The New England, Southern And Middle Colonies Developed Differently Es

The New England, Southern and Middle Colonies Developed Differently The New England, Southern and Middle Colonies Developed Differently America was a place for dreams and new beginnings, until "white" people arrived in 1607. Three groups sailed over the treacherous Atlantic from their cruel lives in England to set up peaceful religious colonies. The only problem is that they attempted to settle in their own way and all failed dismally. The New England, Middle and Southern Colonies grew differently over the period 1619-1760.Examining the three sets of colonies will prove that they were all different: socially, economically, politically but not philosophically. Socially the three groups of colonies developed differently. The New England Colonies life was dominated by the Puritan religion. There was strict observation of the Sabbath, people dressed in somber clothing, Christmas and birthdays were not celebrated and religious tolerance was not practiced. People supported each other to create a one-class system: middle class, a homogenous background. In the Middle Colonies the cosmopolitan population celebrated for any reason, wore the latest European Fashions and practiced religious toleration. They had a two-class system of upper class landowners and middle class professionals living in large cities. In the Southern Colonies the plantations and cosmopolitan environment dominated social life. The Southern Colonies had a strict three class system: upper class rich plantation owners, middle class small plantation owners, lower class poor whites and a population of Negroes of "no" class. As can be seen socially all three sets of colonies were different. The three colonies all wanted to make money but they had to go about it in different ways. This was mainly due to what they had available. The New England Colonies were mainly agricultural farmers. With all the water reservoirs like Cape Cod there were plenty of fish so lots of people became fishermen. There were a lot of lumberjacks to cut down trees and export them to England. The Middle Colonies were extremely different because they set up extensive cosmopolitan cities reminiscent of New York. They had many specialists like doctors, lawyers, accountants, and teachers. They traded a lot with in North America and occasionally overseas. The Southern Colonies primarily depended on cotton and tobacco plantations. As the plantations grew they had to employ black slaves. The plantations were fully self contained with their own blacksmith, teachers and professionals. So there were no big cities or towns. The main plantations traded directly with Europe via the Mississippi. The three colonies all made money differently with their diverse professions and traders. The three colonies all had comparable similarities, as they were all democratic. But they ran their democratic government differently. For instance the New England Colonies was a Theocracy, which meant that the church controlled the government. The Middle Colonies had their church and government separate. The Southern Colonies were the most inequitable as they were an Oligarchy. This meant that the rich plantation owners controlled the government because they were the only people who could afford to pay for all their own expenses. Even though the three colonies were all democratic they all had contradictory differences. Philosophically all the colonies were essentially the same. They all cherished a new start in life, their own religion, religious tolerance, trade and acquisition land. With the same goals the three colonies ended up principally a contradictory to each other. They all wanted to leave England to get away from the percussion and religious intolerance. But after a couple of years the people were just as intorlent to other as in England. All three colonies all tried to achieve to the same goals in a different way therefore all three colonies were separate and diverse from each other.

15 Color Terms

15 Color Terms 15 Color Terms 15 Color Terms By Mark Nichol Words describing the qualities of color can confuse because they sometimes but not always overlap or are even interchangeable. Here’s a roster of color terms with definitions. 1. Cast: a change in appearance or color by adding one color over another; also, multiple senses of assigning, depositing, directing, shaping, spreading, turning, or twisting 2. Chroma: a combination of hue and saturation (see definitions below), or synonymous with saturation 3. Chromaticity: the quality of color based on wavelength and purity 4. Coloration: the condition of coloring, as in skin tone, an arrangement of colors, or the choice or use of colors 5. Colorway: a color or arrangement of colors 6. Contrast: the degree of difference in colors or light and dark, or their juxtaposition 7. Hue: color, gradation of color, or the characteristic that distinguishes one color from another 8. Pigmentation: coloration caused by the presence of a pigment, a substance that produces a color (or black and white) in a material 9. Saturation: purity of color; also, the state of being thoroughly wet, or heavy infiltration 10. Shade: a color produced by a mixture that includes black dye or pigment, or a color somewhat distinct from another, or, as a verb, to produce such a color; also, various meanings associated with the blocking or minimizing of light 11. Tincture: synonymous with color; also, a trace in a mixture 12. Tinge: color spread or stained over another color, or, as a verb, to spread or stain one color over another; also, a figurative sense of a light touch or effect, or, as a verb, to touch or effect lightly 13. Tint: a pale or slight coloration, or lighter or darker variations of a color, or, as a verb, to produce such an effect; also, a slight difference, or hair dye 14. Tone: a quality of color, or a shade, tint, or value (see definitions) 15. Value: the lightness or darkness of a color, or the difference in lightness and darkness Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:Comma After i.e. and e.g.The Difference Between "will" and "shall"The Uses of â€Å"The†

Prosecutorial Misconduct in Texas Essay Example | Topics and Well Written Essays - 1250 words

Prosecutorial Misconduct in Texas - Essay Example Prosecutorial misconduct has become rampant in different states of America. Texas is one of the states that have been faced by this challenge and this has led to several appeals in state of Texas. Majority of these appeals have reverted the decision made earlier by the court due to massive anomalies that have been cited in these higher courts. Prosecutorial misconduct is unnecessary or unlawful behavior by a prosecutor. Such behavior is usually unlawful in the area where certain prosecutor carries daily activities. Moreover, such misconduct may be because of going against particular rules or established code of conduct in a particular state. Prosecutors usually have an edge in many criminal proceedings and this singular role is vested on them. On the other hand, common person lacks rights to institute any criminal proceedings. Consequently, it is the responsibility of a prosecutor to behave in a way that is not questionable as any criminal proceedings carries with it higher potential sanctions. There are some prohibitions that prosecutor must adhere to, they includes not tampering with witness for a purpose of gaining ground to particular case. Any violation of law by a prosecutor, which leads to an improper act, qualifies to be a prosecutorial misconduct. Mostly, it is punishable by deregistration from practicing law. Any misconduct that is of high stake can lead to criminal charges due to disrespect of the court. In Texas, prosecutors are bound to adhere to code of professional responsibility.

Transportation Excellence Essay Example | Topics and Well Written Essays - 1000 words

Transportation Excellence - Essay Example Another reason why transport costs are increasing is the increasing focus of companies to give total satisfaction to the customers who want to enjoy the good here and now, or at least, as soon as possible. Included among these customers are those who buy on impulse after seeing an ad on the television and who expect the product to be available at the nearest corner store. This is a perennial supply chain challenge to transportation services. Well, perhaps this is an exaggeration, but it brings home the point that the desire of consumers for instant gratification is one of the factors that drive up the share of transportation costs in the price of the final product. This also why companies are getting obsessed with transport speed, efficiency, and costs. It is therefore easy to understand why the excellence of the overall supply chain is linked to the excellence of the transportation system. Any breakdowns or snags in the latter (transport) would greatly affect the performance of the former (SCM). Transportation systems are but one component of SCM, but it is a major one that accounts for a big chunk of the total cost of implementing SCM. As the case material indicates, transportation costs can range between 3 and 7 percent of total sales, and this amounts to millions of dollars of expenses each year even for small- and mid-sized companies. This is why SCM practitioners call this the low-hanging fruit where improvements can raise profits considerably: every percentage point in transport cost savings go directly to the bottom line. Take as an example the simple solution of improving transport efficiency by doubling the capacity of a delivery van. For almost the same cost, you automatically halve the transport cost of the goods delivered because one trip allows you to deliver twice as much. Of course, improving transportation efficiency is not as simple as that, because most SCM solutions require goods to be delivered at the right amount, at the right time, and to the right place. This means that dumping twice the inventory to a buyer would not always be welcome. It may even lead to losses if the goods are not sold and returned. There are four ways for companies to take control of transportation processes and bring down transportation related costs: process improvement, shipment optimization (which is the example we cited above), continuous moves, and carrier management. Of these four, we will focus on the first: process improvement. Process improvement involves changing (for the better, hence, an improvement) the way that key transportation and logistics processes are carried out. There are several ways of doing this. The first is by automating key processes using advanced transportation management systems (TMS). Automation applied to manual tasks like shipment planning, carrier selection, tendering and acceptance can cut down errors and inefficiencies by

Lifelong Learning Essay Example | Topics and Well Written Essays - 2000 words

Lifelong Learning - Essay Example Knowledge is one of the most precious wealth gained by any individual. Habits are part of the learning process as well, when an individual see some good habits they tend to adapt that habit and make it part of their life. Therefore the process of learning new things all along the path is a very common thing experienced by all individuals. What is lifelong learning? It is important for all individuals whether young or old to always keep the process of learning new things mandatory in their lives so as to remain up to date with the latest happenings that are taking place in the surroundings. The term lifelong learning can be defined as all the learning activities that take place in the life of an individual. Having continuous education is part of the lifelong learning process (Brenda and Osborne 2007). The process of being involved in learning new things at each stage of the life improves the decision making for individuals regarding different matters and also improves their level of o ptions to choose from as they have an understanding of different options through their learning processes. The importance of education cannot be weighted in words as education shapes the present and future lives of any individual. How demographic and economic change have affected lifelong learning. There has been a huge and drastic changes being observed by the individuals all around the world. In fact as we know that the only constant thing that is taking place in the world is change. Everything is changing around us with time and we individuals need to adapt to the processes of change to remain successful in this world of such cut throat competition. The field of education is becoming more and more competitive with time (Brenda and Osborne 2007). Many new studies and dimensions are being constantly explored through research work. The processes of research take place in the life of an individual both at the personal level and the professional working level. Research work allows new paths to be explored about any situation and helps in deducing and deriving possible solutions. Now, if we observe there have been many different and unique educational fields of study invented that were not present before. Science has advanced tremendously and it requires that individual should be aware of all the new scientific technologies that are pertaining so that they can be benefitted by them. Science has drastically transformed the living styles and has facilitated human beings in making their work easier and luxurious. The present era requires with high skills and ambitions so that they can face the challenges of both work and life. For developing skills and expertise in any field, one needs to constantly focus upon developing themselves with the latest technology and techniques that are becoming available in the surrounding. Regardless of the field of education any individual belongs to, it is always wise to know about the different things surrounding the individual so t hat they are able to gain an advantage economically since the world is at a constant pace of promoting change (Field 2006). All individuals should focus upon becoming lifelong learners on an effective and efficient pace. The more they are able to grasp knowledge about various aspects, the more chances they have of becoming successful individuals both on a personal level and a professional level (Burbules and Torres 2000). Lifelong learning at times takes place without the individual being aware of the fact that they

The Core ideas of change management

The Core ideas of change management It is in the nature of people to be afraid of change. In our everyday life we normally establish routines and become comfortable with the way things just happen. The idea of potential change of the patterns of behavior makes us feel uncomfortable, brings uncertainty and risk in the everyday life. As social entities, corporations are no different. Daily work schedules and process organisation become part of the corporate identity and gradually slow down the speed needed to remain competitive and be a winner. According to Tabrizi (2007), To stay competitive, a player must be dynamic in the marketplace, constantly revising its own strategy in response to the strategies of its opponents, as well as aligning itself with the changing demands of its customers. The organizations that can most quickly respond to the marketplace, particularly those that adapt faster than their competitors, are the ones that make it to the top. Key concepts In general, reviewing the initial reasons for change, it can be reactive, when organizations respond to external factors, and proactive, when companies initiate the process of change themselves. However, no matter what the initial reasons were, once the process has started, we can be sure that change in one part of the company invariably will affect people and processes in all other parts. Moreover, a thorough change can influence, or be influenced by the organizational mission and strategy, structure, products and processes, its employees and culture, technology and know-how employed. Change can be provoked by external or internal factors, or a combination of both. External factors may be changes in demand of consumers, threatening actions of competitors and suppliers, newcomers in the business, MAs, changes in the legal and political environment, new technologies, changes on the labor market, etc. The internal factors can be found within the company itself and may result from redefined mission and strategy, need for major changes in the culture and management style, need for improvement of quality and efficiency, etc. There are lots of algorithms and prescriptions about how exactly shall changes be implemented. In order to get deeper understanding of the contemporary methods, first we will examine the basic change management theories and approaches. Theoretical foundations The three main theoretical schools are differentiated by the addressed levels of change individual, group or organizational level. These are The Individual Perspective School, The Group Dynamics School and The Open Systems School (Burnes, 2009). Individual Perspective school According to Burnes (2009), the Individual Perspective School is divided into two main movements Behaviorists and Gestalt-Field theorists. Both of them address organizational changes on individual level. The main idea of the Behaviorists is that peoples reactions are closely interrelated with their interaction with the environment. One of the first Behaviorists, Pavlov, stated that all behavior is learned and all individuals actions are led by the expected results. Through his well known experiment with the dog that associated the sound of the bell with food, Pavlov proved that one can easily manage peoples behaviour through external stimuli and reward. The other movement, the Gestalt-Field theorists, argues that human actions could not be product only of the surrounding environment, but from the interpretation of this environment through changing the understanding of the situation and modifying the external stimuli. Group Dynamics School According to Cummings and Worley (2009), The Group Dynamics School emphasizes on the implementation of organizational change on a group level. Its founder Kurt Lewin argued that the individual will respond to the groups interactions and pressure and will adapt to its culture and behaviour, accepting its values, norms and roles. Open Systems school The main focus of the Open Systems School is the organisation as a whole, composed of a number of interconnected sub-systems (Burnes, 2009). The different parts and subsystems are interacting with each other and with the environment. Mullins (2008) writes that most important is to achieve an overall synergy within the organization, rather than optimizing the performance of any one individual part. Approaches to change The three basic approaches to change management are the Planned approach, the Emergent approach and the Contingency approach (Burnes, 2009). Contingency approach The basic principle of the Contingency approach is that there is no one best way to change. Change has to be applied in line with the environment and the organisation has to adapt to it. The contingency approach examines the effectiveness of different models, techniques and methods of change management and advises to choose according to the situation. Planned approach The basic idea of the planned approach is that organizations shall first identify areas where changes are required and initiate a process of its implementation (Burnes, 2009). It was launched in the 40s in the work of Kurt Lewin, who developed the most popular models of planned change: Action Research and Three-Phase Model. The approach has been widely used since the 80s. The Action research model is based on the statement that change requires action, and action is based on analysing the situation correctly. The Three step model is based on three phases of implementation: unfreezing moving refreezing. The Planned approach represents a more general prescription about how change should happen in a world much more ideal than the world we know today. As the contemporary situation is changing rapidly, the chance that the environment has changed again during the implementation of your change plan and has made it useless, is extremely high. That is why, I consider the Emergent Approach much more effective and useful. Emergent approach The Emergent approach is focused on the assumption that change is a continuous. According to Dawson (2002), organizational change is a persistent, open-ended process of adaptation to changing environment. It emerges in an unpredictable and unplanned fashion. Maybe the most distinctive feature of the approach is the bottom-up approach of control, i.e. that the employees are most closely involved with the process with the change process (Dawson, 2002). The approach requires a major change in the traditional role of the managers. Unlike the planned approach, here, the role of the manager is not to initiate and control the process, but rather to assist and facilitate it. In order to summarize the main models of implementation, Burnes (2009) has chosen the three most practical models of emergent change: Kanters Ten Commandments for Executing Change, Kotters Eight-Stage Process for Successful Organisational Transformation and the Seven Steps model of Luecke. In order to illustrate the overall impact that emergent change has on organizations, I have chosen the case of Ken Freeman, who made Corning Clinical Labs from a business in shambles to the industry leader in the size (Appendix I). CASE STUDY Ken Freeman, Corning clinical labs, Appendix I Change and the Manager External and Internal Approaches to Change As we have already outlined in the previous part of the work, change can be planned or unplanned (emergent). Planned change is sought when the organisation deliberately attempts to make internal changes to meet specified goals or to pursue a set of strategies (French et al, 2008). However, not all change in organisations happens as a result of intended direction. Unplanned change is provoked by some external triggers such as market forces, economic crises, economic opportunities or social changes. Unplanned change occurs spontaneously and without the organisations provocation. The appropriate goal in managing unplanned change is to act immediately once the change is recognized, to minimize any negative consequences and maximize any possible benefits. (French et al, 2008) However, no matter whether the changes were planned or unplanned, in order to implement a successful and thorough change management plan, there shall be sufficient dissatisfaction with the existing situation, strong attraction to moving towards a more desirable position, desire to formulate a strategy that will realize the vision (French et al, 2008). Change may be triggered by internal or external forces: External forces may be changes in the demand for the organizations products as a result of changing consumer preferences, action by competitors, government etc., threatening tactics of competitors by aggressively cutting prices, newcomer in the market, political or legal changes, changes in the terms of trade (tariffs, exchange rates), lack of skilled employees, etc. (Martin, 2005) Internal forces should theoretically, be more clear and predictable. For example changes in strategy as a result of revised mission or goals, need for cultural changes, changes in the management style, need for improvement in quality, efficiency, standards, need to cut costs (Martin, 2005). However, according to Mabey and Salaman (1995), irrespective of the initial reasons for the change, change is characterized by two important dimensions: firstly, the scale of change (from fine tuning through to corporate transformation) and secondly the style of change (collaborative through to coercive). Selected models of Change Organizations typically respond to the challenges of the above described external and internal triggers with the help of various programs, each designed to overcome obstacles and enhance business performance. According to Luecke (2003), these programs fall into one of the following four categories: Cultural change Cultural changes focus on the human side of the organization. It handles with the general approach of doing business and the relationship between the management and the employees. A typical example for cultural change is changes in the mission and vision of the company and the organizational development. In order to illustrate the overall impact on the company that cultural changes may produce, I have chosen the example with ATT and NCR. Case study ATT and NCR (Apendix II) Structural change Structural changes address the structure of the organisation and the design of jobs and working arrangements as the key levers of change. According to Mabey and Salamn (1995), structural changes are triggered by an organisations inability to fully realize the strategy it is following due to administrative deficiencies caused by a mismatch between the new strategy and the existing structure (Mabey Salaman, 1995). Luecke argues that these programs treat the organization as a set of functional parts-the machine model. Through mergers and acquisitions, between companies, reengineering of units, reconfiguring of divisions, managers try to improve the overall performance and results. A classic example of redesigning the whole management structure in order to complement the strengths of the top people, is provided by Google (Appendix III). CASE STUDY GOOGLE, Appendix III Cost cutting The third program for change is cost cutting. Its core idea is to eliminate non-essential and non-profitable activities. This can be done through reengineering of the structure, decrease of the personnel, focusing on the production of profitable items, etc. Process change Process change aims at making processes faster, more effective, more reliable, less costly. These programs focus on altering how things get done (Luecke, 2003). Examples include reengineering a loan approval process, approaches to handling customer warranty claims, production processes, etc. Attitudes to Change 3.1. Reactions to change In general, there are different reactions to the proposed change process and according to them people are split into three main different groups supporters, apathetic and resistors. According to French et al (2008), change initiatives are typically met by some resistance. Resistance to change is any attitude or behaviour that reflects a persons unwillingness to make or support a desired change. The reasons for this reaction are manifold people are afraid of the unknown, many of them dont understand the need for change, or some may even think that the proposed change goes against the values held by members in the organisation. These reactions outline the need to consider also changes in the culture of the organisation, including changes in members values and beliefs. French et al (2008) outline also another perspective of resistance to change in their work, namely to see resistance as feedback that can be used by the change agent to help accomplish his objectives. The essence of this notion is to recognise that when people resist change they are defending something important that appears to be threatened by the change attempt (French et al, 2008). There is no universal recipe on how could resistance to change be overcome, however, considering the limitations of this paper, one example method illustrated also by a brief case study will be presented in the third part of this paper, The People Problem, which shall give the essence that could be followed. Gender and Change Management Preece, Steven Steven (1999) describe several studies that have concluded that women are more likely than men to display characteristics which would make them good team players. The authors cite a survey conducted in the company Bass, designed specifically to examine gender-related issues in public house management. According to the survey, women appeared to focus on teamworking 82 % of them answered that they find it beneficial due to issues such as the mutual development of ideas, helping each other and problem solving. In the same time, only 65% of the men stated to have positive attitude against team work. These results evidence that women are in general better teamplayers than men and consequently may experience a greater impact in the changeover of the company they are employed with. Case study ATT and NCR (Apendix III) What aspects of the external change environment did Jerre Stead and his advisers choose to focus on? Could they have defined the external environment in a different way, perhaps using scenario planning techniques discussed above, which would have allowed them to construct other, more realistic scenarios? By way of illustration, had they been less US- and head office-centric, could they have created a more accurate picture of the organization and its problems, one that would haveallowed them to see the potential for the problems they would create in Scotland, their key subsidiary location? The central point of this message is that managers are active agents, not merely passive recipients of abstract and external market forces. Good managers understand how to enact their environment in order to control it through more intuitive and creative interpretations, re-definitions and action (Weick, 2001). Weick argues that managers are often better advised to act their way into thinking, by taking smaller, incremental steps and learning from them, rather than think their way into acting through top-down, transformational planning strategies such as those depicted in the ATT case. The dangers of a top-down, planning-then-action approach are twofold. The first danger is that by making big changes there is little chance for learning to occur because you dont really know which of the many components of the change had the most effect. The second danger, and more likely consequence, is that by constructing a plan that is complex you are likely to fall into the trap of paralysis by analysis. The key point is that culture, once understood, is treated as a highly manageable feature of organizations. This seemed to be the perspective of Jerre Stead, the CEO of ATT (GIS) in the case study. Such unitary assumptions and analysis may have a degree of validity in certain contexts, but in others they are likely to be misplaced and misleading. Ask yourself the questions in the ATT case: (1) How realistic were the assumptions made by Stead regarding the potential to create a unified culture in the company? (2) Were leadership and communications all that was necessary to overcome barriers to change? Perhaps he could have taken a different view, distinguishing between: à ¢-   the corporate culture, which is essentially what managers want the organization to be like, similar to the concept of corporate identity in Chapter 6 and more amenable to control; and Chapter 9 Managing organizational change 385 à ¢-   the organizational culture and subcultures, which are more akin to the notions of organizational identity in Chapter 6, and which are less amenable to control, for a variety of reasons. Bearing in mind the preceding health warnings, and the concerns expressed about the concept of unitary cultures, managers need to have a set of sophisticated techniques to identify and manage their organizational cultures. For example, in the ATT case, Jerre Stead and his colleagues might have benefited from constructing alternative scenarios of what the organization might have looked like. More importantly, they would clearly have benefited from an understanding of the nature of the different subcultures in the various subsidiaries of ATT (GIS). The People Problem The real change comes from the people. Individuals are those who create, implement and support change processes. Unless people are involved, committed and prepared to adapt and learn, objectives, plans and future desired states will be likely to founder on the rocks of resistance (Rosenfeld Wilson, 1999). Any transformation of significance will create people issues. And the more significant the transformation and the impact on the people, the greater is the need for full involvement (Burnes, 2009). A successful implementation of turn-around organisational transformation requires not only good planning, but also understanding of the human part. Discipline is a key factor for success; however, it demands strict data collection and analysis, planning, and implementa ­tion discipline as a redesign of strategy, systems, or processes. The main goal of this work is concerned with the role people play in managing strategic change how they do it. Role of the management Typically, the people at the top of any organisation are seen by others employess, stakeholders and outside observers as intimately associated with strategic change, whenever such occurs. Therefore, the overall role of management in the process of change is highly significant (Johnson, Scholes Whittington, 2008). 1.1. Change Management at the Top According to Mullins (2008), the successful management of change is a key factor of organisational performance and effectiveness and should emanate from the top of the organisation. The people at the top of the company are responsible for the strategy and philosophy, the culture, for creating and sustaining a healthy climate and establishing and directing appropriate organisational processes. The successful implementation of change demands positive action from top management and a style of transformational leadership in order to gain a commitment to change (Mullins, 2008). Extremely important management features and capabilities are effective communication skills, ability for recognizing and releasing the potential of everyone involved with the change, setting a good personal example, self-pacing to avoid unnecessary stress. 1.2. Managers and leaders However, top managers may be the initiators but are not always the real leaders of the change process. Luecke (2003) argues that leaders create an appealing vision of the future and then develop a logical strategy for making it a reality. They also motivate people to pursue the vision, even in the face of obstacles. Managers, on the other hand, have the job of making complex tasks run smoothly. Managers are those who elaborate and implement process details, assure resources and direct the process. John Kotter has described the relationship of leadership andmanagement in a simple two-by-two matrix, shown below (Luecke, 2003): The main idea of the matrix is that long-term transformation process requires involvement both from leaders and managers and that transformation goes nowhere when both leadership and management are found wanting (Luecke, 2003). 1.3. Middle managers Middle managers are the implementers of strategy. Their role is to put into realization the direction established by top management by making sure that resources are allocated and controlled appropriately, monitoring performance and behaviour of staff and, where necessary, explaining the strategy to those reporting to them (Johnson, Scholes Whittington, 2008) Role of Employees According to Brill and Worth (1997), in order to make the change effort work, we must learn how to capitalize on positive human qualities, such as trust, idealism, and dedication, and mitigate the impact of those other natural human traits (suspicion, stubbornness, anxiety) that often undermine the change process. The role of employees is most obvious in cases where the chosen approach to change is bottom-up, not top-down. Strictly speaking, bottom-up change can not only be implemented from the lower levels of the hierarchy, but also initiated from the employees. However, Burnes (2009) argues that there is little point in encouraging staff to identify change opportunities unless they are also encouraged to implement them. The need for using the bottom-up approach is evident when taking the emergent approach to change. Having in mind the rapid pace of environmental changes, they need to be dealt with speedily and be treated locally, in order to achieve optimal and timely success. Role of Stakeholders In the process of change stakeholders are not actively participating, however, gaining their support is extremely important. In a turnaround situation it is crucial that key stakeholders, like the major financing bank, trade unions and some key clients are kept clearly informed of the situation and the following improvements as they are being made. Moreover, a clear assessment of the power of different stakeholder groups may become vitally important, especially when implementing major transformations (Johnson, Scholes Whittington, 2008). The support of powerful stakeholder groups can help to build a strong fundament, especially in cases where the change agent does not have a strong personal power base from which to work. Dealing with Difficult People Understanding the roles of the participants in the process and showing them the right direction to the desired change is the a major part of the transformation. However, as already outlined in the previous part of this work, change imposed by others feels threatening rather than exciting and the lack of choice makes people feel powerless and leads to stress and defensive behaviour (Mabey Salamen, 1995). That is why, the earlier in the process the resistance agents are found, the better the whole process can be managed. French et al (2008) have outlined the following general approaches for dealing with difficult people: Education and communication discussions, presentations, demonstrations; Participation and involvement allow others to help design and implement changes, contribute ideas; Facilitation and support providing emotional support, actively listening to problems, training; Negotiation and agreement offering incentives, working out trade-offs, special benefits; Manipulation and cooptation influence others, selective information, buying off leaders; Explicit or implicit coercion using force, threatening (French et al, 2008). Resistance to change as resource of new ideas Resisters to change are problematic and typically, when something goes wrong, they are the first that are blamed for the disaster. However, this is not only pointless, but leads also to destructive management behaviours mangers may become defensive, uncommunicative, competitive (Ford Ford, 2009). Strong leaders can hear and learn from their critics and understand that even difficult people can provide valuable input when treated with respect and let to communicate their point of view. An example of such situation is presented in Appendix IV a brief case study about Alison, IT executive, aiming to implement a major change in the computer system of the hospital she was employed with. CASE STUDY Alison, Appendix IV Linking Strategic and Operational Change In the previous chapters of this work, I have examined the theoretical grounds, the major approaches to change, the roles of the different participants in the change process. However, no matter how good the plan for change may be, the most critical part, i.e. the bottleneck remains the implementation of the transformation. According to Luecke (2003), 70 percent of change initiatives fail to meet their objectives. Kotter has also written that If you were to grade them using the old fashioned A,B,C,D, and F, Id be surprised if an impartial jury would give 10% of these efforts an A. But Im not saying that 90% deserve a D either.What is tragic is that there are so many C-pluses. Its one thing to get a C-plus on a paper; its another when millions of dollars or thousands of jobs are at stake (Luecke, 2003). Implementing Strategic change Burnes (2009) argues that the implementation of change is a two-way process of ensuring that strategic decisions lead to operational changes and on the other hand, operational changes influence strategic decisions. The process of implementation may follow the models either of Planned or Emergent approaches. Although that by many, including Burnes (2009), there are no universal rules for leading change, supporters of panned and emergent approach propose sequence of actions to be adopted, which could facilitate and give a structure to the implementation of the strategic changes. Pettigrew Whipp (Burnes, 2009) propose a simplified model of actions to be taken in order to structure the change process: Kanter and Kotter (Burnes, 2009) also propose some ideas for implementation of change. However, I consider that Luecke has given the most practical recipe for action. His model consists of seven steps: Step 1. Mobilize Energy and Commitment through Joint Identification of Business Problems and Their Solutions Step 2. Develop a Shared Vision of How to Organize and Manage for Competitiveness Step 3. Identify the Leadership Step 4. Focus on Results, Not on Activities Step 5. Start Change at the Periphery, Then Let It Spread to Other Units without Pushing It from the Top Step 6. Institutionalize Success through Formal Policies, Systems, and Structures Step 7. Monitor and Adjust Strategies in Response to Problems in the Change Process (Luecke, 2003). For me, this approach is very close to the practice, as it is very much result-oriented and in reality results are the real measures of success, not plans and theories. In order to illustrate this consideration, please refer to Appendix V, a case study about Xerox. CASE STUDY XEROX, APPENDIX V The role of the Change agent In the process of change there are always factors limiting the implementation of the changes in the operational level. According to Mabey and Salaman, (1995) an important factor for successful implementation of strategy into operational level is the formal and informal presence of a change agent. According to Rosenfeld and Wilson (1999), change agents are the individuals or groups of individuals whose task is to effect the desired change. They can be both internal and external to the organisation. The agent acts as intermediary and his responsibilities may range from complete collaboration with staff to acting as absolute authority and expert. Internal change agents are mostly experts in the field, to who people trust. External agents may have political credibility and support, however, often lack the detailed knowledge of the company (Rosenfeld Wilson, 1999). Considering the complexities involved with change, the range of abilities and expertise of the change agent could be significant. Vital to the success of the change agent is also the support from the senior management of the company. Change agents see the need for change and articulate it effectively to others. They are critical catalysts for a change initiative and should be placed in key positions (Luecke, 2003). Here are some of the most important implications of change agents: articulate the need for change; are accepted by others as trustworthy and competent; see and diagnose problems from the perspective of their audience; motivate people to change; work through others in translating intent into action; stabilize the adoption of innovation; and foster self-renewing behavior in others so that they can go out of business as change agents (Luecke, 2003). People suitable for this job can be professional change agents like those working in the HR consultancy companies, or people from the business. They can also be produced like GM did in the past. Luecke (2003) describes the case: General Motors attempted something very similar in its joint venture with Toyota: the NUMMI small car assembly plant in California. That plant was run according to Toyotas world-beating production methods, and GM rotated manufacturing managers through the plant to learn Toyotas methods and, hopefully, bring a working knowledge of those methods back to Detroit. Reflecting on Change in Different Contexts

Men and Women in Non-Traditional Sports Essay examples -- Sports Femal

Men and Women in Non-Traditional Sports The benefits of an individual entering a non-traditional sport for his or her sex can be huge – but they are usually greater for society in general than for the athlete him/herself. Being the first person to break into a non-traditional sport would obviously be trying on the athlete, who would have to face the questioning and criticisms of media, fans, and even their fellow athletes. But one athlete’s determination and persistence can open up a whole new world to both athletes and spectators. In the early 1900s, women did not participate much in figure skating competitions, partly because of the fact that they had to wear long, movement-hindering skirts. But some women did fight to participate. Eventually, when they were allowed to change certain rules (such as the one about wearing long skirts), women proved that they could compete with men. They were permitted to participate in competitions like the National Championships and the Olympics, and soon after that, women’s figure skating became an immensely popular sport. Today, it is traditionally one of the most-watched events of the Olympic games. Similarly, the NHL’s Tampa Bay Lightning invited female hockey goaltender Manon Rheaume to training camp in 1992. She played one exhibition game against St. Louis before being sent to the minors, but the publicity surrounding her stint with the National Hockey League did wonders for women in hockey. In the 1998 Olympics, women’s ice hockey was introduced as a new sport. The victory of the US Olympic team made the sport even more popular in the United States, and it is not uncommon today to see girls alongside the boys at youth hockey practices. Desegregating a sport can also add a ne... ...orts has been great in recent years. Women of the past broke barriers in sports such as track/field and figure skating, and women of recent times have broken the gender barriers in sports like basketball and hockey. Now, having women participate in sports like figure skating is not only totally natural, but a crucial part of major competitions such as the Olympics. Similarly, the sports like basketball and hockey will soon become integrated and will gain popularity among female athletes to the same degree. On the other hand, some male athletes are fighting for equality in typically female sports. As these pioneers break down gender barriers, they make way for the athletes of the future. While there are many issues that need to be resolved when barriers are broken, hopefully soon in the future all athletes will be looked at for their ability rather than their gender. Men and Women in Non-Traditional Sports Essay examples -- Sports Femal Men and Women in Non-Traditional Sports The benefits of an individual entering a non-traditional sport for his or her sex can be huge – but they are usually greater for society in general than for the athlete him/herself. Being the first person to break into a non-traditional sport would obviously be trying on the athlete, who would have to face the questioning and criticisms of media, fans, and even their fellow athletes. But one athlete’s determination and persistence can open up a whole new world to both athletes and spectators. In the early 1900s, women did not participate much in figure skating competitions, partly because of the fact that they had to wear long, movement-hindering skirts. But some women did fight to participate. Eventually, when they were allowed to change certain rules (such as the one about wearing long skirts), women proved that they could compete with men. They were permitted to participate in competitions like the National Championships and the Olympics, and soon after that, women’s figure skating became an immensely popular sport. Today, it is traditionally one of the most-watched events of the Olympic games. Similarly, the NHL’s Tampa Bay Lightning invited female hockey goaltender Manon Rheaume to training camp in 1992. She played one exhibition game against St. Louis before being sent to the minors, but the publicity surrounding her stint with the National Hockey League did wonders for women in hockey. In the 1998 Olympics, women’s ice hockey was introduced as a new sport. The victory of the US Olympic team made the sport even more popular in the United States, and it is not uncommon today to see girls alongside the boys at youth hockey practices. Desegregating a sport can also add a ne... ...orts has been great in recent years. Women of the past broke barriers in sports such as track/field and figure skating, and women of recent times have broken the gender barriers in sports like basketball and hockey. Now, having women participate in sports like figure skating is not only totally natural, but a crucial part of major competitions such as the Olympics. Similarly, the sports like basketball and hockey will soon become integrated and will gain popularity among female athletes to the same degree. On the other hand, some male athletes are fighting for equality in typically female sports. As these pioneers break down gender barriers, they make way for the athletes of the future. While there are many issues that need to be resolved when barriers are broken, hopefully soon in the future all athletes will be looked at for their ability rather than their gender.

What motivates people at work? Essay

There have been a large number of theories looking into motivation at work and the factors which affect it. In this essay I will be exploring three key theories in the area, each provides a very different angle on what motivates employees at work. To begin I will look at a need theory of motivation, Herzberg’s Two-Factor Theory (1959), as the name suggests need theories concentrate on the need’s of the employee as the main source of motivation. Herzberg built upon Maslow’s hugely influential Hierarchy of Needs (1954). Conducting research on 203 American accountants and engineers he looked at what makes employees satisfied and dissatisfied at work. Contrary to Maslow’s theory Herzberg suggests that motivation is not measured on one linear scale from satisfied to dissatisfied, but rather the two are independent of each other and form separate scales. The first group which determines dissatisfaction (or de-motivation) are named Hygiene factors which include our basic needs such as our pay and safety. The addition or improvement of hygiene factors can only lead to contentment in employees and not motivation. The second group which determines satisfaction are named Motivators, these include our internal needs such as our need to achieve, to be recognised and given responsibility. A decline or lack of motivators will not de-motivate employees, but adding them can lead to increased motivation. Research on the theory has provided both support and criticism. To begin with the theory is supported by the number of successful replications as reported by Hodgetts and Luthans (1991), these replications have taken place across the world and in a wide variety of different job sectors and still achieved the same results. The main area of criticism for the Two-Factor theory targets the methodology of the research it was derived from. Soliman (1970) pointed out that the tendency of subjects to give socially desirable answers would have impacted the answers participants gave to Herzbergs open ended questions. In addition there is a tendency for people to attribute negative situations to others and posit ive to themselves e.g. â€Å"I felt satisfaction  when ‘I’ achieved and was recognised for it† or â€Å"I was dissatisfied when ‘the company’ paid me late†. This biased attribution of satisfying and dissatisfying situations is another example of a problem with the methodology. More problems with the methodology are shown by House and Wigdor (1967). After re-analysing Herzberg’s original results they concluded that factors described as being either a hygiene or motivator were not mutually exclusive. In many cases the addition of Hygiene factors can act to motivate people, likewise a lack of Motivator factors can causes dissatisfaction. However as well as looking at the empirical research on the theory we must also think about its value when practically applied to the workplace. In support of the theory it does, to a certain extent makes sense. If one month you miss out on pay or are required to do something dangerous you would be dissatisfied. At the same time employees do not feel satisfied or motivated by safe working conditions or being paid on time because it is what they expect. The same goes for Motivator factors, an employee would feel more satisfied if they received a personal compliment from the boss but it is unlikely that they would feel dissatisfied if it didn’t happen. They certainly wouldn’t expect it every day. Yet one key problem with the theory is that it fails to take into account the difference between satisfaction and motivation. An employee may be satisfied at work, they may obtain all the ‘motivator’ factors outlined in the theory but this does not mean they will automatically be motivated to be as productive as they can be. Another criticism is that the theory does not account for individual differences, employees are not all the same, some may be more materialistic and be motivated more by monetary reward. Some strive for achievement and are willing to do anything to gain the respect of their peers and high status within the business while others may be content with their job and just wish to keep their heads down and get on with it. Put simply, while being given responsibility may satisfy some people others may find it an unpleasant addition to their job. In summary the Two-Factor model and its supporting research have been found to have good re-test and cross cultural reliability but has been heavily criticised for its validity and methodology. Although this weakens the value of the theory it has still been extremely influential and can be practically applied in most organizations as a method by which staff motivation can be monitored and improved. Next I am going to look at the Goal Setting Theory Locke (1969). The basic premise of the theory is that by setting a goal you can increase a person’s motivation and performance. This increase in performance is due to the motivational influence of goals in 4 key areas (as cited in Woods 2010). The first is that goals help to focus a person’s attention and behaviour in the correct direction. Secondly goals have the effect of increasing the effort a person is willing expend. Thirdly the addition of a goal increase the amount of a time a person will spend on a specific task. Finally they motivate an individual to seek out and apply relevant knowledge and skills in order to complete the goal. This is how the goal setting theory explains why we are motivated by goals. In addition to this Locke and Latham (1990) put forward 5 key features of a goal which determine how motivating it is, to be effective goals must be; 1) Specific, a goal which gives a specific target is more motivating then goals which simply require a person to ‘do your best’. 2) Measurable, a measurable target enables a person to track their progress towards the goal and alter their effort and method accordingly. 3) Time-Bound, applying a deadline to achieving the goal enables a person to better manage their time and effort. 4) Challenging, it is unlikely that an easy goal will motivate a person to put in maximum effort. By making the goal challenging people are push and required to work harder in order to achieve. 5) Attainable, having a goal which is impossible to achieve is likely to de-motivate a person, why would a person put effort in if they have no chance of success. It must be realistically possible to achieve goals. The theory provides a good detailed description of both how and why people are motivated. It has been one of the most widely researched areas within motivational psychology and is still very much an evolving area. Research by Latham and Baldes (1975) put the core assumption of the goal setting theory to the test in a real world setting. They introduced the goal of reaching 94% efficiency in the loading of trucks (previously at just 60%) to a group of employees in a logging company. The employees were motivated by the goal and successfully achieved (and often surpassed) it and continued to work consistently at the target rate. To have achieved the same increase in efficiency without Goal theory (by purchasing more trucks) would have cost the company $250,000. Another example of research supporting the Goal  setting theory comes from Blumenfeld and Leidy (1969). They found that 55 engineers in charge of soft drinks machines checked considerably more machines when set a goal then when no goal was set. Furthermore it was found that engineers checked more machines when set a challenging goal then if set an easy goal. A key problem with the methodology of both pieces of supporting research above is that there was little control over extraneous variables. For example Latham and Baldes (1975) did show a huge increase in productivity, but this may not have been due to the addition of a goal. Perhaps the competitive nature of the loggers lead to an increase in efficiency, it may also have simply been down to the increased supervision the workers received at the time. Again it is important to look at the theory in terms of its practical application in the workplace. Its key strength is that it does appear to work as a method of increasing motivation, however again the theory fails to account for individual differences. Employees who are already highl y motivated at work would benefit from goals being set; it would push them and enable them to prove themselves. However other less confident employees may not enjoy the competitive nature of workplace goals and targets, it could even cause stress and discomfort and leads to a reduction in motivation. In addition, when you direct a person’s attention and effort towards one specific goal you may get a decrease in performance in other tasks. A goal may not increase motivation but just direct it. For example if you give hospital staff the target of seeing all patients within 10 minuets they may achieve the target but at the cost of service and quality of treatment. This would obviously be detrimental to the quality of work on the whole. A final point to consider is that all employees have different levels of ability so in order for goals to push an employee but still remain achievable they must be individually tailored. As well as being impractical in a large business Equality theories (discussed next) would suggest that giving some people easier targets than others may actually lead to a reduction in motivation. On the whole Goal Theories are very useful and practical when applied in the right circumstances. Perhaps one weakness of both the theory and supporting research is in its inability to account for causes of demotivation in an organization. However the research shows that goals do motivate people at work, yet when applied to an organizational environment we see possible  drawbacks and potential difficulties which are difficult to overcome. The final theory I am going to examine is the Organizational Justice Theory which builds upon the equity theory put forward by Adams (1963). The Organizational Justice theory has been constructed from theory and research contributed by a significant number of psychologists, certainly too many to list in their entirety. However two key contributors worth noting are Greenberg (1987a) who coined the term Organizational Justice and conducted much of the early research and Mowday (1987) (cited in Greenberg 1990) who has had a significant impact on the theory. The core belief of the theory is that employees can be motivated (or de-motivated) by their perception of how fairly they are being treated at work in comparison to their colleagues. The theory suggests three different types of justice which can be perceived. The first is Distributive Justice, which looks at the extent to which an employee thinks they are being fairly rewarded for the work they put in compared to others, the theory s uggest that a person will either increase or decrease their level of input in order to balance out and restore equality. The second is Procedural Justice, this looks at how fair a person feels the procedures and systems are within a business, for example is holiday date allocation fair. The third is Interactional Justice, this is the least researched area and compromises of two parts; Informational Justice describes how well informed a person is about the decisions taken within a business, using holiday as an example again it may be explained to an employee why they can not have the holiday they asked for. Interpersonal Justice describes the extent to which someone feels they are treated with respect. As with the Goal setting theory there has been a considerable amount of research put into Organizational Justice theory. In a recent study Zapata-Phelan, Colquitt, Scott and Livingston (2009) (cited in Woods 2010) looked at how procedural and interaction justice effected motivation and in turn performance. They found that when a person perceived high procedural justice in an organization there was an incr ease in motivation, leading to an increase in performance.

Carpe Diem Poems Essays

Carpe Diem Poems Essays Carpe Diem Poems Paper Carpe Diem Poems Paper Essay Topic: Poetry Carpe Diem Poetry Literally means pluck the day( pull flowers) Gather moments in life like you would flowers Moments dont last long; floor cut off from roots die soon Origins Attributed to the Ancient Roman poet Horace, 65 B.C.E Composed a book of poems entitled Odes What is the original purpose of language: to woo women woo means to convince or persuade; in the Renaissance the purpose of a carpe diem open was to persuade a young woman to make love. Other approaches to carpe diem encourage the reader to transcend the mundane, recognize the power of each moment, however brief, and value possibility for as long as possibility exists Academy of American Poets Gather ye rosebuds while ye may: carpe diem Old Time is still a-flying; And this same flower that smiles today Tomorrow will be dying. The glorious lamp of heaven, the sun, :helios is god of sun The higher hes a-getting, (represents when you are young) The sooner will his race be run, ( the sun is setting- you are getting older) And nearer hes to setting. That age is best which is the first, When youth and blood are warmer; ( It is better to be young, but also you get older time will get worst) But being spent, the worse, and worst Times still succeed the former. Then be not coy, but use your time, ( trying to convince the women to get married) And while ye may, go marry; For having lost but once your prime, You may forever tarry. ( you wont have any prospects). He is trying to woo the woman into sleeping with him No, only to sleep with her He is saying that she is going to get old and ugly, so she should have fun while she is pretty Kind of logical If they had enough time he would court her forever, but they dont so they should make love now. Had we but world enough and time, This coyness, lady, were no crime. We would sit down, and think which way To walk, and pass our long loves day. Thou by the Indian Ganges side Shouldst rubies find; I by the tide Of Humber would complain. I would Love you ten years before the flood, And you should, if you please, refuse Till the conversion of the Jews. My vegetable love should grow Vaster than empires and more slow; An hundred years should go to praise Thine eyes, and on thy forehead gaze; Two hundred to adore each breast, But thirty thousand to the rest; An age at least to every part, And the last age should show your heart. For, lady, you deserve this state, Nor would I love at lower rate. But at my back I always hear Times wingà ¨d chariot hurrying near; And yonder all before us lie Deserts of vast eternity. Thy beauty shall no more be found; Nor, in thy marble vault, shall sound My echoing song; then worms shall try That long-preserved virginity, And your quaint honour turn to dust, And into ashes all my lust; The graves a fine and private place, But none, I think, do there embrace. Now therefore, while the youthful hue Sits on thy skin like morning dew, And while thy willing soul transpires At every pore with instant fires, Now let us sport us while we may, And now, like amorous birds of prey, Rather at once our time devour Than languish in his slow-chapped power. Let us roll all our strength and all Our sweetness up into one ball, And tear our pleasures with rough strife Through the iron gates of life: Thus, though we cannot make our sun Stand still, yet we will make him run. 1. The rivers represent the infinite amount of space and timed 2. Infinite amount of time: example of hyperbole Vegetative love, fecund flourishing Love at the level of sensation rather than reason and emotion, which should characterize human love. Eyes= windows of the soul Forehead= intellect Does not care about brain Apollo= god of sun that drives his chariot across the heavens each day Desserts, dust, ashes= death Worms will take your virginity if you die a virgin No and Nor complete the pattern of negation of life found in these lines Dead people cannot embrace Now is repeated to drive home meaning Images suggest that youth is warm, moist, and transitory ( represents youth) The birds of prey and ball that penetrates the iron gate are violent images

tennessee williams essays

tennessee williams essays Tennessee Williams was a brilliant but disturbed author who led a very controversial life. He was a man of many complexities. His life was plagued by family problems, promiscuous sex, hypochondria, and frequent drug use. This essay will detail Tennessee Williams life from his childhood to his death. Tennessee Williams was born on March 26, 1911 in Columbus, Mississippi. Born Thomas Lanier Williams, he had one older sister and one younger brother. He spent much of his childhoods in the home of his Episcopal minister grandfather. Toms father was a traveling shoe salesman who spent much of his time away from the family. Tom spent much of his time reading and was usually sick. Tom soon left for college. He went to the University of Missouri. This is where he got his nickname of Tennessee. He dropped out before receiving his degree because of financial problems. In 1938, he returned to school at the University of Iowa and received his degree. While in college, Tennessee worked many odd jobs. One of these was working at the same company his father did Tennessees dad was an irregular presence in his childhood. He was a constant source of pain though. Tom loved to write as a child and because of this his father called him many names. One nickname his father had for him was Miss Nancy. For this, Tennessee hated his father for many years but later forgave him. Tennessees brother was also not in his life a lot. Later in Tennessees life, he disowned his brother for taking him to the hospital when he was overdosing on drugs. Tennessees sister was named Rose. She was a major part of his life. Even from a young age she was sensitive; most of the time she was moody and withdrawn. Just when Tennessees work was becoming popular, Rose was institutionalized. One minute she would be angry and the next she would be weeping. Roses health started to rapidly decline. Her outbursts got wilde...

Individual report of Digital Marketing Essay Example | Topics and Well Written Essays - 1750 words

Individual report of Digital Marketing - Essay Example However, the industry has seen a demand upsurge in recent years for outbound holiday travel packages, especially as the pound has strengthened. In spite of the revenue contractions in the industry for the year 2011-2012, the sector is expected to post a 0.6% compound annual growth through 2015-2016. The strongest focus has been on online travel sales, which accounted for over 50% of total travel sales in 2013 (euromonitor.com, 2014: p1). Indeed, customers are increasingly turning to the internet for information on travel destinations in order to make informed decisions. Thus, a digital marketing strategy will be essential for tour and travel operators going forward. The UK political environment is relatively stable, which has a positive impact on potential clients. Border policy and resultant entry fees is also a factor affecting the UK travel sectors with shorter 3-month group visas at reduced costs being a positive factor for the sector (ibisworld.co.uk, 2015: p1). In addition, the UK government and governments in countries that are favoured by UK travel tourists, such as Australia and South Africa, are implementing environmental policies that may impact on the travel sector. Finally, terrorist threats on UK citizens may also portend a specific risk for the industry. The global financial and economic crises affected countries like the UK significantly, which has resulted in reduced travel by UK consumers due to purchasing power pressures and uncertainty about employment (ibisworld.co.uk, 2015: p1). However, the strengthening pound in relation to other major world currencies has increased the spending power of outbound travel clients from the UK. Declining inflation in the UK and the wider EU region has also meant that costs for travelling in the UK have reduced. Increasing concerns about sustainability in the travels and tours industry, especially in

Landscape Architecture Semester Project Term Paper - 2

Landscape Architecture Semester Project - Term Paper Example The fact that after the great earthquake, experienced and advanced land design firms were required in coming up with a unique Embarcadero Boulevard project, I put a lot of trust in Embarcadero Boulevard as my precedent project. The Embarcadero Boulevard project has unique components that can guide me in including more ideas into my proposed project. One of the components is its unique functions. It promotes a working waterfront; a diversity of activities such as bars and restaurants; access along and to the waterfront; and also promotes a revitalized port in the ferry terminal. In addition, Embarcadero Boulevard has promoted local and international tourism by acting as a tourism destination. The other component is its spatial features. The Embarcadero Boulevard is developed to be a multi-use structure connecting south waterfront with the northeast waterfront of San Francisco. It has a number of anchor points. The first one is the south beach which provide neighborhood for housing, ba seball field and among others. The second one is Rincon hill which provide public art features along the waterfront. The next one is the ferry building that promotes market activities. The other one is the gap headquarters which provide a strong San Francisco home identity for international retail business. The last one is the historic piers for retail and office purposes. This contributes a lot in my idea of spatial requirements when undertaking my project. In addition, I should choose an appropriate space that allows people to interact with my structure that is being proposed. The waterfront is located on the southern part of New York City. It covers approximately 320 acres of land that touches the Lake Ontario. The site has for sometimes being bare and being misused as a dumping site for solid materials. However, the geographical location of the site is