this leader is from within the company, he knows everything there is to know about the company and he improves it everyday. No matter what the company always comes first before oneself and long after the leader is gone the company will continue to be great, in fact, a level 5 leader would consider themselves a failure if their successor and the company is not more successful than before. Along with that the leader creates a culture of accountability while at the same time forming a mirror window effect; when things are going great the leader looks out the window to give credit but when things are going bad the same leader looks in the mirror to give himself blame. in essence he is taking the fear away from his employees in order to make them more invested in the company, by doing these simple steps the employee moral is kept high both during the good times and more importantly during the bad times. This quiet yet extremely driven individual is what makes a good company into a great company. This idea that a leader has to be quiet and driven in order to be a part of a great company cannot be true. As a prime example there was Steve Jobs, he was a co founder of Apple, then left and co founded Pixar, all before returning back to Apple to make it one of best companies in the world today. He was charismatic, he was egotistical, he was given credit for the success of Apple and he graciously took it, he was a celebrity. When people think of Apple they think of Steve Jobs, he created Apple and brought it to its greatness. He was not a level 5 leader. He was extremely driven but he was not the quiet type. He would not be the type of leader to just blend in with the crowd, instead hundreds of thousands would watch him during a new product release and hang on his every word. The fact that he was successful as the CEO of multiple big name companies while taking a large amount of the credit, that was well deserved, is one of the best counterexample to Collins level 5 leader. Steve Jobs was extremely devoted to the companies he worked for and he worked tirelessly to make sure they were the best that he could make them but he did all of this by going with his own style that contradicted the teachings of Collins. There is no clear choice between a leader like Steve Jobs and the one that Jim Collins describes, a level 5 leader. There are too many factors in the business world and there are too many different industries to try to create description of the perfect leader. What Collins managed to do was to select 11 companies that he deemed great and he found similarities between the companies, one of those similarities being with the type of leaders those companies had in charge. For those companies and the practices the companies had in place, that type of leader with personal humility and professional will was what was necessary. For Apple and Pixar it was a different type of leader that thrived, and in other companies it will be that same Steve Jobs type of leader that will lead them to greatness. It is not possible to create a prototype leader and companies should not try to do so they should put their efforts on finding the leader that fits their need the best whether that leader comes from within the company or from the outside. How to cite Level 5 Leadership, Essay examples

Samsung case study free essay sample

Abstract: This paper examines Samsung Electronics successful growth strategy in the mobile phone business. It examines its early efforts at developing a competitive product in the domestic market, its globalization strategies, and some of the key challenges it faces today. The paper provide insights into how a late-comer to an industry can overcome certain disadvantages and successfully position itself as a widely respected and successful brand. JEL classification: L 63, M10 Key words: Samsung, mobile phone, strategy ? MBA student, KDI School of Public Policy and Management Professor, KDI School of Public Policy and Management I. Introduction For Samsung Electronics, 2003 was a watershed year. It successfully positioned itself as one of the world’s best mobile phone manufacturers and its products were featured all over the media. Many were calling its mobile phones as â€Å"the best gift for Christmas†1 or â€Å"the Mercedes of mobile phones. †2 Samsung’s achievements were particularly remarkable considering that its primary focus had previously been in semiconductors and home appliances. Indeed, when it first made the decision to enter the mobile phone business, industry observers viewed the move as foolhardy and reckless. But, much to their surprise, Samsung’s foray into the market turned out to be a great success, contributing significantly to the company’s profit growth and brand reputation. In 2003, Samsung posted net profits of 6 trillion won ($5 billion) on annual sales of 43. 6 trillion won ($37. 9 billion). As of April 2004, its market capitalization stood at around 100 trillion won ($87. 4 billion). It had also surpassed Sony, which had been a benchmark for Samsung, in terms of revenues and market capitalization. (Exhibit 1) Samsung’s exports currently account for two-thirds (79%) of total sales. In addition, Samsung has built its brand around the world; in 2003, the ‘Samsung’ brand was ranked 25th in the annual BusinessWeek/Interbrand study of the world’s most valuable brands, having grown from $8. 31 billion in 2002 to $10. 85 billion in 2003. (Exhibit 2) Few would deny the claim that Samsung has achieved remarkable success in the global market. As such, it could be worthwhile to take a closer look to find out which factors have contributed most to its success. In particular, we should focus our attention on the company’s emerging mobile phone business, which has achieved some of the most outstanding gains of any of Samsung’s business lines. The objective of this study is to gain helpful insights into how a late-comer to an industry can overcome certain disadvantages and successfully position itself as a widely respected and successful brand. II. Company Background: Samsung Electronics Samsung Electronics was established in 1969 in order to provide an engine of future growth for the Samsung Group. Though the electronics industry seemed promising in the 1960s, none of the Korean firms had advanced technology. Samsung began by producing low-end black–and-white televisions in a joint venture with Sanyo, a Japanese electronics company. With 1 2 A German magazine, â€Å"Connect† A Norwegian newspaper, â€Å"Aftenposten† 1 NEC, another Japanese firm, it produced Braun tubes and kinescope tubes. After three years, it began to produce black-and-white televisions under its own name, â€Å"Samsung. † In the 1970s, it began producing other home appliances, including washing machines, refrigerators, color televisions and microwave ovens. During the 1980s, it expanded its business lines to personal computers (1983), semiconductors, and telecommunication networks and devices (1988). For years, Samsung was regarded as a low-end product manufacturer that made cheaper alternatives to the high-end Japanese products. Its products were not considered to be very reliable, and it did not have a very strong reputation amongst consumers. By the end of 1992, however, the company emerged as a leading semiconductor manufacturer in the DRAM (Dynamic Random Access Memory) market. It was the first case in Korea that Samsung, a domestic latecomer, successfully caught up incumbents and even became better than them in the world market. Behind their success was the management’s strong drive to develop the semiconductor business into a truly world-class business and the company’s future growth engine. Samsung’s system of group-wide coordination and governance enabled Samsung to concentrate its resources in the semiconductor business, which required enormous investment. For technology transfer, Samsung relied on technology licensing, established an RD center in Silicon Valley and invited Japanese engineers to Korea on weekends to instruct Korean engineers in semiconductors. To secure human resources, Samsung recruited many KoreanAmerican engineers with semiconductors expertise, offering them attractive compensation and benefits. Despite a major surge in its semiconductor business, Samsung was losing money in its appliance business during the mid-1990s, as it had not managed to improve the quality and image of its products. Moreover, the Asian financial crisis of late 1997 deteriorated the situation further, causing profits to drop from $194 million in 1996 to $87 million in 1997. To cope with its difficulties, Samsung launched a bold restructuring initiative in 1997. The initiative aimed to restructure the company in accordance with â€Å"global standards. † The company laid off 16,000 employees during the first year, and it sold or spun off unprofitable business units and manufacturing facilities. It also shifted more of its resources to the LCD (Liquid Crystal Display) and mobile phone businesses in order to diversify its revenue sources, which had previously relied on the semiconductor business. The emphasis on profitability and shareholder value was not typical of Korean firms at that time. The company’s unyielding emphasis on quality, innovation, and globalization resulted in significant changes within the organization, and galvanized its foundation for future growth. As the result of many years of reorganization, Samsung now has four major divisions: Digital Media Network, Digital Appliance Network, Telecommunications, and Device Solution Network. (Exhibit 3, 4) It holds market leadership in several product categories —DRAM, 2 SRAM3, TFT-LCD4, CDMA5 mobile phone, etc. (Exhibit 5) Furthermore, the four divisions are closely connected to one another and in line with the company’s pursuit of â€Å"digital convergence,† the company’s vision of its future. Samsung currently has 25 production/sales subsidiaries, 39 sales subsidiaries, and 22 branch offices all over the world. (Exhibit 6) III. Samsung’s Mobile Phone Business A Humble Decade (1984~1993) In 1983, Samsung initiated its mobile telecommunications business, which it hoped would become the company’s future growth engine. Forty engineers, each of whom had previously worked either in the wireless telephone division or facsimile machine division, were assigned to a new unit named the â€Å"Wireless Development Team. † The engineers had no idea what to do first. In desperation, they decided to obtain a rough picture of a Japanese-made mobile phone. Then they asked the Samsung branch in Japan to send them a Japanese car-phone. After disassembling and reassembling the sample car-phone hundreds of times, the engineers roughly understood how a mobile phone works. In 1986, Samsung was able to release its first built-in car phone, the SC-100. But the result was disastrous. The quality was so poor that many customers filed complaints, and the company ended up cutting the number of engineers in the development team from forty to ten. Ki Tae Lee, the then-head of the Wireless Development Team and the current president of the Telecommunications division, found himself in a major quandary in deciding whether or not to continue the mobile business. Ki Tae Lee decided to stay on track. He asked the company to buy ten Motorola mobile phones for benchmarking. It was a big expenditure for the company at the moment. Each unit cost about 2 million won, while the expected return on investment was uncertain. His engineers then went to work on analyzing them. Many of the phones were disassembled, and many were dropped or thrown away. They tested several aspects such as product design, quality, durability, and optimal environment for communications. Finally, in 1988, Samsung developed its first mobile phone (or â€Å"hand phone† in Korea), the SH-100. It was the first hand phone to be designed and manufactured in Korea. However, customers still thought only of Motorola when they thought of mobile phones, and the quality of 3 4 5 Static Random Access Memory Thin Film Transistor – Liquid Crystal Display Code-Division Multiple Access 3 the Samsung phone was not good enough to break the customers’ prejudice. Although Samsung introduced new models every year, each model sold only one or two thousand units. With such disappointing sales, talks of dropping the mobile phone line arose once again. By the early 1990s, the worldwide mobile telecom market was growing rapidly, and many new players were entering the market. In Korea, Motorola accounted for 60-70% of the market, and Samsung accounted for only 10%. However, the engineers who participated in RD for Samsung’s mobile phones had a strong desire that they would be able to succeed in their endeavor, based on the process of trial and error that they had already been through. The decision was made to continue with the mobile phone business. However, the project leaders felt that a more deliberate strategy was needed. A Remarkable Turnaround: â€Å"New Management† (1993~1996) In 1993, an important event that resulted in a breakthrough for the development team occurred on a mountain one weekend. A member of the marketing team was hiking in the mountains when he saw a man calling someone with his Motorola mobile phone. He tried to make a call with his Samsung mobile phone too, but was unsuccessful. It was then that he realized that increasing connectivity would be a crucial factor. He knew it would be especially important in Korea, since more than two thirds of Korea’s land is mountainous, and the radio waves do not transmit as far in mountainous areas as in flatter areas. It was decided that the development team would focus on improving connectivity. They found the optimal length of a mobile phone antenna and developed a method of using gold to connect the point between the antenna and the communication circuits, thus significantly reducing resistance and enabling steadier wave conductivity. They also developed the wavesearching software that was specially designed for Korea’s topography. Another event triggered Samsung’s mobile phone business. On June 4, 1993, Kun Hee Lee,6 the then-chairman of the Samsung Group, presided over a meeting in Tokyo with his top executives and advisors to discuss future technology development in the company. Right after the meeting, Lee asked several Japanese advisors to have an additional private meeting. In this meeting, Fukuda Shigeo, who was a design advisor, handed over a report titled â€Å"Management and Design. † The report criticized Samsung’s problems in design practices and offered recommendations on appropriate technologies, development procedures, and design management. The report, the so-called â€Å"Fukuda Report,† came as a shock to Chairman Lee, and forced him to reexamine his efforts to improve the company’s system of quality management, which he had worked hard at strengthening since he had become the chairman in 1987. He felt that he had 6 Kun Hee Lee, the third son of the founder Byung Chul Lee, took over the business and was appointed the chairman of Samsung Group and Samsung Electronics. 4 to take action at that critical moment. On June 7, 1993, in Frankfurt, Lee gathered 200 Samsung executives and pointed out every problem that Samsung had and emphasized that Samsung needed a turnaround and declared a new management initiative — â€Å"Samsung New Management. † The â€Å"New Management† is a management philosophy that conveys Chairman Lee’s strong drive for change, particularly in the area of quality improvement. His famous comment, â€Å"Change everything except your wife and children,† revealed how seriously he took the situation. The â€Å"New Management† reached to the mobile phone business as well, and Chairman Lee gave the division an ultimatum: â€Å"Produce mobile phones comparable to Motorola’s by 1994, or Samsung would disengage itself from the mobile phone business. † Kyung Jun Cheon, the then-head of the product development team, was confident that his team could achieve the goal. At that time, the development team had already come up with twenty ideas for improvement, from its hundreds of comparison tests on voice quality, connectability and durability with Motorola’s products, and had been working on the development of solutions. Every weekend, the executives and engineers teamed up and traveled to the mountains all over the country. They tested connection quality on the mountains, which the company had decided to focus on as the key differentiator against Motorola. Since the members were carrying heavy telecom equipment, sometimes they were mistaken as spies hiding in the mountains. In November 1993, the development team finally unveiled a new model, the SH-700. When Ki Tae Lee first got the phone from the development team, he threw it on the floor and stepped on it. Then he picked it up and tried making a call. Surprisingly, it worked. Since many people carry mobile phones in their rear pockets, Lee had requested that his team make a very sturdy phone. The phone could endure 870 kg of pressure, due to a special integration technology (inserting many support pillars in the circuit body). This model was quite remarkable. It weighed less than any other company’s models, the design was compact, and its quality was substantially improved over previous models. Each product manufactured was tested piece-by-piece to assure perfect quality. Phones with any kind of defect were burned openly for all employees to see. (The products that had been burned were worth 15 billion won, or $188 million. ) The burning ceremony ingrained the motto ‘Quality is Pride,’ the essence of New Management, in every employee’s mind. In October 1994, the SH-770 was introduced under the brand name â€Å"Anycall. † It was a result of the marketing team’s effort at brand-building. The model was an upgraded version of the SH-700, with a few changes in design and improvements in product quality. Samsung expected that branding would change customers’ perception of Samsung’s mobile phone and build up their trust. Aggressive marketing campaigns started as well. At the initial stage, the most important objective of the company’s marketing strategy was to break customers’ preconception that 5 Samsung’s phone would be inferior to Motorola’s. To market this idea of quality, Samsung developed the slogan, â€Å"Strong in Korea’s unique topography. † This slogan helped persuade customers that Samsung’s mobile phone was best fitted for Korea and its mountainous topography. It emphasized the fact that foreign products had been tested more in flat areas rather than in mountainous ones. In addition, the company launched a marketing campaign known as â€Å"Cheon-wang-bong (Mt. Cheon-wang) Project. † As part of the campaign, the company held free-trial events in famous mountain areas and on islands. On holidays, the events were held at highway rest areas. Many celebrities participated in the events. The company also focused on building good relationship with distributors, since consumer choice was largely influenced by the sales agents’ product recommendations. Samsung employees visited about 3,000 distributors in the country and held new product-launching sessions. Some employees gave the distributors gifts of oriental health supplements to let them feel that they were being taken care of. Samsung also began an agent referral program, in which distributors tested the quality of Samsung mobile phones and permitted their names and pictures to be used in Samsung’s newspaper advertisements. A full-blown advertising campaign was run as well. By casting some of the most famous and respected actors in Korea in it ads, Samsung was able to create a strong association between the Samsung brand and quality, credibility and patriotic feelings. Customer testimonials also worked in a positive way. Many customers called Samsung to provide their opinions of the Samsung mobile phone. One customer reported that the phone was still working even after a car ran over it. Another said the phone saved his life because he was still able to call the fire department even after his Anycall phone had been half-burned. These stories were used in a series of television commercials, thus strengthening the connection between Samsung and quality in consumers’ minds. As a result of all the extensive marketing efforts, the market share of Samsung mobile phones soared from 25. 8 percent in October 1994, to 51. 5 percent in August 1995. In the same period, Motorola’s market share dropped from 52. 5 percent to 42. 1 percent. Some people compared Samsung’s success to the story of David against Goliath. No one but the development members had expected that Samsung would be able to beat Motorola. Pioneering the CDMA Era (1996~1998) CDMA service in Korea began in April 1996, under the service of two mobile telecom carriers – SKTelecom and Shinsegi Telecom (STK merged with Shinsegi in 2000). In October 1997, three new mobile carriers, all PCS (Personal Communication Services) providers, entered the market. Thanks to heavy investment and aggressive marketing by these new carriers as well as government subsidies for PCS phone purchases, the total number of mobile phone service 6 subscribers grew rapidly during this time. In May 1998, the mobile phone penetration rate had been 10%. By August 1999, it had reached 42. 7%. Samsung developed its first CDMA mobile phone in March 1996, to coincide with the launch of CDMA service. The first digital handset, the SCH-100, was extra light and slim, and enabled clear voice communication. In the digital era, voice quality was not as important as it used to be. Rather, the focus of competition shifted to additional features such as design, weight, and the capture of delicate sounds. Samsung also developed a voice recognition function and embedded it into its handsets. Before long, Samsung became the leader in the PCS market. It partnered with KTFreetel and Hansol PCS to provide PCS phones. Its first PCS phone, the SCH-1100, entered the market with innovative features, including a lightweight body, enhanced battery life, and the ability to capture delicate sounds. The design was targeted at the young generation because the young generation had emerged as a large and growing customer base7. It also shifted its marketing communications strategy. For the CDMA cellular market,8 it emphasized the phone’s new functions, for example, its voice recognition feature. For the PCS market, the company coined a new slogan, â€Å"Strong in small sounds,† to emphasize the mobile phone’s capability to capture delicate sounds. The slogan spread rapidly via the appearance of young idol stars in the PCS commercials and the execution of various IMC (Integrated Marketing Communication) strategies. By the end of 1997, one year after the CDMA service was first launched, Samsung had achieved a 57% market share in the CDMA cellular market and 58% in the PCS market. Also, in April 1997, it achieved sales of one million CDMA phone units. Globalization (1998~ present) Samsung made its first foray into the global market in 1996, when it exported its PCS phones to Sprint, an American CDMA carrier. Sprint had been supplied with its PCS phones from Sony, but as it sought out more advanced phones, it realized that Samsung was one of only a few companies that offered such phones. 9 Sprint signed a $600 million contract with Samsung, under which Samsung would provide its PCS phones to Sprint for three years under the cobranded name â€Å"Sprint-Samsung. † Samsung worked with Sprint’s engineers to develop customized phones that would work uniquely on Sprint’s network. This effort differentiated Samsung in the market, and the deal 7 To stimulate the PCS market, the Korean government provided subsidies to service providers, enabling them to provide customers with PCS handsets very cheaply or even for free. This enabled many young people to buy mobile phones. Aggressive marketing targeted to the young generation also helped increase demand. 8 The lower frequency band (800MHz) service is called the ‘cellular’ market to distinguish it from the PCS market, which uses the higher frequency band (1. 8GHz). 9 â€Å"Samsung Gains Ground on Motorola in Cell Phone Sales,† Chicago Tribune, March 7, 2003 7 ended up a great success. After this first export success, Samsung expanded into Hong Kong (Huchinson, CDMA) in 1997, and Brazil (TELESP and TELERJ, CDMA) in 1998. After successfully exporting to Brazil, Samsung built a mobile phone production facility in Brazil in 1998, in the hopes of expanding into Latin America. Samsung’s leading position in CDMA technology and its significant domestic market share gave it the confidence and momentum to go abroad. Samsung targeted countries that use the CDMA technology for mobile communication. In 1999, Samsung secured the number one position in the worldwide CDMA market where it accounted for more than 50% of market share. However, the worldwide CDMA market was far smaller than the GSM market, which accounted for 70% of the total worldwide mobile communications market. Moreover, the domestic market was approaching saturation, and competition was becoming more intense. Motorola tried to reposition itself in the Korean market, and emerging domestic players, which were supported by exclusive distribution partnerships with service providers, actively launched new mobile phones. Thus, to achieve further growth, Samsung had to penetrate the GSM market. The first GSM model was the SGH-200, which was made for European customers. But it was not as good as the company’s CDMA phone. It was difficult to hurdle the high entry barrier, which the then â€Å"Big 3†Ã¢â‚¬â€Nokia, Motorola, and Ericsson—had built for years. The company’s next few models didn’t attract Europeans, either. The development team realized that a simple change in the circuit system wouldn’t work in the European market. Thus, it decided to look more closely at the customer’s point of view. They found that Europeans preferred geometric, balanced, and simple designs. Using this information, Samsung adopted ‘simple’ as the design concept, then developed a new design to suit the tastes of Europeans. The SGH-600 was born in September 1998. To market this model, Samsung changed its market entry strategy by adopting a high-end strategy. Samsung needed to escape from its lowend image. It figured that its new mobile phone, with its sophisticated design and distinguished functionality, would help it do just that. Before the SGH-600 was launched, Samsung exhibited the model at many trade shows to build up a premium image. After the first stop in Germany, many members of the press commented favorably to the quality of the product. Taking this as encouragement, Samsung entered into Italy, Portugal, France, and England. Although the price was higher than that of competitors, the sales of the SGH-600 reached 10 million units in the European market. The GSM market accelerated Samsung’s growth, providing new opportunities. Samsung’s high-end positioning, along with its quality product, helped raise the prestige of Samsung’s mobile phones to that of a luxury good. In China, for example, Samsung dominates the high-end market. Though the average price of GSM phones in China is about 1,600 RMB, Samsung mobile phones sell for about 8 3,000~4,000 RMB. Even Motorola or Nokia, the first and the second players in China, sell for 2,000~3,000 RMB. Though Samsung’s overall market share in China is in third place, its share in the high-end market (over 4,000~5,000 RMB) is around 50%. In the CDMA market in China, Samsung beat Motorola and became the number one player in terms of market share in 2003. For most Chinese people, a CDMA phone is regarded as ‘cheap’ or ‘free,’ because the Chinese government provides subsidies for the CDMA phone purchases. Nevertheless, Samsung mobile phones are sold at prices 500~1,000 RMB higher than average. In the UK, Samsung’s market share has been growing rapidly since its entry in 1999. Its market share in 2000 was 2. 6%, but grew to 4. 9% in 2001, then to 9. 9% in 2002. Its estimated market share in 2003 was 15%. Thanks to such growth, Samsung was granted the â€Å"Best Manufacturer† award twice by the Mobile News Award, an award that was previously given to Nokia and Ericsson. Moreover, the localization strategy has paid off in Europe. For instance, in Germany, where service providers mainly compete in mobile contents, Samsung launched an online community called the â€Å"Funclub. † Not only does the â€Å"Funclub† bring in customer’s attachment for Samsung, it strengthens Samsung’s relationship with its service providers. Through the â€Å"Funclub,† Samsung proved that it is able to provide popular mobile contents, in addition to the handset itself. In France, Samsung tries to connect technology and culture through what is called â€Å"culture marketing. † For instance, in May 2001, Samsung had an exhibition titled â€Å"Samsung, going together with culture† at the Guimet Museum and displayed its products, including its mobile phones. It was a provocative trial for a famous French museum to display a company’s products rather than historical relics. Also, it invited French artists to the new product launching session in the Champs Elysees. In CDMA and GSM markets combined, Samsung ranked 4th in the worldwide mobile phone sales in 2002. In 2003, the company firmly held the number three rank in terms of unit sales and number two in terms of revenues. (Exhibit 8) IV. Samsung’s Global Management Global RD (Research Development) In 2003, Samsung invested 3. 5 trillion won ($3 billion) or 8% of total revenues in RD. It acquired 1,313 US patents in 2003, ranking it 11th in the world in US patent awarded. (Exhibit 9) Samsung has about 19,700 researchers working in RD. Researchers account for 9 approximately 34% of its total employees. Every year, RD engineers developed about 100 new technologies and they work on the development of core technologies in the fourth generation (4G) mobile communications and in next generation memory chips. Samsung’s Information and Telecommunication RD Center is in Suwon, where the company’s headquarters are located. This RD Center was designed to incorporate all of its business specialties—semiconductors, electronic components, multimedia, and telecommunications—to maximize technological synergies among them. The Suwon RD Center also interconnects with other RD centers, both in Korea and in other countries. (Exhibit 10) In the mobile business, Samsung has applied for 12,000 patents in Korea and 25,000 patents overseas since 1998. The main focus of RD is the development of new technology standards for 4G communications and the mobile Internet. Samsung holds approximately one hundred patents related to 3G and 4G technologies. Recently, Samsung sold its cdma2000 1x EV-DO10 system to Japan and Southeast Asian countries. Global Marketing Samsung’s clever marketing strategies played an important role in lifting Samsung’s image from that of a low-end manufacturer to that of a global digital technology leader. For effective global marketing and branding, Samsung established a new organization to deal with its integrated global marketing activities. Eric B Kim, who used to work at IBM, was recruited to lead the Global Marketing Department. One of his most important decisions was to cease all existing contracts with 55 advertising agencies and to sign a $400 million contract with one ad agency, FCB Worldwide. Since then, Samsung has unveiled a series of corporate branding campaigns and the slogan, â€Å"Samsung DIGITall: Everyone’s invited. † One of Samsung’s major global branding strategies is Olympic sponsorship. In 1996, Samsung was an unofficial sponsor of the Atlanta 1996 Olympics, having sponsored the Samsung Expo in the Pavilion of the Main Stadium. In the same year, Kun Hee Lee was selected as an IOC member, and Samsung received an opportunity to participate in TOP (The Olympic Partners). The IOC proposed that Samsung participate in sponsoring the home appliance category for the Olympics. However, Samsung wanted to utilize the opportunity to promote a high-tech image, and felt that the home appliance category was not enough to emphasize Samsung’s technological advances. Samsung set its sights on the telecommunications category and believed that, through the Olympic sponsorship, it could shed its image as a low-end home appliance maker and reposition itself as a high-tech mobile communications company. To win the sponsorship negotiations, Samsung concentrated its marketing resources on the mobile 10 cdma2000 1x EV-DO(Evolution-Data Optimized) is an advanced version of cdma2000, which upgraded the data transfer speed to maximum 2. 4Mbps, from the cdma2000’s 144kbps. 10 phone business. In 1998, Samsung participated in the Nagano Winter Olympics as an official sponsor, and assumed the responsibility of providing all the mobile technologies needed for the Olympics. For this, Samsung allocated most of its corporate resources to the mobile telecommunications business. Samsung also participated in the mobile telecommunication equipment category in the Sydney 2000 Olympics and in the Salt Lake 2002 Olympic Winter Games. Samsung’s Olympic sponsorship is planned to continue in Athens (2004), Torino (2006, winter), and Beijing (2008). In addition to its Olympic sponsorship, Samsung has been very active in sports marketing through the support of sporting events and athletes worldwide. It sponsored several equestrian games—for instance, the FEI (Federal Equestrian International) Samsung Nation’s Cup and the SSL (Samsung Super League) in France. Samsung’s sponsorships in the world of golf also contributed to its global branding. Samsung thought a great golfer would increase brand value and the reputation of the sponsor, so it decided to sponsor Seri Park just as her career was taking off in the USA. In addition, Samsung became an official sponsor of the SAMSUNG LPGA (Ladies Professional Golfer Association) World Championship. Movies have also taken on a significant role in Samsung’s marketing. For example, Samsung has shown its products – such as its monitors, TVs, mobile phones, etc. – through product placements in many Hollywood movies. And for the popular movie ‘Matrix: Reloaded,’ Samsung actively participated in developing the â€Å"Matrix Phone. † In 2002, Warner Brothers, the Hollywood studio that made the movie â€Å"Matrix,† requested the three top mobile phone manufacturers—Nokia, Motorola, and Samsung—to develop a new â€Å"Matrix Phone† for â€Å"Matrix Reloaded,† the â€Å"Matrix† sequel. The studio specified that the phone should be highly usable, and that its design should be unique and suitable to the Matrix concept. It was a highly challenging design and engineering task. Samsung’s engineers and designers labored for six months to deliver a prototype. Upon seeing the prototype, Warner Brothers selected Samsung over Nokia, the company whose phone had appeared in the first Matrix series. The Samsung phone appeared in the sequel, and 500 units were produced for sales. Thanks to the popularity of the movie, Samsung’s Matrix Phone received a great deal of attention and acclaim. In Korea, Samsung ran an advertising campaign that included scenes from the movie. In this way, Samsung’s co-marketing effort with the most hyped movie of the year contributed significantly to Samsung’s brand value. In evidence, Samsung won the â€Å"Super Reggie Award†11 for its successful Matrix marketing in 2004. 11 The Reggie Award is a prize given to the companies that have executed the most successful promotional campaigns. The Promotion Marketing Association and the BrandWeek are the co-granters of the Reggie Award. 11 Innovative Designs and Products One of the success factors of Samsung mobile phones is their innovative designs and functionality. The company

Yellow Wallpaper By Charlotte Gilman Essays - Psychiatric Diagnosis

Yellow Wallpaper By Charlotte Gilman In ?The Yellow Wallpaper? by Charlotte Perkins Gilman, the unnamed protagonist is suffering from postpartum depression, which is caused by the rapid changes in levels of hormones such as estrogen, progesterone and thyroid due to the birth of a child. This depression can be brought on by stress and isolation right after birth. In this short story the protagonist was brushed of by her husband John, who is a medical doctor as having a temporary nervous condition. In this situation, if the protagonist was effectively treated instead of being isolated, which allowed the depression to escalate to a severe form, she would have steadily gotten better. Instead the protagonist began to develop postpartum psychosis, which is the most severe postpartum reaction. During this time ?woman will experience a break with reality which may include the experience of hallucinations and/or delusions. Other symptoms may include severe insomnia, agitation, and bizarre feelings and behavior? (Depression After Delivery, Inc. 3). ?The Yellow Wallpaper? takes place in the late eighteen hundreds when psychological disorders were dismissed as temporary nervous conditions, and unless there was something physically wrong with the person, the individual had to be isolated from any stimulating activities. Isolation seemed to be the best antidote for psychological disorders in the late eighteen hundreds, although, it only made the disorder worse. John only worsens his wife's disorder by taking her away for the summer and placing her in an old house that is ?quite alone, standing well back from the road, quite three miles from the village? (Barrett 193). John once again isolates his wife from any stimulating activities and forbids her to work...?and am absolutely forbidden to ?work? until I am well again? (Barrett 192). The protagonist personally disagrees with their ideas when she states, ?that congenial work, with excitement and change would do me good? (Barrett 192). John did not allow her to write either, although, ?[she] did write for a while in spite of them? (Barrett 193), but she did not dare let John or his sister Jennie catch her writing. One of the first symptoms of postpartum psychosis is the experience of hallucinations, which are ?sensory perceptual distortions, such as seeing, hearing, smelling, feeling or tasting sensations that others would not sense and do not exist outside of ones perception? (Depression After Delivery, Inc. 3) and delusions, which are false fixed beliefs. The protagonist begins to get hallucinations/delusions when she unwillingly accepts the upstairs nursery instead of the downstairs room that opened into a piazza and had roses all over the window. She illustrates this by saying, ?But John would not hear of it. He said there was only one window and not room for two beds, and no near room for him if he took another? (Barrett 193). Once situated in the room she develops a fixation for the yellow wallpaper. The protagonist begins to follow the pattern about by the hour. She starts ?at the bottom, down in the corner over there where it has not been touched, and I determine for the thousandth time that I will follow that pointless patter to some sort of conclusion? (Barrett 197). Finally, from being in that room so long she begins the hallucinations. This is noticed when the protagonist points out that the front pattern does move-and no wonder! The woman behind shakes it! Sometimes I think there are a great many women behind, and sometimes only one, and she crawls around fast, and her crawling shakes it all over. Then in the very bright spots she keeps still, and in the very shady spots she just takes hold of the bars and shakes them hard. And she is all the time trying to climb through. But nobody could climb through that pattern-it strangles so; I think that is why it has so many heads. Then the protagonist continues by saying, I think that woman gets out in the daytime! And I'll tell you why-privately-I've seen her! (Barrett 202) As these hallucinations are going on the protagonist keeps these emotions bottled-up and doesn't allow anyone to be aware that she is having them. Another symptom that the protagonist has is severe insomnia, which is difficulty in initiating or maintaining sleep. She shows her inability to sleep when she says, ? he thought I was asleep first, but I wasn't, and lay there for hours trying to decide whether that front pattern and the back pattern really did move together or separately? (Barrett 199). The protagonist consistently stays awake at night staring at the wallpaper pattern

History of the Vaganova ballet method essays

History of the Vaganova ballet method essays Since as early as 1738, when Empress Anna Ivanovna begin the first ballet school in Russia, the Imperial Theatre School on Theatre Street in St. Petersburg,1 Russia and ballet have been synonymous with the ultimate in beauty and discipline. In the beginning, only the children of select servants would have the opportunity to learn to dance. In 1773, another school emerged in Moscow, attached to an orphanage. The school on Theatre Street evolved into what is today known as the Vaganova Choreographic Institute, named after its famous teacher, Agrippina Vaganova. The orphanage school has become the Bolshoi Ballet Academy. Both schools are considered to be among the top ballet schools in the world and graduates of these schools can be found dancing in some of the most selective companies worldwide; including the famous Kirov/Mariinsky Ballet and the grand Bolshoi Ballet, as well other prestigious companies including the Royal Ballet, American Ballet Theater, New York City Ballet, Boston Ballet, Australian Ballet, and many others. In the words of Princess Grace of Monaco, herself a graduate of the Vaganova Choreographic Institute, To be a dancer in Russia means a chance for honor, a wider life, and perhaps a place in history.2 Despite being state funded, the Vaganova Choreographic Institute rarely reflected the political tensions or problems present in Russia or later in the USSR. Through over 200 years, no matter what wars or famines raged outside, the children of the Imperial Ballet School have been fed well and kept warm. From the beginning they were taught to read and write, later they learned french and math and how to play musical instruments3 The students of the school were always cared for and looked after. Ranging in age from eight to sixteen, they spent all but eight weeks a year at the school for eight years of their lives. The school, its teachers, and its students became family for the children. At ti...

In Search of Room-Temperature Superconductors

In Search of Room-Temperature Superconductors Imagine a world in which magnetic levitation (maglev) trains are commonplace, computers are lightning-fast, power cables have little loss, and new particle detectors exist. This is the world in which room-temperature superconductors are a reality. So far, this is a dream of the future, but scientists are closer than ever to achieving room-temperature superconductivity. What Is Room-Temperature Superconductivity? A room temperature superconductor (RTS) is a type of high-temperature superconductor (high-Tc or HTS) that operates closer to room temperature than to absolute zero. However, the operating temperature above  0  °C (273.15 K)  is still well below what most of us consider normal room temperature (20  to  25  Ã‚ °C). Below the critical temperature, the superconductor has zero electrical resistance and expulsion of magnetic flux fields. While its an oversimplification, superconductivity may be thought of as a state of perfect electrical conductivity. High-temperature superconductors exhibit superconductivity above  30  K (−243.2  Ã‚ °C). While a traditional superconductor must be cooled with liquid helium to become superconductive, a high-temperature superconductor can be cooled using liquid nitrogen. A room-temperature superconductor, in contrast, could be cooled with ordinary water ice.   The Quest for a Room-Temperature Superconductor Bringing up the critical temperature for superconductivity to a practical temperature is a holy grail for physicists and electrical engineers. Some researchers believe room-temperature superconductivity is impossible, while others point to advances that have already surpassed previously-held beliefs. Superconductivity was discovered in 1911 by  Heike Kamerlingh Onnes in solid mercury cooled with liquid helium (1913 Nobel Prize in Physics). It wasnt until the 1930s that scientists proposed an explanation of how superconductivity works. In 1933, Fritz and Heinz London explained the Meissner effect, in which a superconductor expels internal magnetic fields. From Londons theory, explanations grew to include the  Ginzburg-Landau theory (1950) and microscopic BCS theory (1957, named for Bardeen, Cooper, and Schrieffer). According to the BCS theory, it seemed superconductivity was forbidden at temperatures above 30 K. Yet, in 1986,  Bednorz and Mà ¼ller discovered the first high-temperature superconductor, a lanthanum-based cuprate perovskite material with a transition temperature of 35 K. The discovery earned them the 1987 Nobel Prize in Physics and opened the door for new discoveries. The highest temperature superconductor to date, discovered in 2015  by Mikhail Eremets and his team, is sulfur hydride (H3S). Sulfur hydride has a transition temperature around 203 K (-70  °C), but only under extremely high pressure (around 150 gigapascals). Researchers predict the critical temperature might be raised above  0  Ã‚ °C  if the sulfur atoms are replaced by phosphorus, platinum, selenium, potassium, or tellurium  and still-higher pressure is applied. However, while scientists have proposed explanations for the behavior of the sulfur hydride system, they have been unable to replicate the electrical or magnetic behavior. Room-temperature superconducting behavior has been claimed for other materials besides sulfur hydride. The high-temperature superconductor yttrium barium copper oxide (YBCO) might become superconductive at 300 K using infrared laser pulses. Solid-state physicist Neil Ashcroft predicts solid metallic hydrogen should be superconducting near room temperature. The Harvard team that claimed to make metallic hydrogen reported the Meissner effect may have been observed at 250 K. Based on exciton-mediated electron pairing (not phonon-mediated pairing of BCS theory), its possible high-temperature superconductivity might be observed in organic polymers under the right conditions. The Bottom Line Numerous reports of room-temperature superconductivity appear in scientific literature, so as of 2018, the achievement seems possible. However, the effect rarely lasts long and is devilishly difficult to replicate. Another issue is that extreme pressure may be required to achieve the Meissner effect. Once a stable material is produced, the most obvious applications include the development of efficient electrical wiring and powerful electromagnets. From there, the sky is the limit, as far as electronics is concerned. A room-temperature superconductor offers the possibility of no energy loss at a practical temperature. Most of the applications of RTS have yet to be imagined. Key Points A room-temperature superconductor (RTS) is a material capable of superconductivity above a temperature of 0  °C. Its not necessarily superconductive at normal room temperature.Although many researchers claim to have observed room-temperature superconductivity, scientists have been unable to reliably replicate the results. However, high-temperature superconductors do exist, with transition temperatures between  Ã¢Ë†â€™243.2  Ã‚ °C  and  Ã¢Ë†â€™135  Ã‚ °C.Potential applications of room-temperature superconductors include faster computers, new methods of data storage, and improved energy transfer. References and Suggested Reading Bednorz, J. G.; Mà ¼ller, K. A. (1986). Possible high TC superconductivity in the Ba-La-Cu-O system. Zeitschrift fà ¼r Physik B. 64 (2): 189–193.Drozdov, A. P.; Eremets, M. I.; Troyan, I. A.; Ksenofontov, V.; Shylin, S. I. (2015). Conventional superconductivity at 203 kelvin at high pressures in the sulfur hydride system. Nature. 525: 73–6.Ge, Y. F.; Zhang, F.; Yao, Y. G. (2016). First-principles demonstration of superconductivity at 280 K in hydrogen sulfide with low phosphorus substitution. Phys. Rev. B. 93 (22): 224513.Khare, Neeraj (2003). Handbook of High-Temperature Superconductor Electronics. CRC Press.Mankowsky, R.; Subedi, A.; Fà ¶rst, M.; Mariager, S. O.; Chollet, M.; Lemke, H. T.; Robinson, J. S.; Glownia, J. M.; Minitti, M. P.; Frano, A.; Fechner, M.;  Spaldin, N. A.; Loew, T.; Keimer, B.; Georges, A.; Cavalleri, A. (2014). Nonlinear lattice dynamics as a basis for enhanced superconductivity in YBa2Cu3O6.5.  Nature.  516  (7529): 71–73.   Mourachkine, A. (2004).  Room-Temperature Superconductivity. Cambridge International Science Publishing.

Breast Cancer Essay Example | Topics and Well Written Essays - 1250 words - 2

Breast Cancer - Essay Example When transcription is not sufficiently balanced, it becomes detrimental to the cell and can cause cancer (Cox & Goding, 1991). It is therefore important to secure a comprehensive understanding of transcription because efforts to carry out corrections to the process can be implemented in instances when issues in the process are apparent. Discussed specifically, the first stage of the transcription process, is seen when the RNA Polymerase-Promoter Complex would bind to the promoter gene in the DNA (Mukakami, et.al., 2001). Such binding also leads to the initiation of the RNA polymerase. The sigma protein has to be present in order for the promoter enzyme to work. Particular sequences on the non-coding strand of the DNA are considered as a signal which would start the unwinding process (Mukakami, et.al., 2001). When the process has been started, the RNA polymerase elongation enzyme then takes over and the second stage of the transcription process manifests. ... f the transcription process or the termination stage the uracil triphosphate or the UTP is added to the RNA through a pairing with the adenine (A) nucleotide on the template DNA strand (Gnatt, et.al., 2001). A phosphodiester bond is then formed and the RNA chain is stretched to 10 nucleotides; the excess diphosphate is expected to dissociate (Gnatt, et.al., 2001). A recent study in embryonic stem cells has revealed a transcription control mechanism that is pervasive and regulated by the gene c-Myc which causes cancer. This study has also discovered a pausing step in the transcription process which regulates the expression of about 80% of genes in mammal cells (Medical News, 2010). The long-accepted perception is that DNA-binding transcription factors include the RNA polymerase Pol II to promoters in order to start off the transcription process. Researchers now claim that additional factors for promoters stop transcription as soon as it begins its process (Medical News, 2010). This means that even as the normal cell processes are being carried out transcription already has faulty qualities. There is a need to engage the transcription process - and this can be a function of factor c-Myc. The pause-release role of the c-Myc is relevant in transcription because over-expression of c-Myc is seen in different tumors and the c-Myc's failure to releas e transcriptional pausing is associated with the increase of cancer cells (Medical News, 2010). These results from various studies are however, still not definitive. I am now interested in investigating the relationship of the over-expression of c-Myc in causing tumors, or more particularly, breast cancer. I propose that c-Myc has a major role in causing tumors, including breast cancer.

Habermas Political Philosophy Essay Example | Topics and Well Written Essays - 5000 words

Habermas Political Philosophy - Essay Example The Habaermas discourse ethics theory attempts to elucidate the inference of communicative rationality in the light of moral basics and normative validation. This is an extremely intricate effort for theoretically formulating the fundamentals given by Kant’s deontological ethics particularly in terms of break-up of communicative structures. In other words it attempts to explain the universal nature as well as the obligatory nature of morality through inducing the universal obligation of communicative rationality. Habermas implies that the validity of the norms of morality is not justifiable in the mind of an individual and on his/her impression of the world. Rather the norm’s validity is totally dependent and possible when the process is subjected to argumentation among individuals; hence it is rather dialectic. In this manner the theory states that the â€Å"validity of a claim to normative rightness depends upon the mutual understanding achieved by individuals in an argument† (Habermas 1990). Habermas has from the above arguments deducted that the world’s moral principles are the result of validity claims through discursive justifications which have been imposed upon individuals by the presupposition of communication and argumentation. Some examples can be: The presupposition that there is no argument which is relevant that is excluded by the individuals involved in the discourse The presuppositions that that all the individuals that participate use the same manner of expression (linguistic and cultural) in the communicative exchange The presupposition that all the individuals who participate are truly motivated by a common concern for the best argument Besides the above, there are special and specific presuppositions that are unique to discourse: The presupposition that all the individuals should be agreeable on the universal validity of the claim in general The presupposition that each and every individual is fully capable to speak and act in a rational manner so as to make them eligible to participate; it also presupposes that all are equal to open new topics and introduce them into the discourse whether it is as an expression of attitude or desire or needs The presupposition that none of the validity claims are exempt from group's critical evaluation and argumentation in that regard In

Better Than Essay Essay Example for Free

Better Than Essay Essay Education is one of the most important factors that determine where we go and succeed in life. While private schools have a limited acceptance rate, public schools by law are to accept all children. Public schools have a larger variety of subjects available than most private schools. There are many reasons why public schools are better than private schools. Even though attending a private school may seem luxurious and prestigious, the reasons why most people choose public schools over private schools is because it saves money, education is guaranteed, offers a variety of programs, teaches students responsibility and independence, and prepares individuals to be critical thinkers. A reason why most people believe that public schools are better than private schools is because there is no cost for school tuition. Public schools allow free education, which enables everyone to have the equal opportunity to be educated. Instead of paying thousands of dollars on education in a private school, most parents choose to save that money to pay for their child’s college tuition. Attending a private school can be very costly, for example Oaks Christian’s school tuition is approximately $30,000 a year. The cost of attending that school is just about the same price as attending a college or a university. There are families who struggle with the economy and are put under difficult financial situations. This makes it difficult for the parents to pay for their child’s high school and college. This is one of the greatest advantages about public schools. The main purpose of public schools is to educate everyone. In 2001, the United States Congress reauthorized the No Child Left Behind Act. This act included Title 1, which is the government’s aid program for the disadvantaged students. This act makes sure that no child is left behind from education. The act also requires the state to develop assessments in basics skill that is given to each child in different grade levels. There are multiple families who come from different countries that place t heir child into a public school. The child cannot be denied the right of education due to law and obtains the equal rights of education just like  everyone else. While most private schools have certain requirements for a child to be accepted into the school, public schools ensure that every student is given education. There are multiple programs for all different types of students who attend a public school. There are programs for children with specials needs and disabilities, which allows them to have opportunities like others. Sparkles, which is a national special needs cheerleading program offered at most public schools, allows those who are disabled to feel like they belong and are a part of the student body. However, at private schools they offer a limited number of classes available that one can take, while public schools have a wide range of classes that one can choose from. A great thing about public schools is that they offer different level courses, which allows students to challenge themselves and discover what they are capable of doing by going the extra mile. While in school, kids with special needs and disabilities have the opportunity to have teachers who can work with them individually and help them grow as a student as well as an individual. There are a number of programs such as Data, Honors, IB and AP classes that are available to students who are interested in challenging themselves academically. Public schools deliver real world surroundings with an environment that is much more diverse. Students are more prepared and have a sense of adult life in a public school setting. Most private school classes are small, which gives each child the individual attention they need. From prior experience, a teacher at a private school gives much more attention to students than needed. The guidance that they give towards the students are not particularly helping, but preventing one from taking responsibility and retaining independence. Teachers at a private school have a closer watch on their students’ day to day actions and are concerned with how students should act in a certain way. In public schools, kids are left to distinguish on what is right and wrong. This helps students become more mature young adults and requires students to take responsibility for their own actions. In public schools, students are exposed to greater ideas that allow them to be more creative. Public schools help students figure out who they are as a person individually. While attending a private school, there are certain requirements and standards on how a student should be. There are more strict rules and regulations, which keeps students away from obtaining  outside knowledge. There is not a great amount of creativity and everyone is expected to act and behave a certain way in a private school. Religion is one of the huge aspects that shape the school’s view. Everyone is expected to follow and obtain the same beliefs, whereas a public school, it is based on your point of view. While parents are paying for their child to obtain a greater education with much needed help and care, it is also hurting the child academically from gaining their own knowledge and independence. Due to a public school class size compared to a private school, students have teachers who are constantly available to help and assist each individual. Compared to a public school class, students in a private school class are being spoon-fed by teachers, who attempt to help students succeed but are actually not enabling students to think on their own. Even though public schools have a substantial amount of students compared to private schools, this allows students to be more exposed to the school environment and to be more critical thinkers. Later in your adult life, it is up to you to make wise decisions. No one is going to tell you what is wrong and right. Public and private schools are very discrete from each other. In life, everyone is faced with various obstacles that require making right decisions with a great sense of responsibility. With the exposure to a diverse community and place of creativity, it will help prepare you towards your road to success and to become a critical thinker in the future. These are reasons to consider why attending a public school is so much better than a private school. It teaches you to have self-determination and to become a successful individual.

Langston Hughes :: essays research papers fc

Langston Hughes   Ã‚  Ã‚  Ã‚  Ã‚  Langston Hughes was an African-American writer of the Harlem Renaissance era. Born in Joplin, Missouri, in 1902, Langston Hughes had a rough upbringing because of all the changes that were occurring at the time. A major upset in his life was when his father left to Mexico to continue his studies in law. When Hughes was seven or eight, he lived with his grandmother who told him stories of important historical African American heroes, such as Frederick Douglas, Sojourner Truth, and she even took him to hear W.E.B. DuBois. Such tales encouraged young Langston to do great things in his life as an African-American growing up in a prejudice world.   Ã‚  Ã‚  Ã‚  Ã‚  Later on, Langston Hughes decided to move to New York, more specifically, Harlem, New York. Alain Locke, a black writer and educator, described it as, â€Å"Here in Manhattan is not merely the largest Negro community in the world, but the first concentration in history of so many diverse elements of Negro life†¦In Harlem, Negro life is seizing upon its first chances for group expression and self-determination.† (Bernard, p.52) Here he was introduced and also became, apart of the Harlem Renaissance. â€Å"New York attracted a large influx of blacks from the West Indies and even Africa.† (Bernard, p.53) This can better be called The Great Migration. In Harlem, Langston Hughes was exposed to the soothing sounds of Jazz and the Blues. â€Å"Hughes’ poetry absorbed the rhythms of blues and jazz†¦The sights and sounds of Harlem, it’s music†¦inspired Langston more than his classes in mining and engineering.† (Bernard, p.3 0) â€Å"The Weary Blues† and â€Å"Trumpet Player,† are two poems that demonstrate that Langston Hughes’ poetry was influenced by the music of Harlem. In the poem â€Å"The Weary Blues,† Hughes discusses his experience of watching another black artist. The fact that he is writing about his observation of a musical artist demonstrates that his poetry is influenced by music. Hughes writes, â€Å"Rocking back and forth to a mellow croon, I heard a Negro play.† (DY, p.594) Hughes is describing the artist’s actions at the moment. He describes even where this performance is taking place in Harlem, â€Å"Down on Lenox Avenue the other night.† (DY, p.594) Hughes uses the sound of the music, the actions of the artist, and his surroundings in order to form eloquent poetry. He uses intricate detail about the sounds of the music, in order to help the reader feel as if they are there themselves.

Racism and video games Essay

Video games are not what most people would go to when they think of racial controversy, but every media medium has had their own form of controversy one that happened most recently was the release of a game called Resident Evil 5 which is centered around a guy named Chris Redfield who is basically in a FBI like group centered around killing zombies. As you may have guest this is not the first in the series of the game the series has been around for about 15 years and has had been set in many different countries and such killed many a different zombies. The creators wanted to set this particular game in Africa when the trailer was released the was a racism claim against the game because Chris is white guy going around killing black zombies it was so bad the game release date was pushed backed and slight changes were made Chris was given a black side kick named Sheva Alomar. The second trailer for the game, released on May 31, 2008, revealed a more racially diverse group of enemies, as well as Sheva, a BSAA agent who assists the protagonist. However, designer Jun Takeuchi denied that complaints about racism had any effect in altering the design of Resident Evil 5. Takeuchi commented that the game’s producers were surprised by the controversy. In an interview with MTV, he explained that Capcom’s staff is racially diverse, and acknowledged that various cultures may have had different opinions on the trailer. In an interview with Computer and Video Games, producer Masachika Kawata also commented on the issue, stating, â€Å"We can’t please everyone. We’re in the entertainment business – we’re not here to state our political opinion or anything like that. It’s unfortunate that some people felt that way. † Well personally as a person of African American decent while me personally is not offended I can see where some people can be somewhat offended but it’s set in Africa what type of zombies do you think Chris is going kill. There just zombies not salves and he is not going around raping and lynching people. I personally think as far as video game African Americans are more or less symbolically annihilated rather than video games having racist tendencies toward us as a race of people. And what I mean by that is you don’t really see that many black people in video game as main characters. There are a few, Cj from Grand theft Auto 3 San Andreas Is one that comes to mind but his game is full of stereotypes about the â€Å"Hood† And I’m not going to sit here and lie I played this game and enjoyed it back in middle school. As far I know there are only a few truly without a doubt racist games one them being Custer’s Revenge In the game, the player controls the character of General George Armstrong Custer, depicted as a man wearing nothing but a cavalry hat, boots, and a bandana, sporting a visible erection. Custer has to overcome arrow attacks to reach the other side of the screen. His goal is to have sex with a naked, large-breasted Native American woman named Revenge. (And Yes This Game Dose Exist but it was released back on the Atari 2600 in the 80’s here a wikiapiea link http://en. wikipedia. org/wiki/Custer’s_Revenge ) Even with this game it’s was not licensed by Atari and nor did Atari have anything to do with its production. The video game medium has become a very big part of media and I do not think that anyone in their right mind would even think of releasing anything racially offensive to anyone if they want to keep making the multimillions that they continue to make. As I stated earlier I would say that video game would more likely be a candidate for social annihilation more anything else I would like to more black people in video games kicking butt and taking names and so far we have a few but not as much as I would like well I guess it’s just more of a personal preference than anything else.

Shadow Kiss Chapter 2

TWO Or, well, it looked like mason. He – or it or whatever – was hard to see. I had to keep squinting and blinking to get him in focus. His form was insubstantial – almost translucent – and kept fading in and out of my field of vision. But yes, from what I could see, he definitely looked like Mason. His features were washed out, making his fair skin look whiter than I recalled. His reddish hair now appeared as a faint, watery orange. I could barely even see his freckles. He was wearing exactly what I'd last seen him in: jeans and a yellow fleece jacket. The edge of a green sweater peeped out from underneath the coat's hem. Those colors, too, were all softened. He looked like a photograph that someone had left out in the sun, causing it to fade. A very, very faint glow seemed to outline his features. The part that struck me the most – aside from the fact that he was supposed to be dead – was the look on his face. It was sad – so, so sad. Looking into his eyes, I felt my heart break. All the memories of what had taken place just a few weeks ago came rushing back to me. I saw it all again: his body falling, the cruel look on the Strigoi faces†¦. A lump formed in my throat. I stood there frozen, stunned and unable to move. He studied me too, his expression never changing. Sad. Grim. Serious. He opened his mouth, like he might speak, and then closed it. Several more heavy moments hung between us, and then he lifted his hand and extended it toward me. Something in that motion snapped me out of my daze. No, this could not be happening. I wasn't seeing this. Mason was dead. I'd seen him die. I'd held his body. His fingers moved slightly, like he was beckoning, and I panicked. Backing up a few steps, I put distance between us and waited to see what would happen. He didn't follow. He simply stood there, hand still in the air. My heart lurched, and I turned and ran. When I'd almost reached the door, I stopped and glanced back, letting my ragged breathing calm down. The clearing he'd stood in was completely empty. I made it up to my room and slammed the door behind me, hands shaking. I sank onto my bed and replayed what had just happened. What the hell? That had not been real. No way. Impossible. Mason was dead, and everyone knows the dead don't come back. Well, yeah, I had come back†¦but that was a different situation. Clearly, I'd imagined this. That was it. It had to be. I was overtired and still reeling from Lissa and Christian, not to mention that Victor Dashkov news. Probably the cold had frozen part of my brain too. Yes, the more I thought about it, the more I decided there had to be a hundred explanations for what had just happened. Yet, no matter how often I told myself that, I couldn't fall back asleep. I lay in my bed, covers pulled to my chin as I tried to banish that haunting image from my mind. I couldn't. All I could see were those sad, sad eyes, those eyes that seemed to say, Rose, why did you let this happen to me? I squeezed my eyes shut, trying not to think about him. Since Mason's funeral, I'd been working so hard to go on and act like I was strong. But the truth was, I was nowhere near being over his death. I tortured myself day after day with what if? questions. What if I'd been faster and stronger during the Strigoi fight? What if I hadn't told him where the Strigoi were in the first place? And what if I'd simply been able to return his love? Any of those could have kept him alive, but none of them had happened. And it was all my fault. â€Å"I imagined it,† I whispered out loud into the darkness of my room. I had to have imagined it. Mason already haunted my dreams. I didn't need to see him when I was awake too. â€Å"It wasn't him.† It couldn't have been him, because the only way it could have been was†¦Well, that was something I didn't want to think about. Because while I believed in vampires and magic and psychic powers, I most certainly did not believe in ghosts. I apparently didn't believe in sleep, either, because I didn't get much of it that night. I tossed and turned, unable to quiet my racing mind. I eventually did drift off, but it seemed like my alarm went off so soon after that I could have hardly slept for more than a few minutes. Among humans, the light of day tends to chase off nightmares and fear. I had no such daylight; I awoke to increasing darkness. But just being out with real and living people had nearly the same effect, and as I went to breakfast and my morning practice, I found that what I'd seen last night – or what I thought I'd seen last night – was growing fainter and fainter in my memory. The weirdness of that encounter was also being replaced by something else: excitement. This was it. The big day. The start of our field experience. For the next six weeks, I wouldn't have any classes. I'd get to spend my days hanging out with Lissa, and the most I'd have to do was write a daily field report that was only about a half-page long. Easy. And, yeah, of course I'd be on guard duty, but I wasn't concerned. That was second nature to me. She and I had lived among humans for two years, and I'd protected her the whole time. Before that, when I'd been a freshman, I'd seen the kinds of tests the adult guardians planned for novices during this phase. The ordeals were tricky, absolutely. A novice had to be on watch and not slack – and be ready to defend and attack if necessary. None of that worried me, though. Lissa and I had been away from the school our sophomore and junior years, and I'd fallen behind then. Thanks to my extra practices with Dimitri, I'd quickly caught up and was now one of the best in my class. â€Å"Hey, Rose.† Eddie Castile caught up to me as I walked into the gym where our field experience orientation would kick off. For a brief moment, looking at Eddie, my heart sank. Suddenly, it was like I was out in the quad again with Mason, staring at his sorrowful face. Eddie – along with Lissa's boyfriend, Christian, and a Moroi named Mia – had been with our group when we'd been captured by Strigoi. Eddie hadn't died, obviously, but he'd come very close to it. The Strigoi who'd held us had used him as food, feeding from him throughout our capture in an effort to tease the Moroi and scare the dhampirs. It had worked; I'd been terrified. Poor Eddie had been unconscious for most of the ordeal, thanks to blood loss and the endorphins that came from a vampire's bite. He'd been Mason's best friend and nearly as funny and lighthearted. But since we'd escaped, Eddie had changed, just like I had. He was still quick to smile and laugh, but there was a grimness to him now, a dark and serious look in his eyes that was always on guard for the worst to happen. That was understandable, of course. He pretty much had seen the worst happen. Just like with Mason's death, I held myself responsible for this transformation in Eddie and for what he'd suffered at the hands of the Strigoi. That may not have been fair to me, but I couldn't help it. I felt like I owed him now, like I needed to protect him or make things up to him somehow. And that was kind of funny, because I think Eddie was trying to protect me. He wasn't stalking me or anything, but I'd noticed him keeping an eye on me. I think after what had happened, he felt he owed it to Mason to watch over his girlfriend. I never bothered to tell Eddie that I hadn't been Mason's girlfriend, not in the real sense of the word, just as I never rebuked Eddie for his big brother behavior. I could certainly take care of myself. But whenever I heard him warning other guys away from me, pointing out that I wasn't ready to date anyone yet, I saw no point in interfering. It was all true. I wasn't ready to date. Eddie gave me a lopsided smile that added a little boy type of cuteness to his long face. â€Å"Are you excited?† â€Å"Hell, yeah,† I said. Our classmates were filling in bleachers on one side of the gym, and we found a clear spot near the middle. â€Å"It's going to be like a vacation. Me and Lissa, together for six weeks.† As frustrating as our bond was sometimes, it nonetheless made me her ideal guardian. I always knew where she was and what was happening to her. Once we graduated and were out in the world, I'd be assigned to her officially. He turned thoughtful. â€Å"Yeah, I guess you don't have to worry as much. You know your assignment when you graduate. The rest of us aren't so lucky.† â€Å"You got your sights set on someone royal?† I teased. â€Å"Well, it doesn't matter. Most guardians are assigned to royals lately anyway.† That was true. Dhampirs – half-vampires like me – were in short supply, and royals usually got first pick of guardians. There was a time in the past when more Moroi, royal and non-royal alike, would have gotten guardians, and novices like us would have competed fiercely to get assigned to someone important. Now it was almost a given that every guardian would work for a royal family. There weren't enough of us to go around, and less influential families were on their own. â€Å"Still,† I said, â€Å"I guess it's a question of which royal you get, right? I mean, some are total snobs, but lots of them are cool. Get someone really rich and powerful, and you could be living at the Royal Court or traveling to exotic places.† That last part appealed to me a lot, and I often had fantasies of Lissa and me traveling the world. â€Å"Yup,† agreed Eddie. He nodded toward a few guys in the front row. â€Å"You wouldn't believe the way those three have been sucking up to some of the Ivashkovs and Szelskys. It won't affect their assignments here, of course, but you can tell they're already trying to set things up after graduation.† â€Å"Well, the field experience can affect that. How we're rated on this will go into our records.† Eddie nodded again and started to say something when a loud, clear feminine voice cut through the murmur of our conversation. We both looked up. While we'd been talking, our instructors had gathered in front of the bleachers and now stood facing us in an impressive line. Dimitri was among them, dark and imposing and irresistible. Alberta was trying to call us to attention. The crowd fell silent. â€Å"All right,† she began. Alberta was in her fifties, wiry and tough. Seeing her reminded me of the conversation she and Dimitri had had last night, but I filed that away for later. Victor Dashkov was not going to ruin this moment. â€Å"You all know why you're here.† We'd become so quiet, so tense and excited, that her voice now rang through the gym. â€Å"This is the most important day of your education before you take your final trials. Today you will find out which Moroi you've been placed with. Last week, you were given a booklet with the full details of how the next six weeks will play out. I trust you've all read it by now.† I had, actually. I'd probably never read anything so thoroughly in my life. â€Å"Just to recap, Guardian Alto will highlight the main rules of this exercise.† She handed a clipboard to Guardian Stan Alto. He was one of my least favorite instructors, but after Mason's death, some of the tension between us had lightened. We understood each other better now. â€Å"Here we go,† said Stan gruffly. â€Å"You'll be on duty six days a week. This is actually a treat for you guys. In the real world, you're usually working every day. You will accompany your Moroi everywhere – to class, to their dorms, to their feedings. Everything. It's up to you to figure out how you fit into their lives. Some Moroi interact with their guardians just like friends; some Moroi prefer you to be more of an invisible ghost who doesn't talk to them.† Did he have to use the word ghost? â€Å"Every situation is different, and you two will have to find a way to work it out to best ensure their safety. â€Å"Attacks may come at any time, anywhere, and we'll be dressed in all black when it happens. You should always be on your guard. Remember, even though you'll obviously know it's us doing the attacking and not real Strigoi, you should respond as though your lives are in terrible, immediate danger. Don't be afraid of hurting us. Some of you, I'm sure, won't have any qualms about getting us back for past grievances.† Students in the crowd giggled at this. â€Å"But some of you may feel like you have to hold back, for fear of getting in trouble. Don't. You'll get in more trouble if you do hold back. Don't worry. We can take it.† He flipped to the next page of his clipboard. â€Å"You will be on duty twenty-four hours a day for your six-day cycles, but you may sleep during daylight when your Moroi does. Just be aware that although Strigoi attacks are rare in daylight, they aren't impossible indoors, and you will not necessarily be ‘safe' during these times.† Stan read over a few more technicalities, and I found myself tuning them out. I knew this stuff. We all did. Glancing around, I could see I wasn't alone in my impatience. Excitement and apprehension crackled in the crowd. Hands were clenched. Eyes were wide. We all wanted our assignments. We all wanted this to begin. When Stan finished, he handed the clipboard to Alberta. â€Å"Okay,† she said. â€Å"I'm going to call out your names one by one and announce who you're paired with. At that time, come down here to the floor, and Guardian Chase will give you a packet containing information about your Moroi's schedule, past, etcetera.† We all straightened up as she leafed through her papers. Students whispered. Beside me, Eddie exhaled heavily. â€Å"Oh man. I hope I get someone good,† he muttered. â€Å"I don't want to be miserable for the next six weeks.† I squeezed his arm reassuringly. â€Å"You will,† I whispered back. â€Å"Er, get someone good, I mean. Not be miserable.† â€Å"Ryan Aylesworth,† Alberta announced clearly. Eddie flinched, and I instantly knew why. Before, Mason Ashford had always been the first one called on any class lists. That would never happen again. â€Å"You are assigned to Camille Conta.† â€Å"Damn,† muttered someone behind us, who'd apparently been hoping to get Camille. Ryan was one of the suck-ups in the front row, and he grinned broadly as he walked over to take his packet. The Contas were an up-and-coming royal family. It was rumored that one of their members was a candidate for when the Moroi queen eventually named her heir. Plus, Camille was pretty cute. Following her around wouldn't be too hard for any guy. Ryan, walking with a swagger, seemed very pleased with himself. â€Å"Dean Barnes,† she said next. â€Å"You have Jesse Zeklos.† â€Å"Ugh,† Eddie and I both said together. If I'd been assigned to Jesse, he would have needed an extra person to protect him. From me. Alberta kept reading names, and I noticed Eddie was sweating. â€Å"Please, please let me get someone good,† he muttered. â€Å"You will,† I said. â€Å"You will.† â€Å"Edison Castile,† Alberta announced. He gulped. â€Å"Vasilisa Dragomir.† Eddie and I both froze for the space of a heartbeat, and then duty made him stand up and head toward the floor. As he stepped down the bleachers, he shot me a quick, panicked look over his shoulder. His expression seemed to say, I don't know! I don't know! That made two of us. The world around me slowed to a blur. Alberta kept calling names, but I didn't hear any of them. What was going on? Clearly, someone had made a mistake. Lissa was my assignment. She had to be. I was going to be her guardian when we graduated. This made no sense. Heart racing, I watched Eddie walk over to Guardian Chase and get his packet and practice stake. He glanced down at the papers immediately, and I suspected he was double-checking the name, certain there was a mix-up. The expression on his face when he looked up told me that it was Lissa's name he'd found. I took a deep breath. Okay. No need to panic just yet. Someone had made a clerical error here, one that could be fixed. In fact, they'd have to fix it soon. When they got to me and read Lissa's name again, they were going to realize they'd double-booked one of the Moroi. They'd straighten it out and give Eddie someone else. After all, there were plenty of Moroi to go around. They outnumbered dhampirs at the school. â€Å"Rosemarie Hathaway.† I tensed. â€Å"Christian Ozera.† I simply stared at Alberta, unable to move or respond. No. She had not just said what I thought. A few people, noticing my lack of movement, glanced back at me. But I was dumbstruck. This wasn't happening. My Mason delusion from last night seemed more real than this. A few moments later, Alberta also realized I wasn't moving. She looked up from her clipboard with annoyance, scanning the crowd. â€Å"Rose Hathaway?† Someone elbowed me, like maybe I didn't recognize my own name. Swallowing, I stood and walked down the bleachers, robot-like. There was a mistake. There had to be a mistake. I headed toward Guardian Chase, feeling like a puppet that someone else was controlling. He handed me my packet and a practice stake meant to â€Å"kill† the adult guardians with, and I stepped out of the way for the next person. Disbelieving, I read the words on the packet's cover three times. Christian Ozera. Flipping it open, I saw his life spread out before me. A current picture. His class schedule. His family tree. His bio. It even went into detail about his parents' tragic history, how they'd chosen to become Strigoi and had murdered several people before finally being hunted down and killed. Our directions at this point had been to read through our dossiers, pack a bag, and then meet up with our Moroi at lunch. As more names were called, many of my classmates lingered around the gym, talking to their friends and showing off their packets. I hovered near one group, discreetly waiting for a chance to talk to Alberta and Dimitri. It was a sign of my newly developing patience that I didn't walk right up to them then and there and demand answers. Believe me, I wanted to. Instead, I let them go through their list, but it felt like forever. Honestly, how long did it take to read a bunch of names? When the last novice had been assigned his Moroi, Stan shouted above the din for us to move on to the next stage of the assignment and tried to herd out my classmates. I cut through the crowd and stalked up to Dimitri and Alberta, who blessedly were standing with each other. They were chatting about something administrative and didn't notice me right away. When they did glance at me, I held up my packet and pointed. â€Å"What's this?† Alberta's face looked blank and confused. Something in Dimitri's told me he'd been expecting this. â€Å"It's your assignment, Miss Hathaway,† Alberta said. â€Å"No,† I said through gritted teeth. â€Å"It's not. This is somebody else's assignment.† â€Å"The assignments in your field experience aren't optional,† she told me sternly. â€Å"Just as your assignments in the real world won't be. You can't pick who you protect based on whim and mood, not here and certainly not after graduation.† â€Å"But after graduation, I'm going to be Lissa's guardian!† I exclaimed. â€Å"Everyone knows that. I'm supposed to have her for this thing.† â€Å"I know it's an accepted idea that you'll be together after graduation, but I do not recall any mandatory rulings that say you're ‘supposed' to have her or anyone here at school. You take who you're assigned.† â€Å"Christian?† I threw my packet on the floor. â€Å"You're out of your mind if you think I'm guarding him.† â€Å"Rose!† snapped Dimitri, joining the conversation at last. His voice was so hard and so sharp that I flinched and forgot what I was saying for half a second. â€Å"You're out of line. You do not speak to your instructors like that.† I hated being chastised by anyone. I especially hated being chastised by him. And I especially hated being chastised by him when he was right. But I couldn't help it. I was too angry, and the lack of sleep was taking its toll. My nerves felt raw and strained, and suddenly, little things seemed difficult to bear. And big things like this? Impossible to bear. â€Å"Sorry,† I said with great reluctance. â€Å"But this is stupid. Nearly as stupid as not bringing us to Victor Dashkov's trial.† Alberta blinked in surprise. â€Å"How did you know – Never mind. We'll deal with that later. For now, this is your assignment, and you need to do it.† Eddie suddenly spoke up beside me, his voice filled with apprehension. I'd lost track of him earlier. â€Å"Look †¦ I don't mind†¦. We can switch†¦.† Alberta turned her stony gaze from me to him. â€Å"No, you certainly cannot. Vasilisa Dragomir is your assignment.† She looked back at me. â€Å"And Christian Ozera is yours. End of discussion.† â€Å"This is stupid!† I repeated. â€Å"Why should I waste my time with Christian? Lissa's the one I'm going to be with when I graduate. Seems like if you want me to be able to do a good job, you should have me practice with her.† â€Å"You will do a good job with her,† said Dimitri. â€Å"Because you know her. And you have your bond. But somewhere, someday, you could end up with a different Moroi. You need to learn how to guard someone with whom you have absolutely no experience.† â€Å"I have experience with Christian,† I grumbled. â€Å"That's the problem. I hate him.† Okay, that was a huge exaggeration. Christian annoyed me, true, but I didn't really hate him. As I'd said, working together against the Strigoi had changed a lot of things. Again, I felt like my lack of sleep and general irritability were cranking up the magnitude of everything. â€Å"So much the better,† said Alberta. â€Å"Not everyone you protect will be your friend. Not everyone you protect will be someone you like. You need to learn this.† â€Å"I need to learn how to fight Strigoi,† I said. â€Å"I've learned that in class.† I fixed them with a sharp look, ready to play my trump card. â€Å"And I've done it in person.† â€Å"There's more to this job than the technicalities, Miss Hathaway. There's a whole personal aspect – a bedside manner, if you will – that we don't touch on much in class. We teach you how to deal with the Strigoi. You need to learn how to deal with the Moroi yourselves. And you in particular need to deal with someone who has not been your best friend for years.† â€Å"You also need to learn what it's like to work with someone when you can't instantly sense that they're in danger,† added Dimitri. â€Å"Right,† agreed Alberta. â€Å"That's a handicap. If you want to be a good guardian – if you want to be an excellent guardian – then you need to do as we say.† I opened my mouth to fight this, to argue that having someone I was so close to would train me up faster and make me a better guardian for any other Moroi. Dimitri cut me off. â€Å"Working with another Moroi will also help keep Lissa alive,† he said. That shut me down. It was pretty much the only thing that could have, and damn him, he knew it. â€Å"What do you mean?† I asked. â€Å"Lissa's got a handicap too – you. If she never has a chance to learn what it's like to be guarded by someone without a psychic connection, she could be at greater risk if attacked. Guarding someone is really a two-person relationship. This assignment for your field experience is as much for her as for you.† I stayed silent as I processed his words. They almost made sense. â€Å"And,† added Alberta, â€Å"it's the only assignment you're going to get. If you don't take it, then you opt out of the field experience.† Opt out? Was she crazy? It wasn't like a class I could sit out from for one day. If I didn't do my field experience, I didn't graduate. I wanted to explode about unfairness, but Dimitri stopped me without saying a word. The constant, calm look in his dark eyes held me back, encouraging me to accept this gracefully – or as close as I could manage. Reluctantly I picked up the packet. â€Å"Fine,† I said icily. â€Å"I'll do this. But I want it noted that I'm doing this against my will.† â€Å"I think we already figured that out, Miss Hathaway,† remarked Alberta dryly. â€Å"Whatever. I still think it's a horrible idea, and you eventually will too.† I turned and stormed off across the gym before any of them could respond. In doing so, I fully realized what a bitchy little brat I sounded like. But if they'd just endured their best friend's sex life, seen a ghost, and hardly gotten any sleep, they'd have been bitchy too. Plus, I was about to spend six weeks with Christian Ozera. He was sarcastic, difficult, and made jokes about everything. Actually, he was a lot like me. It was going to be a long six weeks.

Management of Projects

Management of Projects This paper is aimed at examining several questions related to project management. In the first section, such a concept as stakeholder is examined. Furthermore, this section includes a strategy for communicating with different stakeholders. Additionally, this paper highlights the differences between agile management and PMBoK.Advertising We will write a custom assessment sample on Management of Projects specifically for you for only $16.05 $11/page Learn More Furthermore, it is important to evaluate their applicability to a specific project such as the construction of Wembley Stadium. Moreover, much attention is paid to project scope, especially the need to make a list of items that have be excluded. Finally, this report throws light on the problems associated with the management of multi-cultural teams and outlines the methods of addressing them. Within the context of project management, the word stakeholder can be defined as any individual or â€Å"organis ation that is actively involved in a project, or whose interests may be positively or negatively affected by execution or completion of the project† (Pries Quigley 2012, p. 84). This definition is more beneficial because it helps managers consider the interests of different people and agencies. It should be noted that sometimes, scholars focus only on those people who are involved in the completion of a project (Hill 2014; Gunsteren 2011). In other words, they can be viewed as the main beneficiaries of a certain business activity. Nevertheless, this interpretation does not enable people to consider a wide range of impacts produced by a certain project. A more inclusive definition of this term is important for identifying the main risks associated with the activities of businesses and governmental agencies. This is one of the details that should be taken account. Overall, stakeholder management is critical for effective implementation of various projects. For instance, by inte racting with different managers, business administrators can identify the problems or weaknesses of a project. Additionally, these people can offer valuable recommendations regarding its implementation. One should keep in mind that sometimes, people may object to a project. For example, one can speak about infrastructural projects that may require the use of eminent domain. So, it is critical to consider the concerns of these people and find ways of reconciling conflicts. This is why this element of project management should not be overlooked.Advertising Looking for assessment on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Managers need to develop the strategy for communicating with different stakeholders. In particular, these people should be divided into two large groups, namely internal and external stakeholders. Some of them have a vested interest in the execution of a project. For example, one can speak about investors. In turn, other people may want to know whether a specific project can infringe on their interests in any way. This argument is particularly relevant if one speaks about the use of land belonging to the residents of the community. Additionally, one should identify their information needs and develop communication methods that can satisfy these needs (Sanghera 2007). Furthermore, the communication strategy should distinguish different types of documents that can be shared with external and internal stakeholders. For instance, investors or customers may want to learn about the way in which capital is used. Additionally, it is important to single out communication channels that are necessary for the interactions between stakeholders. For example, managers and employees can communicate with the help of such tools as emails, phone, Intranet sites, video chats, and so forth. Moreover, the management can interact with external stakeholders with the help of press releases su ch as Internet publications. Apart from that, it is necessary to show how different stakeholders can get in contract with the main decision-makers. Overall, one should adopt the so-called open door policy which implies that different workers can communicate with managers and senior executives without facing any bureaucratic difficulties (Ward 2011, p. 291). These people may need to express concerns about the implementation of a project. These are the main elements of this communication approach. Overall, this strategy is designed for a project that can influence various members of the community. Thus, it may potentially produce negative externalities on other people. It is possible to identify several strengths and weaknesses of this strategy. The main advantage is that it shows how stakeholders and managers can interact with each other. In particular, it does not exclude external stakeholders who may want to know about various impacts of the project. It is critical to ensure that t he interests of these people are not disregarded; since this neglect can lead to significant problems such as lawsuits. Additionally, this strategy can eliminate bureaucratic barriers through the adoption of open-door policy. This principle is important for identifying possible risks at the early stages (Ward 2011, p. 291).Advertising We will write a custom assessment sample on Management of Projects specifically for you for only $16.05 $11/page Learn More Admittedly, there are some weaknesses that should be considered. In particular, project managers are the main agents guiding communication process. This strategy does not support the interaction between community members and employees working on the project. However, managers have to coordinate the interactions between different stakeholders. This is why they play the most prominent role. Furthermore, the restrictions included in this strategy are necessary to preserve confidential information. So, these limitations have to be accepted. These are the main details that can be singled out. There are several popular approaches to implementing projects; among them, one can distinguish such techniques as agile management and PMBoK (Project Management Body of Knowledge). They represent different perceptions of the way in which different tasks can be performed. It should be mentioned that PMBoK describes project implementation as a linear process incorporating such stages as â€Å"initiating, planning, execution, controlling, and closure† (Sobh 2008, p. 378). These parts can be viewed as sequential stages, and in most cases, their order cannot be reversed or rearranged in any way. In contrast, agile management lays stress on the importance of change as an inseparable part of project management (Cobb 2011). This model implies that the initial requirements can evolve considerably in the course of project implementation (Sobh 2008, p. 378). In many cases, clients need to see the protot ype in order to identify requirements and describe functionality (Nicholas, Steyn 2012). These are the main distinctions between these methods. It is possible to illustrate the way in which project managers can evaluate the appropriateness of these approaches. This case can be better examined by looking at such a project as the construction of Wembley Stadium. One can say that agile management was not fully appropriate for the needs for constructors. Instead, they applied the techniques which were more compatible with PMBoK approach1. At first, one should mention that the construction of stadiums represents the area that has been well examined. In this case, researchers and engineers have already identified a set of best practices (John, Sheard Vickery 2007).Advertising Looking for assessment on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Thus, clients can understand the attributes of the final product almost at the begining. In contrast, agile methodology implies that initial requirements may not coincide with the attributes of the final product (John et al 2007). In most cases, this approach is applied to the design of software, rather than infrastructural development (Sobh 2008). This is one of the details that should be considered. Additionally, one keep in mind that in this case, planners were able to identify the main uses of the stadium. For example, it had to host football or rugby matches. Furthermore, it was expected that Wembley would become one of the largest concert venues in London. Additionally, construction projects are highly regulated by various governmental agencies. These organisations want to make sure that safety requirements are met. Thus, many of the design and construction decisions are often standardised. This is another reason why the main functional requirements could be identified at the stage of planning. Apart from that, one should bear in mind that the modification of construction projects can be very expensive and time-consuming. These difficulties are particularly dangerous if an organisation has to meet stringent deadlines and budget restraints (Fish 2012). Attempts to bring changes at the stage of execution can be particularly challenging because many of the resources have already been used. Furthermore, one can speak about the conflicts between clients and contractors. As a rule, such disputes occur due to increasing costs of the project. In many cases, these disagreements may result in legal conflicts. This is why the use of agile management is not fully suitable.  Certainly, there were some difficulties which emerged during the implementation of the projects. In particular, one should speak about delays during construction. Nevertheless, such difficulties are widespread, and they can be mitigated with the help of effective scheduling and time management. Furthermore, one should bear in mind that there were some technical problems and it was necessary to change one of subcontractors. Moreover, changes were made in the scope of the project and some functional attributes had to be removed. Yet, the scope was modified at the early stages. However, at the very beginning, the planners could clearly the main project requirements. Overall, the selection of PMBoK was quite appropriate for the needs of this project. One should not suppose that the principles of agile management are completely inapplicable to this case. For example, one can speak about the need to involve users in project implementation. These people can identify possible problems at the early stages. However, in this case, it is impossible to ensure frequent delivery of products that are parts of this project. This is one of the details that should be taken into account. On the whole, this case illustrate that the choice of the project management technique depends on various criteria such ability of customers to identify the attributes of the final product, costs, time restraints, and so forth. The scope of the project can be defined in different ways. In particular, this term can be described as the main tasks that team members should do in order to create a certain product which has certain attributes (Vargas 2007). Apart from that, this notion is used to refer to the main functional characteristics of the final product (Vargas 2007). The second definition is usually more useful because it can be applied to measure that progress that a team has made during a certain period. In turn, the first interpretation is not closely related to the results that should be attained. This is one of the limitations that should be distinguished. Additionally, researchers note that managers should draw a distinct line between deliverables and activities involved in the project at the very beginning (Greer 2002). This is one of the issues that should not be overlooked. On the whole, scoping decisions have significant implications for the costs of a project and its duration (Schwalbe 2008). It is important to identify those features that have been excluded from the scope. Although many project managers focus on the items or functional characteristics that should be delivered, but it is also vital to pinpoint those deliverables that will not be included. At first, this step can be important for reducing the costs of a project. If designers and construction companies can clearly understand customers’ expectations, they will be able to work more efficiently and minimise delays (Schwalbe 2008). More importantly, in this way, one can avoid conflicts between clients and organisations that are responsible for the implementation of a project (Shephard 2006). Sometimes, customers may assume that their expectations are self-evident. Furthermore, they can ask why a certain deliverable was not included in the project (Schwalbe 2008; Greer 2002). Thus, they can blame contractors or designers. As a result, there is a significant risk of legal conflicts that can hinder the implementation of a project or even completely undermine it. This risk becomes particularly dangerous at the time when the project has already reached the stage of execution. Furthermore, the reputation of both clients and constructing companies can be damaged significantly. As a rule, planners have to exclude certain deliverables at the point when certain technical and financial problems arise. These issues should be clarified at the initial stages. These are some of the issues that should be addressed as quickly as possible. This argument is relevant if one speaks about the construction of Wembley Stadium. Initially, it was expected that this venue could host athletic competitions that are a critical part of the Olympic Games. Nevertheless, later it became clear that a single venue could not adequately accommodate for rugby, football, and athletic competitions ( Virginov, 2013, p. 52). At the stage of design, it became obvious that this goal could not be achieved due to time constraints and lack of space. Additionally, the designers and constructors clearly stated that Wembley Stadium could not accommodate a hotel (Lowe 2013). One should bear in mind that some constructing companies strive to make sure that a stadium can incorporate a hotel in its structure (Lowe 2013). This design choice can be important for increasing returns on a project and attracting a greater number of tourists. Thirdly, one should mention that the project planners decided to limit the expansion of hospitality suits. These choices were made by governmental agencies when it became clear that the project would too expensive. Furthermore, the construction process could become too time-consuming. These are the main rationales underlying these decisions. Thus, the scoping exclusions were necessary to avoid the failure of the project which was critical for the Olympic Games . This case demonstrates the construction projects can lead to different complexities that can take origins in technical or budgetary limitations. Finally, time constraints can be viewed as another important barrier that should be taken into account. Overall, this discussion indicates that scoping decisions can have profound implications for the implementation of any project. They can be critical for avoiding such pitfalls as excessive costs, delays, and legal disputes that can produce disastrous effects. In many cases, scoping exclusions have to be made at the time when designers and planners identify potential barriers to the implementation of a project. At this point, they need to identify the objectives that will not be attained. These are the main details that can be distinguished since they have profound implications for the work of large organisations and vital projects. A project manager, who works in a multi-cultural environment, may have to deal with several challenges. At first, one should consider the problems resulting from the differences in values and attitudes. For example, in some countries, the power distance between managers and employers is rather short (Ting-Toomey 2012; Binder 2012). Therefore, workers may be reluctant to take initiatives without asking the permission of senior executives. This argument is partly relevant if one speaks about some Asian countries such as China. In contrast, in Europe or North America, this power distance is much shorter, and workers are usually more encouraged to take independent initiatives. Under such circumstances, employees may be more willing to act as decision-makers. These differences can lead to delays or conflicts between executives and managers. In order to avoid such problems, one should clearly identify the rules of communication. In particular, a project manager should develop a communication strategy that enables team members to get in contact with one another as quickly as possible. This iss ue is important for the discussion of possible changes, recommendations, difficulties, and so forth. Furthermore, a project manager should identify those cases when a person can act independently. By empowering workers, one can make sure that minor problems can be addressed as quickly as possible. Thus, the efficiency of cooperation can be significantly increased. It is also important to mention that people representing different cultures may have different attitudes towards conflicts. For example, some employees may believe that a conflict or a disagreement can be beneficial in many cases, since very often it can help people understand the strengths and weaknesses of the current business practices. However, in some cultures, people prefer to avoid conflicts since they are mostly associated with rudeness and disrespect (Witoszek Trgà ¥rdh 2002). This difference can lead to significant problems such as groupthink or unwillingness to critique the opinions of the majority (Hetzel 201 3). In order to overcome this difficulty, the manager should implement the so-called open-door policy which encourages people to discuss the most urgent issues as quickly as possible. Secondly, the manger may ask team members to offer their suggestions or critique via email, if they do not want to enter into a direct conflict with their colleagues. Certainly, managers should not assume that existing theoretical frameworks can always predict the behavior of people representing different cultures. One should keep in mind that cultures can change significantly in the course of their interactions with one another (Jais 2007). Thus, a manager should avoid stereotypes while working in multicultural teams. These are some of the main suggestions that should be considered.  Additionally, one should bear in mind that cultures can differ in term of gender relations. This issue becomes particularly acute if one speaks about the role of women and their status in the workplace. Furthermore, the re is a risk of hostilities between the representatives of different religious or ethnic groups. In order to minimise the risk of such problems, the manager must clearly state that any discrimination on the basis of gender, ethnicity, religion, or any other criteria is utterly inadmissible. Furthermore, it can immediately result in the termination of contract. Although such measures may seem to be rather harsh, they are very useful for reducing the risk of discrimination in the workplace.  Furthermore, possible difficulties can arise at the time when team members are located in different countries or even continents. For example, these people can be located in different time zones, and their cooperation can be significantly impaired. This problem can be addressed in different ways. To some degree, this problem can be resolved through careful planning and allocation of duties. Additionally, one should make sure that workers are able to work autonomously. If this goal is achieved, t he risks of delays will be significantly reduced. Furthermore, one should apply various communication technologies such as Intranet sites, emails, VoIP (voice over IP) technologies, and so forth. These are some of the technical problems that project managers should not overlook. Yet, the impact of these challenges can be mitigated.  Overall, these examples show a project managers should be skilled in cross-cultural management. These professionals should understand how the values and worldviews of people can influence their workplace behaviors. This person should bear in mind that cultural difference should not be confused with incompetence, carelessness, or rudeness. Such an assumption can produce disastrous effects on the work of teams and hinder the implementation of any project. Appendix References Binder, J., 2012. Global Project Management: Communication, Collaboration and Management. New York: Gower Publishing. Cobb, C., 2011. Making Sense of Agile Project Management: Balan cing Control and Agility. New York: John Wiley Sons. Fish, A., 2012. Knowledge Automation: How to Implement Decision Management in Business Processes. Boston: John Wiley Sons. Greer, M., 2002. The Project Managers Partner: A Step-by-step Guide to Project Management. New York: AMACOM. Gunsteren, L., 2011. Stakeholder-oriented Project Management: Tools and Concepts. New York: IOS Press. Hetzel, J., 2013. Does Groupthink Lead to Crisis Situations? New York: GRIN Verlag. Hill, G., 2014. The Complete Project Management Methodology and Toolkit. New York: CRC Press. Jais, S., 2007. The Successful Use of Information in Multinational Companies: An exploratory study of individual outcomes and the influence of national culture. New York: Springer Science Business Media. John, G., Sheard, R., Vickery, B., 2007. Stadia: A Design and Development Guide. New York: Routledge. Lowe, D., 2013.Commercial Management: Theory and Practice. New York: John Wiley Sons. Nicholas, J., Steyn, H., 2012. Pr oject Management for Engineering, Business and Technology. New York: Routledge. Pries, K., Quigley, J., 2012, Total Quality Management for Project Management. New York: CRC Press. Sanghera, P., 2007. PgMP: Program Management Professional Exam Study Guide. New York: John Wiley Sons. Schwalbe, K., 2008. Introduction to Project Management. 2nd Edition. New York: Cengage Learning, Shephard, R., 2006. Quantifying Environmental Impact Assessments Using Fuzzy Logic. New York. Springer Science Business Media. Sobh, T., 2008. Advances in Computer and Information Sciences and Engineering. New York: Springer Science Business Media. Ting-Toomey, S., 2012. Communicating Across Cultures. London: Guilford Press. Vargas, R., 2007. Practical Guide to Project Planning. New York: CRC Press. Virginov, V., 2013. Handbook of the London 2012 Olympic and Paralympic Games: Volume One : Making the Games. New York: Routledge. Ward, J., 2011. Dictionary of Project Management Terms. 3rd Edition. New York: E SI International. Witoszek, N, Trgà ¥rdh, L., 2002, Culture and Crisis: The Case of Germany and Sweden. New York: Berghahn Books. Footnotes 1 Please refer to the Appendix to see the decision tree.