Animation Critique Essay Example | Topics and Well Written Essays - 250 words - 4

Animation Critique - Essay Example Fred Moore was different from the other animators because of his style of drawing. He was ranked in a different league because he gave charm, emotion and appeal to his characters. By doing this his characters looked more substantial while performing their actions. Fred had the 14 points of animation which he kept in check while working. He concluded that the character should have appeal, interesting depiction, entertaining, presence of creator in character, advancement of character, two-dimensional clarity, three-dimensional solidity and four-dimensional drawing (Duggan, 99). Moore was famous for portraying womanhood with great flair. His drawing of Snow White did not impress Walt hence he was given the responsibility to create the dwarfs. Moore designed the look and personalities of the seven dwarfs and also animated the famous scene of Snow White kissing Grumpy dwarf (Lenburg, 342). Animation history is full of world class animators. Another famous individual known in field is Pete Burness, who is well known for creating the character of Mr. Magoo (Lenburg, 39). The most famous character in the world of animation is Walt Disney. He was a legend who gave us Mickey Mouse, Donald Duck, Snow White and Bambi. He was known for his innovative thinking and perfection. His animated characters have and will always be alive among us (Krasniewicz,

Academic Summary Essay Example for Free

Academic Summary Essay In the article, How unethical are you? , Banaji et al. (2003) investigate four factors that result in unethical decision taken by managers: Implicit forms of prejudice, bias that favours ones own group, a tendency to over claim credit, and conflict of interest. The authors believe that the implicit prejudice is an unconscious judgment which originates from unintentional tendency to create relationships in the past. The implicit bias brings about social and economic effects which may eliminate capable people from doing the right job. Another reason is a tendency that benefits members of a group. This happens when those in minority are treated differently and less supported by the larger group only because they are a small group. Unaware exaggeration of their own talents is another influencing factor in which individuals rate themselves highly competent and exaggerate ones own cooperation in the group. Wide ranging opinions is the next factor stated by the authors which can also distort coming to a fair decision. See more: Homeless satire essay A bias in which there is tendency toward people with the same or similar idea causes disagreements and lead to unintentional immoral attitudes. Banaji et. al claim that by putting the conscious mind into use and paying more careful attention, managers would be able to confine the power of their conscious mind. They propose collecting data, shaping the environment, and broadening the decision making as the three main solutions to formulate conscious techniques. Banaji et. al point out that one way to decrease unintentional tendency is gathering information and making organized decisions. Moreover, they believe that implicit tendencies can be created by key signs in the environment. In order to reshape the existing bias, the person can put himself in an opposite situation in which the typical bias is being doubted. Expanding decision-making is another solution proposed by the authors which is achieved by disregarding your own identity when making decisions that may benefit specific groups of people more than others. Finally the authors state that managers who believe that they are unbiased must question the hypothesis that they are objective.

Factors Influencing Strategy Implementation

Factors Influencing Strategy Implementation The aim of this module is to produce a 4000 word research proposal that would be capable for supporting the preparation of a Masters dissertation. The project report would include an introduction including a title, which would highlight the content of this business document providing a background, informing the reader of the problem / issue at hand and the context of the situation that would be discussed. The research issue would be provided highlighting the importance of the issue in todays ever-changing and competitive, cut-throat business environment. Adequate linkages would be provided to co-relate the research aims, research objectives, research questions and the hypothesis as such generated. A coherent and critical literature review would follow demonstrating the knowledge of the literature available and linking it to the situation which would be investigated. A research design and methodology would be adopted to investigate the concerned issue providing a rationale as to how the research objectives are to be accomplished explaining the selection of the research paradigm. The research design would include the methods of data capture, the data access issues, the analysis and the interpretation means that would be used to assess the situation and appropriate reasons would be provided for the choice of research tools used. Relevant ethical issues underpinning the research objectives would also be discussed along-with the resources required to complete the research proposal. The last part of this management report would include a timetable that would provide the time that it took to complete each part of the research proposal along-with a list of references utilized to complete the report. INTRODUCTION TITLE: FACTORS INFLUENCING STRATEGY IMPLEMENTATION BACKGROUND The title of this research proposal is factors influencing strategy implementation. Before we discuss the issue and highlight the importance of the issue in the context of the report it is of prime importance to understand the concept of strategy implementation itself. It is the process by which the business strategy formulated is put into action. It includes the design and management of organizational systems to achieve the best integration of people and structure, allocating resources, managing human resources and developing information and decision processes to achieve organizational objectives. Pierce and Robinson  note that to effectively direct and control the use of the firms resources, mechanisms such as organizational structure, information systems, leadership styles, assignment of key managers, budgeting, rewards, and control systems are essential strategy implementation ingredients. After the creative and analytical aspects of the corporate strategy have been formulated the priority of the management is to convert the strategy into operationally effective action. A strategy is never complete, until it gains a commitment of the firms resources and becomes embodied in its organizational structure. Strategy implementation is an iterative process of implementing strategies, policies, programs and action plans that allows a firm to utilize its resources to take advantage of opportunities in the competitive environment (Harrington, 2006). There is no one definition of strategy implementation as seen from the above citations but for the purpose of this report, taking into consideration the definitions above we can define strategy implementation as an iterative, dynamic and a complex process, which comprises of series of decisions and activities by the management and the administration those affected by many interrelated internal and external factors, to turn strategic plans into reality in order to achieve the objectives of the firm. RATIONALE FOR THE STUDY This part of the report would highlight the aim and the objectives of the research, discussing the issue chosen and its importance by proposing a research question and providing an answer to it in the literature review. Many studies have acknowledged that business strategies often fail not because of inadequate strategy formulation, but because of an inappropriate implementation strategy. This report would study the factors that enable or impede effective strategy implementation. This report would highlight how strategy implementation has been researched so far and how this field may be moved forward so as to help in effective execution of a business strategy. As a result of the literature review undertaken, the report has found nine critical factors for strategy implementation that will be discussed further in the literature. Formulation of an effective strategy, making the strategy work and implementing it throughout the company is a difficult task (Hrebiniak, 2006). Many factors potentially affect the process by which strategic plans are turned into organizational action. Unlike strategy formulation, strategy implementation is more of a craft, rather than a science. After successful formulation of the business strategy, difficulties usually arise during the subsequent implementation process. If the business strategy formulated is not applied correctly to all the aspects of the organisational structure the business model would fail, thus harming the organisation in many aspects, the major being the financial capability of the firm, which would take a huge blow. It is of prime importance to get the implementation right otherwise there would be huge losses for the firm. Noble (1999b) notes, the best-formulated strategies may fail to produce superior performance for the firm if they are not successfully implemented. This issue is of utmost importance in todays day and age because of the cut-throat competition in the ever-changing business world where each firm needs to keep re-modelling their policies and procedures to keep up with the change in the external and internal business environment. There are combination of issues that influence the success of strategy implementation, ranging from the people who communicate or implement the strategy to the systems or mechanisms in place for co-ordination and control. How can we better understand these issues and their importance for successful strategy implementation? In this report we try to respond to this question by the critical analysis of the existing research on the factors that influence strategy implementation. An analysis has been conducted of the most widely used literature databases to identify key factors influencing the process of strategy implementation, to surface current areas of agreement and disagreement on the topic. LITERATURE REVIEW In the following section, the report would review the study sources and assess their research context, theoretical bases, their main results and the research methods used as well as the analytical techniques which are employed for the study. The examined organizational levels and organizational types are the two elements of the research context. The core of the literature review, would concentrate on the nine factors identified through rigorous analysis of the study sources, that play a role in influencing strategy implementation success, as well as the frameworks or models that aggregate or relate the relevant factors to each other. This is followed by the discussion of the theoretical bases of the reviewed studies. Finally, the research methods and analytical techniques adopted will be reviewed to see which methods are still underutilized in the context of strategy implementation. By carrying out a literature review of the existing studies, the report found two types of strategy implementation studies: one that highlight the importance of the individual factors for strategy implementation and the second that emphasize the big pictureà ¢Ã¢â€š ¬Ã… ¸ of how the single factors interrelate and form a strategic implementation environment. The research would highlight nine recurring, individual factors that influence strategy implementation. They are namely the strategy formulation process, the strategy executors (managers, employees), the organizational structure, the communication activities, the level of commitment for the strategy, the consensus regarding the strategy, the relationships among different units/departments and different strategy levels, the employed implementation tactics, and the administrative system in place. THE NINE FACTORS THAT INFLUENCE STARTEGY IMPLEMENTATION 1. Strategy Formulation If the corporate strategy drafted by the business is a poor or a vague strategy, then it can limit the implementation efforts dramatically. Good execution cannot overcome the shortcomings of a bad strategy or a poor strategic planning effort (Hrebiniak, 2006). Several studies mention the fact that the kind of strategy that is developed (Alexander, 1985; Allio, 2005) and the actual process of strategy formulation, namely, how a strategy is developed (KimMauborgne, 1993; Singh, 1998) will influence the effect of implementation. Alexander (1985) believes that the need to start with a formulated strategy that involves a good idea or concept is the most crucial and critical factor which helps promoting its successful implementation. As Allio notes, good implementation naturally starts with good strategic input: the soup is only as good as the ingredients (Allio, 2005). 2. Relationships among different departments and different strategy levels Many studies in the concerned field have stressed that the institutional relationships among different units/departments and different strategy levels play a major role in the outcome of strategy implementation (Walker Ruekert, 1987; Gupta, 1987; Slater Olson, 2001; Chimhanzi, 2004; Chimhanzi Morgan, 2005). Walker Ruekert note that marketing policies, inter-functional structures and processes, corporate-business unit relationships and processes are a major influence on business strategy implementation. In addition, allocation of resources, functional competencies, inter-functional conflict, decision-making participation and influence, and coordination also have different effects on the implementation of various kinds of business strategies. Implementation effectiveness is negatively affected by conflict and positively affected by interpersonal communication and not written. Such interdepartmental dynamics are affected by senior management support informal integration and joint re ward systems. Other relationships that have received attention to a lesser extent include finance, manufacturing, engineering, quality, marketing, accounting, and sales. 3. Executors Executors comprise the top management, middle management, lower management and non-management. Effectiveness of strategy implementation is, at least in part, affected by the quality of people involved in the process (Govindarajan, 1989). The quality refers to the capabilities, experience, skills, attitudes, and other characteristics of people required by a specific position (Peng Litteljohn, 2001). Findings indicate that strategy implementation effectiveness, critically depends on the human or people side of project management, and less on organization and systems related factors. Top management refers to the senior-level leaders including presidents, owners, and other high ranking executives (CEO, CFO, COO etc.) and senior-level managers. Hrebiniak and Snow (1982) report that the level of interaction and participation among the top management team typically leads to greater commitment to the firms goals and strategies. This, in turn ensures the successful implementation of the strategy. Gupta and Govindarajan (1984) note that greater the marketing and sales experience of middle managers, the greater would be their willingness to take risk and successfully implement the strategy. Heracleous (2000) also finds that if middle management do not agree with the strategy, or do not feel that they have the skill set to implement it, then they would sabotage its implementation. Middle managers expect the direction from the top management but frequently feel that they are in a better position to start and evaluate alternative courses of action. Also, the lack of shared knowledge with lower-level management and non-management employees would create a barrier to successful strategy implementation. 4. Communication Many researchers have emphasized the importance of adequate communication channels for the process of strategy implementation. Alexander (1985) notes that communication is mentioned more frequently than any other single item that promotes successful strategy implementation. Communication includes explaining what new responsibilities, tasks, and duties need to be performed by the employees in order to implement the strategy. It answers the why behind the changed job activities, and explains the reasons why the new strategic decision was made. Rapert and Wren (1998) find that organizations where employees have easy access to management through open and supportive communication channels outperform those with more restrictive communication environments. Effective communication is a fundamental requirement for any effective strategy implementation. Organizational communication plays an important role in training, knowledge acquisition and applied learning during the process of implementation. In fact, communication is vital in every aspect of strategy implementation, as it relates in to the organizational context, organizing processes and the implementation objectives. 5. Implementation Tactics Nutt (1986) stipulates four types of implementation tactics used by managers in making planned changes: intervention, participation, persuasion, and edict. Intervention refers to strategy adjustments made during the implementation stage by introducing new practices and norms. Participation includes formulating strategic goals and nominating a task force that can develop and propose the corresponding implementation options. Persuasion is the tactic which uses involved parties to convince the employees about the desired course of actions. The issuing of directives is the main focus of the implementation tactic edict. Lehner (2004) considers the implementation tactics as genuine organizational behaviour based on the assumption that implementation in general is dependent on the environment, and various strategic and corporate variables. 6. Consensus Nielsen (1983) notes that firms must achieve consensus both within and outside their organization in order to successfully implement business strategies. The consensus about a firms strategy may differ across the operation channels within the company. If the employees of the company are not on the same information level or if information passes through many layers in the organization, a lower level of consensus would result. This lack of shared understanding may create obstacles to successful strategy implementation.(Noble, 1999b). Floyd and Wooldridge (1992a) label the gulf between strategies conceived by top management and awareness at lower levels as implementation gap. Strategic consensus is the agreement between the top, middle, and lower-level managers on the fundamental policies of the organization. Strategic decisions are initiated by a team of top managers and then mandated to the rest of the organization, overlooking the importance of securing consensus with and commitment to the organizational strategy with the lower level employees, which is a big barrier for effective strategy implementation. 7. Commitment Strategy implementation process may fail if the strategy does not achieve support and commitment by the majority of employees and the middle management. Shared understanding without commitment would result in à ¢Ã¢â€š ¬Ã‹Å"counter effort and may negatively affect the organisational performance. The understanding between middle management and those at the operational level to that of the top management teams strategic goals is of prime importance to successful implementation. Noble Mokwa (1999) have put forward three dimensions of commitment that are central factors which directly influence strategic outcomes: organizational commitment, strategy commitment and role commitment. Organizational commitment is the extent to which a manager identifies with and works toward organization-related goals and values. Strategy commitment is the extent to which a manager comprehends and supports the goals and objectives of an implementation strategy. Role commitment is the extent to which a manag er is determined to perform his individual implementation responsibilities, regardless of his personal beliefs about the overall strategy. 8. Organisational Structure The type of strategy adopted could differ in many ways and have different requirements regarding an adequate organizational structure. Factors relating to the organizational structure are the second most important implementation barrier according to Heide GrÃÆ' ¸nhaug Johannessens (2002) study. Drazin and Howard (1984) stipulate that a proper alignment of the strategy with the organisational structure is an important pre-requisite for successful implementation of a corporate business strategy (Noble, 1999b). They note that changes in the competitive environment require adjustments to the organizational structure. If an organisations realignment strategies are lacking, it may exhibit poor performance and be at a major competitive disadvantage. 9. Administrative Systems Roth, Schweiger Morrison (1991) study suggests that organisational business units make use of three administrative mechanisms which are formalization, integrating mechanisms, and centralization, to create operational capabilities of configuration, managerial philosophy and coordination, to support business strategy implementation. Some researchers have also focused on the control systems which are one of important ingredients of administrative systems (Drazin Howard, 1984; Nilsson Rapp, 1999). Drazin and Howard (1984) discuss about the role of formal control system in the process of strategy implementation, and suggest that the fluidity of control system contribute to strategy implementation (Noble, 1999b). RESEARCH DESIGN AND METHODOLOGY This part of the project report would focus on the research design and methodology adopted to carry out the research of the issue chosen which is the factors influencing strategy implementation. The following literature would highlight the components of the research paradigm chosen to accomplish the study. This section of the project report would provide a detailed rationale on how the study would achieve the research objective put forth in the title. This part would explain the methods of data capture used and the issues which would arise in gathering the required information along with the analysis and the interpretation techniques employed to achieve the research aim. Limitations would be included in the following report to make the reader aware of the shortcomings of the chosen methodology; the relevant ethical issues would also be discussed in the proposed research design along-with the resources required to complete the proposed research. The choice for the research methodology adopted is in congruence with the strategic issue chosen for the research proposal. The selection criteria to choose articles for inclusion in the research analysis: The articles which contain the keywords strategy implementation or strategy execution have been included in the literature .From this; further articles were identified using the references sections of the previously retrieved articles. In this way, the report also includes the articles which treat strategy implementation as one of the major subjects even if their title or keywords did not include the terms strategy implementation or strategy execution. As a final selection criterion it was checked whether the articles explicitly discuss factors impeding or enabling strategy implementation success. Data Collection Secondary Sources In order to identify the factors that enable or impede effective strategy implementation, the report has analysed relevant academic, peer reviewed journals such as the Strategic Management Journal, the Academy of Management Journal, the Journal of Management Studies, Long Range Planning, Journal of Management, Academy of Management Executive, Human Relations, Sloan Management Review, Journal of Marketing, etc. using the literature databases of EBSCO Host, ProQuest ABI, Science Direct, JSTOR and Wiley Interscience. Information has also been sourced from Google Scholar and books, newspapers, trade journals, industry portals, government agencies, trade associations, monitoring industry news and developments. The research data would be collected in different organisations or units of an organisation. The organisations were mainly professional service organisations, from both public and private sector. For example, finance, insurance and telecommunications companies, and government departments would be included. The size of the units under study would be 100 to 500 employees. The study would be qualitative in nature, main research method being semi-structured interviews. Primary Sources and Sampling In each organisation or unit, representatives would form three groups, namely the top management, middle management, and lower level personnel, would be interviewed using the questionnaire provided below. Altogether twenty-five interviewees per organisation would be randomly chosen: 2-5 persons representing the top management level, 4-13 persons the middle management level, and 8-17 persons from the lower level personnel. The interviewees would be chosen randomly, ensuring however that different tasks, work groups, and departments were represented equitably. The general topic of the interviews would be strategy implementation. During the interviews, the interviewees would fill out questionnaires, in which they would evaluate the various problem statements. The questionnaire has been given below: Q1. How do you define the concept of strategy implementation? Q2. What kind of issues would you associate strategy implementation with? Q3. How do you participate in the strategy implementation process? Q4. How are the policies pertaining to strategy implementation communicated within the different levels of the organization? Q5. Describe your own role in the process of strategy implementation. Q6. Evaluate the degree of the strategy implementation problems in your organisation. Data Access Issues Some data access issues might arise in the research journey, which could be the unwillingness of the employees to participate in the planned interviews hampering the information gathering capabilities of the subsequent research report along-with lack of co-operation from concerned companies which might not give permission to carry out interviews with its employees fearing a possible leak of its corporate strategy to its competitors. Also finances required for the successful completion of the information gathering process might not be adequate. Data Analysis The results of the questionnaires would be assessed, as well as the comments of the interviewees for the statements would be analysed. The main data analysis method employed would be content analysis of the interviews. The transcribed interviews would be coded accordingly to the central issues of the research. The analysis method would include historical trend analysis and linear regression analysis using software tools, judgmental forecasting, and conjoint analysis. Limitations of the Research Design The approach in conducting the literature review has shortcomings which should be acknowledged. The following are the limitations in the methodology adopted. Collection of articles has been carried out by relying on the databases of EBSCO Host, Science Direct, JSTOR, Wiley Inter Science and ProQuest ABI and the report thus may have overlooked some critical viewpoints on strategy implementation included in monographs or specialists books. Some selective articles in the review, however, rely heavily on concepts from advanced books on corporate strategy thus making up for the shortcoming to a certain extent. The articles have been located using the keywords strategy implementation and strategy execution. This procedure of gathering articles may omit some important articles. The report also excludes some very specific strategy implementation contexts, such as post-merger integration implementation. The research has discovered that most of the conducted studies in the subject focus on the influence of middle managers on strategy implementation. There is no special research relating to lower management and non-management, even if several authors have stated that it is important to consider their effects on strategy implementation as well. Another major research challenge incudes, a lack of understanding between the relationships among the nine reviewed factors, for example, there are major disagreements about the relationship between the variables of communication, commitment and consensus which the report fails to highlight. Also a limiting factor is that there are very few studies that systematically examine how different organizational units and strategy levels can influence strategy implementation, which the report has not included. Strategy implementation involves many theories including agency theory, social learning theory, expectancy theory, organization theory and social system theory. Because of the limited word count it was not feasible to include such theories in the text presented which is also a shortcoming. The lists of journal articles selected are not comprehensive enough, as many other issues could potentially affect strategy implementation. Such other factors, however, are less mentioned or not analysed in-depth, as many of them are also hard to control and modify. Research Ethics For research to be carried out successfully there are many ethical issues that need to be taken into consideration. It is very important to secure the permission and interests of all the people involved in the study. The people involved would be given assurance that any information obtained during the interview process would not be misused as this is the moral responsibility which would be maintained towards the participants. It is the duty of this research to protect the rights of the participants of the study as well as their privacy and sensitivity. The confidentiality of those involved in the observation would be maintained at all times, keeping their anonymity and privacy secure. Resources required for effective research The resources required to carry out the proposed research would require the support and co-operation of the supervisor in charge so as to provide guidance for submitting an effective research analysis report. Also would require permission from the industries chosen for the study of the research issue and the co-operation of its employees for conducting interviews. Adequate financial support would also be required to assist in the completion of the proposed research analysis report to cover the cost of commuting and resultant transportation fares. TIMETABLE TASK SELECTION OF INDUSTRIES FOR RESEARCH FOCUS DAYS 1-5 6-10 10-15 16-20 21-25 25-30 LITERATURE REVIEW/ CRITICAL ANALYSIS OF SECONDARY SOURCES OF DATA INTERVIEWING PROCESS INDEPTH STUDY OF VARIOUS SOURCES ASSESSING RESOURCE FOR CONCEPTUAL FRAMEWORK COLLECTION OF SECONDARY SOURCES OF DATA DEVELOPMENT OF RATIONALE FOR STUDY FINALLY FORMULATED RESEAERCH PROPOSAL

The Awakening :: essays research papers

The Awakening The Awakening by Kate Chopin was considered very shocking when it was first published because of the "sexual awakening" of the main character, Edna Pontellier, and her unconventional behavior. Chopin moved to New Orleans after her marriage and lived there for twelve years until the death of her husband. She returned to St. Louis where she began writing. She used her knowledge of Louisiana and Creole culture to create wonderful descriptions of local color, and she incorporated French phrases used by the Creoles. The Awakening begins at Grade Isle, a vacation spot of wealthy Creoles from New Orleans. Edna is there with her two sons and her husband Leonce who comes and goes because of business. Edna is not Creole, but her husband is. She has never felt like she fits in with their lifestyle. Edna has always done what is expected of a woman, including marrying a man she did not love. He regards her as a possession rather than an individual. While on vacation, Edna falls in love with Robert Lebrun. She often goes to the beach with him. She begins to realize for the first time, at age 28, that she is an individual. Edna feels like one who awakens gradually from a dream to the reality of life. After this discovery, Edna changes. She disregards her husband's wishes and often ignores her children. She learns to swim which also makes her begin to feel more independent. Edna befriends two women, Mademoiselle Reisz, a pianist, and Madame Ratignolle, a motherly lady. Distressed when Robert leaves for Mexico, Edna often visits Mademoiseel Reisz to whom Robert often writes. Edna continues to disregard the customs of society. Her husband becomes Lowe 2 very upset and insists that they must observe less convenance if they want to keep up with society. He tries to get her to attend her sister's wedding, but she refuses. Leonce goes to New York on business, but Edna refuses to go with him. The children are with their grandparents so Edna enjoys her time alone. She starts an affair with Alcee Arobin. He introduces her to the importance of sex, which she did not enjoy with her husband. She closes up her house and moves to a smaller one. Upset, her husband puts a notice in the newspaper, which says that their house is being remodeled. He tries to hide Edna's strange behavior from his friends.

An Economic Perspective of Religious Organizations Abstract Essay

An Economic Perspective of Religious Organizations Abstract In the process of studying religions, we often overlook the secular aspects of religious organizations. This paper examines the basic flows of money in different spiritual organizations, and attempts to correlate the types of income with the structure of the priestly hierarchy. This analysis is by no means comprehensive. In the end, more questions are raised than are answered. Introduction For all the mythological and sociological components of religion, religious organizations operate under the same restrictions as any other secular establishment. Religious organizations can be characterized as multi-generational institutions with distinct rights, privileges, and liabilities; the essential definition of a corporation. While the sources of income and the liabilities are substantially different from a standard company, an economic analysis of religious behavior allows us to compare religions in certain areas. The goal of this paper is to ignore the philosophy, and view religion with a purely economic perspective1. In this analysis of religious organizations, I will attempt to identify the sources of revenue for different religious organizations, explain different hierarchies, and attempt to draw some conclusions of the interactions of money and organization. This topic is expansive, and as such I will often simplify or identify further fields of research, rather than getting too off topic. In the end, I hope to provide a basic understanding of the complexities of religious finance. Revenue The single most important economic means of distinguishing religions is through the source of money. Adam Smith, in his seminal work The Wealth o... ...pter inspired the idea of this paper. Raines, John. Marx on Religion. Temple Univ. Press. 2002 -A primer on Marx’s various writings on religion; a rather condensed work. Marx had some rather complex ideas, and his writing is given to misleading quotes, which is why I do not quote his work. (Author Unknown) â€Å"Evaluation the Evidence: Religious Economies and Sacred Canopies.† American Sociological Review 54 1989 -Sociology papers are difficult for an outsider to read (to say the least), but this paper deals with the topic in a sufficiently interesting manner to merit its mention. Hardin, Russell. "The Economics of Religious Belief and Practice" Journal of Institutional and Theoretical Economics. 1997. -A basic analysis of (western) religions and their finances. Useful article, and written in a language that I can understand (thanks to a minor in economics).

Essay --

Upon the invasion of foreign powers, the central government secured its authority over China and integrated nationalism into its domestic and foreign policies in order to restore stability, and repel against foreign influences. China, before nineteenth century, existed as a heterogeneous Empire, unified by the 5000 year old â€Å"Great Civilization†; however, upon foreign invasion in nineteenth century, China was forced to re-evaluate their position on the international level. Modern Chinese nationalism is derived from traumas inflicted by European and Japanese imperialists and colonists (Melancon 856-874; Chung 5). The concept of Century of National Humiliation was created in order to commemorate the historic traumas and protect the nation’s sovereignty from foreign powers. Over time, Chinese society has come to embrace their glorious civilization and accepted their weaknesses which had caused them to be victimized in the past. Now, the central government uses strict principles to assure China’s moral position on foreign policies. For example, on April 1st, 2001, there was a mid-air c...

Asb bank

Direct marketing Is selling product directly to the consumer or end-user, rather than through a broker, distributor or wholesaler. Example: Sometimes confusing the matter, direct marketing is also used to describe the sale of food directly to a restaurant, grocery store, caterer, processor, etc. , who will then resell the food to customers. 2. Identify the major forms of direct marketing and the techniques they employ to target customers. Use the template provided below to explain the different techniques each major form uses to target customers. Major forms of direct marketing differentiated in terms of techniques:Forms of direct marketing Target markets: Techniques used to target customers: Face-to-face selling Residential area, People who like to visit in market. Malls, all age group Promotion, door-to-door service, direct approach, offering samples Direct mail Adults & older Post, courier, sent mail Catalogue Sending, attractive image of products, special offer, brief description of product Telemarketing Land line phone holder Special offer, brief description of product, Calling to landlines Print Adults, older & retired people Flier, newspaper, posters, using famous person's faceDirect-response television advertising House wife, retired people stabilize people Saving offer, free home delivery, short time offer, Free call on television advertisement like 0800 On-line Internet user Through the video presentation, Website, social network like Faceable, twitter Mobile technology All age people Mobile APS, social network, text 3. Choose a business you know well or a case study of a business which uses direct marketing e. G. Cafe using Faceable, Salesrooms, a business which uses Trade, Auckland Council, Family Planning, NZ Heart Foundation, CAB Bank, Anyway.Describe it briefly. We have chosen CAB Bank. CAB Bank offers bank accounts, personal and home loans, savvier, investments, foreign exchange, insurance, internet banking, credit cards and online banking. 4. I dentify one growth direct marketing trend that your chosen business uses e. G online marketing, telemarketing, face-to-face, social networking, direct mail. Refer to this trend and the case study you have chosen in your assignment and presentation. The growth of direct marketing trend of CAB Bank offers direct mail service to their customers, online banking or internet banking.They send mail or letter on their postal address to inform about their account and investment. Regularly (once in a month) they send the user bank account statement to their customers. Have chosen? Give 3 benefits for buyers and 3 benefits for sellers. Answer for buyers: Availability of credit. Privacy Time saving Interactivity. Benefits for seller are: Target market selectivity. Ability to build customer relationship. Ability to maintain privacy of marketing programs. Convenience Time saving. – Benefits 6. What are the ethical issues or public policy issues for the direct marketing trend you have chose n?Give 3 examples of ethical issues or public policy issues. Answer- There is four ethical issues that CAB Bank should keep in mind while using direct mail marketing methods: Payment security- Bank must have a very tight security system because in our society there are so many high professional hacker who can do something wrong by take out money from the customers account. Spamming: Bank should make conversation with the customers while someone (customers) doing big amount transaction or send them e-mail regarding their accounts information.Terms and conditions-Bank should tell their customer about terms and conditions of ann. before opening a new account regarding how much they have to pay credit card interest rate and in how many days customers have to pay funds to them, how much transaction takes time. Agreements and contracts-Banks should send all copies of all relevant documents, agreements, contracts and advice of legal rights on the customer's postal address. 7. Explain the u se of digital technology and databases for your direct marketing trend.Answer- CAB bank use digital technology and database for direct marketing trend as in following ways- Digital technology database in direct mail CAB bank uses New Zealand post database to find new customers with quality data including names and addresses as well as new market. CAB advertising in their own website. CAB bank mainly target people of every age group like students, working people, unemployed, and old age people. CAB bank update existing customers database. CAB bank provides several loans to customers such as Business loan, Home loan, Car loan etc. At low interest rates.They offers online and internet banking as well. 8. Thinking about digital technology and databases explain how your direct marketing trend fits into marketing mix strategies. Talk about price, promotion, product, people and distribution. Answer: People- CAB target every age people like students, working people, employment, old age peop le. But they mainly target the people of age group 28-35 because most of on Youth, advertising on the back of bus, at bus stands and we can see big poster on roads. Product- CAB bank provide 100% home loan on low interest rate to customers.Credit cards on low interest rates, debit cards. 9. What products or services are offered by your case study business using the direct marketing trend you have identified in question 4? Analyses the pricing of these rodents – are the prices competitive? Answer- CAB bank offers 100% home loan on low interest rate to customers. Credit cards on low interest rates, debit cards. Competitors of CAB bank are ANZA bank, WESTWARD, and BENZ bank. The prices are very competitive because every bank wants to attract customers by providing loans on very cheap rates and on low interest rates.Fixed Homes lone BANKS For 12 months For 24 months CAB sank 5. 15% 5. 70% ANZA sank 5. 19% 5. 95% So we can see that CAB bank provide home loans on cheap rates. 10. D escribe the segments of the market which are targeted by your direct marketing rend. Explain how different types of promotion are targeted to different markets. (Single segments, multiple segments and aggregate) Answer- CAB bank uses single segment marketing and mainly targets and motivate people of specific age group of 28-35 because their earnings are higher than others and most of the people of this age group are working.CAB Bank offers direct mail service to their customers. They provide all useful information to motivate them in the mail. CAB Bank also provides 100% loans to their customers at cheap interest rate than other competitors in the market. They provide latest or up to date useful information on their website and they update website continuously. They advertise on social network like Faceable, Twitter, Youth because usually young generations use this social website. 1 1 . What level of service would you recommend for these target markets?How will this service build an d maintain customer relations? Answer- CAB bank provide 100% loan to customers for their satisfaction and they give proper information about their services and terms and conditions so that they can make a good relationship with their customers and finally CAB bank have a good reputation in the market. According to us, to attract more customers the service should be very fast, provide 100% security to the customers, prices should be lower than other competitors.CAB Bank build and maintain their customers by hiring more staff so that customers get fast developers and it specialists who can concentrate on security because these are the components with they can get customer loyalty. 12. Explain how products or services advertised by your direct marketing trend are distributed to the target market. Answer – CAB bank have good reputation in the market because they advertise about their services in many different ways: They advertise on social networks to young generation on Faceabl e, Twitter, Youth etc because mainly young use these social websites.CAB Bank advertisement on buses, bus stops and big poster on the roads. CAB bank updates their own website about their services. CAB bank advertise on shops according to the community of people like Indian, Chinese, Maori people etc. CAB bank offer direct mail services to the customers. CAB bank sent account information to their customers once in a month to keep them update or aware about their bank transactions CAB provide loans to customers at cheap interest rate than others in the market. BANKS