A Case of Ipt

A Case of IPT 1. How and where are platelets produced in the body? Platelets are produced in the bone marrow from very large bone marrow cells called megakaryocytes. As megakaryocytes develop into giant cells, they undergo a process of fragmentation that results in the release of over 1,000 platelets per megakaryocyte. 2. Describe the role played by platelets in hemostasis. Platelets maintain the endothelial surface. Loss of circulating platelets quickly results in changes in the endothelial cells of the capillaries.These changes cause intravascular material to leak into the capillary bed. Platelets initially arrest bleeding in severed blood vessels. Platelets provide phospholipids, which acts as the catalytic surface for initiation of the coagulation process that played by platelets in hemostasis. 3. Define thrombocytopenia and list the more common causes of this condition. Thrombocytopenia is a blood disease characterized by an abnormally low number of platelets in the bloodstream. Abnormal reductions in the number of platelets are caused when abnormalities occur in any of the following three processes: decreased platelet production by the bone marrow; increased trapping of platelets by the spleen; or a more rapid than normal destruction of platelets. People with this condition easily bruise and can have episodes of excess bleeding. 4. What are the potential consequences of a low platelet count? Your blood would not clot as well in the event of an injury, and you could bleed to death without medical intervention. . What drugs have been associated with the development of thrombocytopenia? Some of the drugs associated with the development of Thrombocytopenia are Sulfonylurea drugs, Benzodiazepines like Diazepam and Anti-epileptic drugs like Carbamazepine. 6. How is thrombocytopenia treated in individuals diagnosed with the condition? The type of treatment you get would depend on the severity of the case, but some of the possible treatments are blood or platelet transfusions, steroids, immunoglobulin, and a splenectomy. . How might removal of the spleen (splenectomy) result in an increase in the number of circulating platelets? The spleen is supposed to remove antibodies from RBCs, so without the production of antibodies, the number of platelets should increase. 8. What is Idiopathic Thrombocytopenic Purpura (ITP)? ITP is a bleeding disorder where blood doesn’t clot as well as it should due to a low number of platelets. Source: National Center for Case Study Teaching in Science

Differences Between the Wartime, Presidential, and Congressional Reconstruction Essay

There are similarities and differences between the Wartime, Presidential, and Congressional Reconstruction. Each had a purpose and plan. There was a major difference between the Republican President and Republican Congress that caused many conflicts. The Wartime Reconstruction actually started during the war. Lincoln in the beginning wanted settlement of blacks in countries or something known as repatriation. A major part of this Wartime Reconstruction was the Proclamation of Amnesty. What this did was offer a Presidential pardon to all Southern whites who took an oath of allegiance to the Union and accepted abolition of slavery. The only people that were excluded from this were Confederate official and high-ranking military officers. In states where ten percent of male population took the oath they would be able to reestablish a state government. This policy was carried out in Louisiana, Arkansas, and Tennessee. This Wartime Reconstruction also included Lincoln’s Emancipation Proclamation. This freed slaves in the states that were at war with the Union. Both President Lincoln and President Johnson wished to give back land to pardoned ex-Confederates. President Lincoln and Congress were similar in wanting to refute pardons to those who ill-treated or murdered captured black and white Union soldiers. They did agree on this matter. While President Lincoln only required ten percent of allegiance from past Confederates, Congress wanted the majority of white men in Confederate states to take the oath of allegiance. Lincoln was assassinated and Andrew Johnson took presidency. He favored harsh punishment for traitors. He issued two proclamations without help of Republicans. This was the Presidential Reconstruction. When he issued the two proclamations it caused a division. It covered official pardon for whites except Confederate officials and military officers worth more than twenty thousand dollars, and he names a provisional government for North Carolina. Only whites with amnesty could vote there. The South was disobedient and none of the state conventions enfranchised a single black. Johnson issued thirteen though sand five hundred Presidential pardons to those he earlier hoped to keep out. There were many ex-Confederates who were elected to Congress. Also the state legislatures in the south demoted blacks to a second class status, and this was known as the Black Codes. These codes states blacks were not allowed to vote, be on juries, testify against whites, could not interracially marry, and it was most unfair in Mississippi and South Carolina. Johnson like Lincoln wanted to restore the Union in as little time as possible. Congress comes in to play in December 1865. The Congress was made up mostly of Republicans and they refused to let past Confederates to take their seats in Congress at this time. This marked the beginning of Radical Reconstruction or sometimes known as Congressional Reconstruction. The president and the congress did not agree on many issues. Congress overrode President Johnson on the Civil Rights Act of 1866, The Fourteenth Amendment, and the Freedmen’s Bureau Bill. The Fourteenth Amendment spelled out rights of both black and white citizens as equal. It prolonged Federal powers for the enforcement of civil rights. States that approved the Fourteenth Amendment were considered reconstructed, and Tennessee did so. President Johnson advised other southern states to oppose doing this. Congress passed many laws to limit President Johnson’s powers. They passed the Reconstruction Acts of 1867 which set new procedures for readmission to the Union. Johnson did not agree with this act and resisted it. When President Johnson removed Edwin M. Stanton from the head of the War Departments Republicans were very upset. They charged Johnson with the Tenure of Office Act and Johnson was impeached. After President Johnson’s impeachment, the Fifteenth Amendmen t, which prohibited states from denying vote based on color, was ratified. This Radical Reconstruction was successful in passing the Thirteenth, Fourteenth, and Fifteen Amendments. Congress also wanted married law affirmed in the South for the period of Reconstruction and they wanted to discipline ex-Confederates. President Lincoln and Congress did not agree with how many pardons President Johnson gave out. The Wartime Reconstruction, Radical or Congressional Reconstruction, and the Presidential Reconstruction all had their similarities and differences. Each was designed by someone different and had a specific plan and goal in mind. The differences between the president and congress caused many splits and problems. The Radical Reconstruction was most successful in my opinion.

Balance Sheet and Income Statement Essay Example for Free

Balance Sheet and Income Statement Essay Balance Sheet and Income Statement Jennifer Grayson BSA/500 June 4, 2011 Brian Keltch Balance Sheet and Income Statement The following four companies are related to the companies that have been in review over the last four weeks. These four following companies show how well the company has been doing over the last two years or not so well. The company has pulled their balance sheets and income statement to see if all the company’s financial needs are being met. If the company’s needs are not being met, the company will show where the company needs to cut back and where the company needs to improve. Conclusion National Plastic Co. s not doing well after a year. The company has less net fixed assets after a year. The company has borrowed less liability but the company has less revenue so with the changes it did not work in the favor for the company. AMERCO Inc. is still doing about the same after a year. The big thing is that the company is still able to bring in money with the economy at its worst. The company is able to run comfortable. Kout Food Group is doing about the same as the year before. No growth has happen and no lost has happen. Resaas Services Inc. has made the most growth in a year. In 2010 the total liabilities and equity was 0. 8% and in 2011 5. 67%. The company gained more than 5. 39%. Resaas is doing well. To look at all the different company’s income statements and balance sheets show that no two companies are the same. Some companies may do better than others may and some may not do well at all. It is important for all companies to make sure to have a financial statement. Reference BLOOMBERG L. P. (2012). Balance Sheet and Income Statement. (2018, Oct 26).

Health Care Informatics Implication for Advanced Practice Nursing Essay

Health Care Informatics Implication for Advanced Practice Nursing - Essay Example Typically, the foundation of a CIS is the electronic medical record or computerized patient record, which is a digital record of the care delivery episode. Building on this electronic record, a comprehensive clinical information system also incorporates computerized order entry and results reporting, as well as integration with information systems in the laboratory, radiology and other diagnostic services, and the pharmacy. A CIS frequently also includes elements of expert systems that perform quality functions such as alerting physicians to potential drug interactions or dose errors. The CIS also provides for data collection and analysis for administrative and quality processes. All nurses have a role in informatics because nurses are primarily responsible for maintaining patients' records and helping doctors and their supervisors by providing relative information about the patients under their care. That is why nurses must embrace the clinical information system to facilitate and improve patients' healthcare related issues. Most of the time nurses practice informatics without prerequisite education. However, it is the need of time that all nurses must be fully aware of the healthcare informatics and well conversant with the use of computers software and equipments so they put their full potencies to facilitate timely delivery of healthcare to the much needing patients under their direct supervision. ... r this may be the lack of understanding on the part of nurses about how they can utilize information technology to improve the patient care services and how they can save time and generate vitally useful information in shortest time span. Nursing Informatics Nursing informatics is composed of theory and skills and it is a combination of nursing science, information science, and computers in which a nurse stands in the forefront duly supported by informatics and computers (Figure 1). According to the American Nurses Association (ANA), nursing informatics is "a specialty that integrates nursing science, computer science, and information science to manage and communicate data, information, and knowledge in nursing practice . . . to support patients, nurses, and other providers in their decision-making . . . using information structures, information processes and information technology" (ANA, 2001, p. 46). FIGURE 1: The relationship of information technology, computer science and nursing. The main purpose of nursing informatics is to improve the health of individuals, families, and communities. This can be done by optimizing the management and communication of information to enhance the availability of patients' medical history and medicine records, promptly responding to any emergency and utilizing information system to deliver in time service to the healthcare management and patients. In this direction, computers can be used to manage and communicate data, information, and knowledge. It is very important that nurses are able to interpret data, utilize the information generated through the collection of data and put their knowledge to make the data meaningful and helpful for timely decision-making process which would enhance the healthcare services. The

President review Essay Example | Topics and Well Written Essays - 1250 words

President review - Essay Example His family shifted to Augusta located in Georgia, a year after he was born. In 1870, they moved to Columbia and then later moved to Wilmington in the year 1884. It was then that Woodrow later drop his first name, Thomas. He received his early education from ex-Confederate soldiers who had attempted to set up some schools after the end times of Civil war. His father taught him religion, British history, and literature. After attaining sixteen years of age, Woodrow attended Davidson College, located in North Carolina. One year later, he dropped out of college because of his health condition. In the year 1875, Wilson attended a College of New Jersey known as Princeton University. He then graduated in 1879. The same year, he enrolled at the University of Virginia to study law but dropped out of school again due to his numerous personal reasons. After going back to his home, he continued studying law (Burrage 54). Woodrow later set up a legal practice with a fellow scholar who hailed from the University of Virginia in the year 1882 and he eventually passed the Georgia Bar Exam. Woodrow later abandoned the practice of law and legal system and decided to finish his education at the John Hopkins University located in Baltimore. He was enrolled as a graduate in political science and history and in the year 1986, he earned his PH.D. With his numerous research study and analysis, he published the dissertation termed as Congressional Government: A Study in American Politics. The dissertation transparently argued about the power that the congressional government posses over a weak postwar Presidency and that for a constitutional transformation of powers separation between the President and Congress with that of the British Parliament. Wilson Woodrow was a professor and became a president of Princeton in the year 1902. He also inspired and acted as a catalyst in the movements of civil rights and freedom.

Essay 4 Example | Topics and Well Written Essays - 1000 words - 1

4 - Essay Example Aptitudes that apply to numerous various types of parts are known as transferable or delicate abilities. Ponder a few errands which happen on an ordinary working day. You may have exhibited your exploration in a Graduate class, which serves to sharpen your relational abilities. You may take a shot at a provision for a travel gift, providing for you some knowledge of securing and financing for your examination experience. On the other hand perhaps you persuaded your administrator to set aside a few minutes to peruse a paper you wish to submit for distribution, therefore utilizing arranging aptitudes (Webcache.googleusercontent.com, 2014) (BusinessDictionary.com, 2014) Transferable aptitudes can likewise be produced outside of a scholarly setting. Consider a portion of the exercises you get included within your extra time. Contemplate the sorts of obligations that individuals in more senior positions have – both in a scholastic environment and non-scholarly parts – assignments, for example, overseeing staff, getting financing or plan approbation, creating associations with outside contacts, etc. These all oblige certain levels of supposed transferable aptitudes like correspondence, association, arrangement, and so forth. When you want to make your next profession move, not just will you need to persuade potential superintendents that you have these transferable aptitudes, you will likewise need to utilize these abilities consistently with a specific end goal to succeed in your picked career. For a few professions, particularly in the event that you are considering moving out of the scholastic environment where your work is less incli ned to be well-known, transferable abilities can get much more critical to the accomplishment of your requisition. Superintendents anticipate that you will have to show a number of accompanying groups living up to expectations, energy and drive, interpersonal and relational abilities and

THE REAL VALUE OF INTELLECTUAL CAPITAL AND HOW IT IS INCLUDED IN A Essay - 1

THE REAL VALUE OF INTELLECTUAL CAPITAL AND HOW IT IS INCLUDED IN A COMPANYS FINANCIAL STATEMENT - Essay Example The knowledge of an organization is what is at time referred to as the brain power; therefore, intelligent capital can be viewed as the intangible assets used by the company in the making of its services and products. Intellectual capital, therefore, can be assumed to be the fundamental aspects of the company’s profit and loss statements, as well as its balance sheets. As such, the value of a business is, therefore, comprised of its revenue generated through its intellectual talents, financial assets, intellectual assets, and physical assets (Barney, et al., 2001). Three elements of intellectual capital include: Human capital mainly comprises of the values provided by business employees through application of expertise and skills ‘know how’. This component of intellectual capital is not owned by a company, and therefore when an employee leaves the company, the human capital consequently decreases (Peloso, 2008). Human capital can, therefore, be used to measure how effective a company is using its people resources as a measure of innovation and creativity. Structural includes the supportive infrastructures, databases and processes of an organization that enables the human capital to function. Components of structural capital include buildings, processes, software and so on. Additionally, structural capital also includes things such as information system, proprietary databases, research and development infrastructure facilities and organization’s image. The diversity of structural capital demands that it is broken down into: process, innovation, and organization capital. Process capital includes procedures of programs and the techniques that implement and enhance the delivery of services and goods. Innovation capital includes intangible assets and intellectual properties of the corporation. Organizational capital, on the other hand

Globalization and Cultural and Language Diversity Essay

Globalization and Cultural and Language Diversity - Essay Example Website. Frida Mujale-Manenji stated that the effect globalization has greatly affected the African culture immensely and it's culture is presently diverse. It had affected the African people's cultural behaviors in different ways. People have had to adopt by changing their living ways in order to survive. The advertisements of the famous Coca-Cola drinks can be heard across boundaries in towns, cities and townships and even in remote rural areas where drinking water is a problem to get. Globalization in Africa involves the opening up of its economies to trading with the global market forces, freely and widely. Globalization has forced countries like Africa to deregulate foreign investment, liberalized its imports, remove currency controls, emasculate the direct economic role of the state, and so on. The effect on culture and language is to further undermine the internal, national productive capacity, social security and democratic integrity of these countries Journal. Journal. Kenyatta (2002) stated that "More than 100 students, activists and scholars gathered recently at Columbia University's Teachers College to explore the effects of globalization and decentralization on education, health care and land reform in Nigeria, South Africa and Uganda." The Globalization has a big effect on the culture and language of Africa and the supernational organizations such as The World Bank, The IMF (International Monetary Fund), the WTO (World Trade Organization) have come to dominate prescriptions underpinning state strategies for economic recovery and growth of this continent. Dr. Gregory Anderson, assistant professor of higher and postsecondary education at Teachers College stated that "these global forces are increasingly hegemonic and, in the case of Africa, with its longstanding history of problems and dilemmas, globalization as an ideology is distinctly shaping the arenas of policy and the directions and scope of state reforms." Therefore, Africa must learn to adjust itself to survive globalization. For a continent where several thousand languages are spoken within its borders, language has long been viewed as a challenge to education and political development. As a result, colonial language policies of the past often forbade the use of African languages in official functions of the state. Today, the official languages as well as the languages of instruction and scholarship in most educational institutions continue to be English, French and Portuguese, despite the fact that far greater numbers speak other languages. Globalization has lowered the status of the local dialects as compared to French, English and Portuguese. Newspaper/Magazine. ABC news dated Jan 17 stated that First Lady Laura Bush went to meet with the President of Ghana this morning. The First Lady is continuing her travels through Africa today as she heads to Nigeria where she will meet with President Obasanjo tomorrow morning. Vice President Cheney travels in Egypt and Saudi Arabia today. He is scheduled to meet with President Mubarak in Cairo and King Abdullah in Riyadh. These are some of the scheduled meetings from his trip to the region in December which needed to be cut short so he could cast a tie-breaking vote in the Senate. The

Relationship(s) between leadership and management 311 Essay

Relationship(s) between leadership and management 311 - Essay Example On the other hand, with the rapid growth of the business sector and constant changes in the nature of markets, the theories, concepts and practices of leadership and management have also evolved (Baker and Desjardins, 2013). Relating to these changes, this essay focuses on analyzing the contribution and use of leadership and managerial concepts in ensuring sustainable business practices and growth. As stated by Brown, Trevià ±o and Harrison (2008), selection of the managerial process in a business is dependent upon the style of leadership being applied. On the other hand, Bogardus (2009) mentioned that the management practices of a firm define the leadership styles that can be implemented. Both of these notions can be analyzed in an in-depth manner by reflecting their characteristics and objectives of utilization. As highlighted by Morgan (2009), the key objective of management is to enhance that the aims of the organization can be fulfilled while leadership establishes the mission and vision that provides direction to a company. Supporting this notion, Kim and Brymer (2011) further added that as an organization is structured and the work culture is established, the style of leadership among the various operational variables of the business differ. In the business sector, this sort of alignment between leadership and management can be often observed. As an evidence for the above stated concept of alignment of leadership and management, the managerial process of Google Plc can be taken into consideration. The mission of Google is to help in spreading knowledge by innovating new platforms for sharing information all over the world (Day, Harrison and Halpin, 2012). Based on this mission, the managerial and leadership aspects of the company are developed. Lunenburg (2011) highlighted that Google being a technology firm depends on innovation and thus have created a participative managerial and leadership culture

Converting gravitational potential energy into kinetic energy Essay Example for Free

Converting gravitational potential energy into kinetic energy Essay Unavoidably, I encountered two anomalous results due to making some of the measurement errors mentioned before. When I plotted my graph, I realised that one of the points was much higher up in relation to the line of best fit while the other was much lower down. I named these measurements A B. The kinetic energy gained by the ball bearing was just more than half of the gravitational potential energy it lost for most measurement e. g. when the ball bearing was dropped from a height of 0. 15 metres, it stored 18. 8 i 10i 4 mJ of potential energy which transformed into 11. 7 i 10i 4 mJ of kinetic energy which is just a bit more than 9. 4 i 10i 4 mJ (half of the gravitational potential energy it stored). Interestingly, for measurement A, when the ball bearing was dropped from 0. 17m, it had gravitational potential energy of 21. 3 i 10i4 mJ but it didnt gain just a bit more than 10. 65 i 10i 4 mJ of kinetic energy but actually gained less than half of the potential energy it stored 10. 2 i 10i 4 mJ. The reason for obtaining this irregular result may have been that I didnt release the ball from the highest point of the runway but a few centimetres further down. This would not have provided enough energy for it to drop down as fast as it did for other measurements because gravitational potential energy ,which the ball bearing stores, depends on height h ( E p = mgh), which is lowered in this case. Therefore, it brought a decrease in the kinetic energy which the ball bearing gained it didnt gain as much kinetic energy as it could have done, had it been dropped from the highest point on the runway. This is why, unlike the other measurements, it gained less than half of the potential energy it stored. Another factor which may have caused this anomalous result could have been that the height of the runway itself wasnt set accurately lower than it should have been so although the gravitational potential energy we calculated = mgh = 0.00125 i 10 i 0. 17 would have been correct theoretically, it would have been practically inaccurate as the actual height set was less than what it should have been (0. 17m) and therefore the ball bearing in reality stored less gravitational potential energy than we calculated . On the other hand, for measurement B, when the ball bearing was dropped from 0. 19m, the ball bearing had gravitational potential energy of 23. 8 i 10i 4 mJ but it didnt gain just a bit more than 11. 9 i 10i 4 mJ of kinetic energy ( 1/2 of the gravitational potential energy) but actually gained a lot more than that. The reason for obtaining the inaccurate result would have been either pushing the ball bearing down the runway or releasing the ball bearing in air on the top of the runway instead of releasing it from rest in contact with the runway floor. Either of these reasons would have provided more energy for the ball bearing to roll down faster therefore it gained more kinetic energy than it did in other measurements when it was released from the top of the runway. Another factor which may have caused this anomalous result can be that the timing of the ball bearing rolling along the distance of 1m was recorded incorrectly or once again, the height wasnt set correctly the actual height set was smaller than what it should have been and therefore the potential energy calculated was less than what the ball bearing had actually stored and therefore the kinetic energy the ball bearing gained was calculated, was more than half of the potential energy which it stored. Finally, if I was going to do this experiment again, I would use more accurate measurement equipment to make my results more accurate. I would   use a computerised stop watch and lasers instead of a manual one to time the ball bearing rolling across the distance of 1m.   do an experiment on more even surfaces to reduce energy being lost in the form of heat by friction when the ball bearing slides down the runway or hits the sides on the way down the runway. Take more measurements for each reading to obtain more reliable and accurate averages Be more careful and alert in measuring and timing.   Have the same person operating the stop watch as different peoples have different reaction times which may not give reliable enough results to reach a firm conclusion.   Do the experiment in the same environment on the same day so that changes in room temperature doesnt affect energy transformations e. g.when the room temperature is higher, the runway floor would become hotter and the ball bearing sliding on it would lose more heat energy by friction. Use an even more accurate metre ruler to make the timing of the ball bearing rolling along the distance of 1m, more accurate.   Enlarge the distance I want the ball bearing to roll along so chances of obtaining inaccurate timing of the ball bearing is reduced.   Use a smoother ball bearing so it loses less energy in the form of heat and sound when it slides along the runway floor.

Looking At The History Of Domestic Violence Social Work Essay

Looking At The History Of Domestic Violence Social Work Essay The Experience of Domestic Abuse Amongst South Asian Women How issues of domestic abuse arise in Asian families is it prevalent amongst Asian communities more than Western European communities, or is this a myth created by media what are underlying cultural issues (ie. Forced marriages, honour killings/violence, mental abuse, physical abuse, rape, etc) how does the community/family respond to domestic abuse when it is perpetuated, how are the women treated, is their support from within the community for these women Domestic violence can have an enormous effect on your mental health. It is now well accepted that abuse (both in childhood and in adult life) is often the main factor in the development of depression, anxiety and other mental health disorders, and may lead to sleep disturbances, self-harm, suicide and attempted suicide, eating disorders and substance misuse. (See References.) Abused women are at least three times more likely to experience depression or anxiety disorders than other women. One-third of all female suicide attempts and half of those by Black and ethnic minority women can be attributed to past or current experiences of domestic violence. Women who use mental health services are much more likely to have experienced domestic violence than women in the general population. 70% of women psychiatric in-patients and 80% of those in secure settings have histories of physical or sexual abuse. Children who live with domestic violence are at increased risk of behavioural problems and emotional trauma, and mental health difficulties in adult life. (See also Children and domestic violence.) An audit in Greenwich found that 60% of mental health service users had experienced domestic violence. Another survey of women using mental health services in Leeds found that half of them had experienced domestic violence and a further quarter had suffered sexual abuse. How your mental health can be used to abuse you further If you have a mental health diagnosis, your partner may have used this to abuse you even more. For example, by: Saying you couldnt cope without him. Saying youre mad. Not allowing you to go anywhere alone because he is your carer. Speaking for you: You know you get confused/youre not very confident/you dont understand the issues. Telling you youre a bad mother and cannot look after the children properly. Forcing you to have an abortion because you couldnt cope. Threatening to take the children away. Threatening to tell Social Services the implication being they will take the children away. Telling the children Mummy cant look after you. Deliberately misleading or confusing you. Withholding your medication. Withholding or coercing you into using alcohol or drugs. Undermining you when you disclose the abuse or ask for help: You cant believe her shes mad. These tactics will almost certainly add to your emotional distress and exacerbate any existing mental health issues. If you have been diagnosed with a mental health disorder, you will be in a particularly vulnerable position, and are likely to find it even harder to report domestic violence than other women. You are likely to suffer from a sense of shame because of the stigma attached in our society to having mental illness of any kind, and you may feel even more powerless. Furthermore, the response of the service providers is also likely to be more problematic, due to the stigma of being mentally ill: They may not believe you when you disclose abuse. They may see you only when your partner is present. They may accept your partners account at face value. They may feel sympathy for your partner After all he has had to put up with or blame you for the abuse. They may judge you (particularly if you are self-harming or have attempted suicide, or if you use alcohol or drugs). Dont blame yourself! Your mental health difficulties are not your fault, and you are not responsible for the abuse: the abuser is. You are entitled to help as much as any other abused woman, and if you have additional support needs, you should get help with them too. Some refuge organisations are unable to offer accommodation to women with severe mental health needs because they have insufficient resources to provide suitable support. However, other refuges will be able to accommodate you and all refuge organisations should be able to find you somewhere else to go. If you have decided to leave your abuser, you could ring the Freephone 24 Hour National Domestic Violence Helpline on 0808 2000 247, run in partnership between Womens Aid and Refuge, which will be able to put you in touch with a refuge organisation that can provide accommodation that meets your support needs. Mental health services Despite the frequent overlap between domestic violence and mental ill health, mental health professionals seem generally to ignore the issue of abuse. They are unlikely to ask you about it and may therefore be unaware of it. You yourself may feel unable to disclose the abuse to your GP or to your community psychiatric nurse (CPN) or your psychiatrist (if you have one). So you may find that the reasons for your depression or other difficulties are ignored. You may feel blamed for the abuse. And you are very likely simply to be offered medication (such as tranquillisers, anti-depressants or sleeping pills) instead of being given an opportunity to talk about what is happening or has happened to you. When mental health professionals do take domestic violence into account, they may still disagree about the causes of your condition and how to treat it. For example, some psychologists believe that the diagnosis of post-traumatic stress disorder (PTSD), most often associated with wars or natural disasters such as fire or earthquake, or experiences such as torture or being held hostage, can be appropriately applied to survivors of domestic violence. Other people argue that anxiety and depression, and even self-harm or suicide attempts may be the normal response to the experience of long-term abuse. While depression tends to ease when women are no longer being abused this will not happen immediately. It may take a long time for you to come to terms with what has happened. You may suffer continued abuse and harassment long after the relationship itself has ended and you are likely to live in fear of it for much longer. You may also experience flashbacks long after the violence has ceased. See Surviving after abuse: Looking after yourself and moving on for some suggestions on how to deal with this. Counselling All women who are experiencing or have experienced domestic violence will need emotional support of some kind, but their needs will vary. All women need to be listened to with respect and without being judged when they choose to talk about their experiences. They want to be believed and to feel they have been understood. Mutual support from other women who have had similarly abusive experiences can be very valuable: it will help you to feel less isolated and to recognise that none of the abuse you experienced was your fault. You will get this kind of support if you go into a refuge, or if you use a Womens Aid outreach service, or join a support group. Some women may benefit from more formal counselling or psychotherapy though not usually while they are still living with their abuser or immediately after escaping from the violence, when physical safety and practical issues are likely to be of greater concern. If you decide you would like some counselling, the following information may help you. Counselling is a two-way relationship, in which the counsellor listens to whatever you want to say, in confidence and without making judgements. Counsellors are not supposed to give advice, but they may ask questions or challenge you in ways which may help you to look more carefully at some of the assumptions you may have taken for granted. Usually you will have regular sessions, for an hour or slightly less, each week or every two weeks. Psychotherapy tends to be more intensive than counselling, and may continue for a longer period of time, as issues are explored in more depth. Some people, however, use these terms interchangeably. The aim of counselling is to help you understand yourself better and come to terms with what has happened to you. Good counselling will help you to break away from past abusive relationships and work towards living in a way which is more satisfactory and fulfilling for you. It can also help you to build up your self esteem. However, counselling is not for everyone and you have to decide whether it is right for you and whether this is the right time for it. If you decide you want some counselling, it is important that the counsellor or therapist you choose is right for you, and that she is appropriately qualified and experienced. She should also have a good understanding of domestic violence and its effects, and should take care not to appear to blame you or make you feel guilty in any way for the abuse you experienced. Styles of counselling differ a lot depending in part on the theoretical approach of the counsellor or therapist and you may find some approaches more helpful then others. In some parts of the country, there are counselling services specifically set up by women for women, and many of these have a particular focus on issues of violence and abuse. Some also offer support groups for survivors of domestic violence. Some of these are listed at the end of this section. If you contact your local Womens Aid organisation, they may be able to put you in touch with a counselling service or support group in your area. Some counselling organisations offer sessions that are free of charge; others charge a fee dependent on your income. Your GP surgery may have a counsellor to which your doctor could refer you, or he or she might refer you to an NHS psychologist though there could be a long waiting list. NHS services will be free of charge, but may be time-limited. Alternatively, you could contact an organisation such as the British Association for Counselling and Psychotherapy (BACP) which can give you a list of trained and accredited counsellors in your area. These will charge an hourly fee, though some may have concessionary rates for those on low incomes. In each case, it is important that you feel happy with your counsellor, and are able to build up a rapport and a sense of trust in the relationship. Further information Freephone 24 hour National Domestic Violence Helpline on 0808 2000 247, run in partnership between Womens Aid and Refuge: They will be able to put you in touch with your local Womens Aid organisation or other domestic violence service. Saneline: For anyone concerned about their own mental health or that of someone else. Local rate helpline: 08457 678 000, open 1pm 11pm every day. Website: www.sane.org.uk Samaritans: Provides a listening service for those in distress or considering suicide. 24 hour helpline: 0845 790 9090. Rethink (formerly the National Schizophrenia Fellowship): Rethink provides a wide range of services throughout the UK, including supported housing, helplines, employment projects and support groups. To contact the Rethink National Advice Service, please call 020 8974 6814. The Service is available from Monday to Friday 10am 3pm, except Tuesday and Thursday 10am 1pm. Website: www.rethink.org Mind: Mind offers information and support on mental health issues, and where to get help. The national information line can put you in touch with local Mind groups, which may run local helpines, support groups and other activities. Mind also produces a wide variety of leaflets and other publications on mental health issues. Mindinfoline: 08457 660 163, Monday Friday 9:15am 5:15pm (not bank holidays). Typetalk for callers with hearing or speech problems who have access to minicom: 0800 959 598. Email: [emailprotected] Website: www.mind.org.uk Threshold: The helpline, due to lack of funding, can only provide information and a  signposting service to women, their carers and workers during 10am 1pm on Tuesdays. Womens Mental Health Infoline: 0808 808 6000, Answerphone at other times. Email: [emailprotected] Website: www.thresholdwomen.org.uk No Panic: Provides a free information pack, and their answerphone refers callers to other numbers where they can talk to one of their volunteers for support. Also refers to local services when available. Freephone: 0808 808 0545, 10am 10pm, for those suffering from anxiety disorders and panic attacks. Depression Alliance: Depression Alliance has a national network of self-help groups. It also offers a correspondence scheme. It does not offer a helpline scheme. Phone: 0845 123 2320 (local call rates) for a free information pack and to find out contact numbers for services locally. Email: [emailprotected] Website: www.depressionalliance.org National Self-harm Network: For those who self-harm or for those supporting them. The network offers information (and debunks myths) about self-harm and lists organisations which provide support. Website: www.nshn.co.uk Bristol Crisis Service for Women: This service is for women in emotional distress, particularly those who injure themselves. The service provides a range of booklets on topics such as self-help for self-injury. Although Bristol-based, it serves the whole of the UK, and can refer to local services if needed. Address: PO Box 654, Bristol, BS99 1XH. Helpline: 0117 9251119, Friday and Saturday 9pm -12:30am; Sunday 6pm 9pm. Rape and Sexual Abuse Support Centre (RASASC): Helpline will take calls from women nationwide, and refers to local services if appropriate. Also offers face-to-face counselling and group counselling for women in Croyden who have been raped or sexually abused. P.O.Box 383, Croydon, CR9 2AW. Helpline: 0845 122 1331, weekdays 12 noon 2:30pm and 7:00pm -9:30pm; weekends and bank holidays 2:30pm 5pm. Minicom: 020 8239 1124. Email: [emailprotected] Website: www.rasasc.org.uk Young Minds Parents information service: Provides help for parents concerned about a young persons mental health. Has a variety of leaflets and booklets, including one which explores how divorce and separation affect children and young people. Phone: 0800 018 2138, Monday Friday 10am 1pm; Tuesday and Thursday 1pm 4pm; Wednesday 1pm 4pm and 6pm 8pm. Website: www.youngminds.org.uk Counselling services for women British Association for Counselling and Psychotherapy: This is the professional body for general counselling services, and can give you names of qualified and BACP-accredited counsellors in your area. The website includes a note on Finding the right therapist, as well as a directory of therapists throughout the UK. Phone: 0870 443 5252. Email: [emailprotected] Website: www.bacp.co.uk Womankind Helpline: Offers face-to-face counselling and support groups for women in the Bristol and South Gloucestershire areas. Phone: 0845 458 2914, Monday Friday 10am 12 noon; Tuesday and Wednesday 1pm 3pm; Monday and Tuesday 8pm 10pm. Answerphone at other times. Website: www.womankindbristol.org.uk The Maya Centre for women living with violence: Services are provided free for women on benefits or low incomes who have not had the opportunity to use other counselling services and have not had the benefit of degree-level education. Phone 020 7281 2728. Address: Unit 11, City North Trading Estate, Fonthill Road, London N4 3HN. Email: [emailprotected] Womens Therapy Centre: For psychotherapy by women, in the London area. Phone: 020 7263 6200. Address: 10 Manor Gardens, London N7 6JS. Email: [emailprotected] Website: www.womenstherapycentre.co.uk Womans Trust: Provides free one-to-one counselling and weekly support groups for women who have been abused. It also offers an advocacy service, currently for abused women in the Westminster, Kensington, Chelsea and Greenwich  areas, which is also free of charge. Emergency 24 hour help phone: 0774 708 0964. Office phone: 020 7 0340 304. Address:  Lighthouse West London, 111-117 Lancaster Road, London, W11 1QT.  

Billy Budd :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚   War shapes all moral trajectories in this story in many ways. War defines peace and tragedy due to the use and action of disagreement. In Billy Budd, (The movie), Billy ended up getting hung because he was accused of killing a member on the H.M.S. Indomitable. While these men were on the ship, they had certain rights that were stated under the Articles Of War. Each individual was punished under these statements.   Ã‚  Ã‚  Ã‚  Ã‚  Ratcliff states, â€Å"Go find the captain and report to him the wind’s abeam. Respectfully suggest we ought to take in topsails.† (Coxe and Chapman page 46). This quote relates to the suffering that these sailors have to deal with while they are out to sea at war. They have to respect the captain’s orders at all times otherwise they will be punished. This kind of life that they are going through is kind of ridiculous because it’s so dull and boring. I would hate to be treated like that because it makes you fell miserable.   Ã‚  Ã‚  Ã‚  Ã‚  O’Daniel states, â€Å"Ah, I do love to see two Englishmen fighting each other. It’s fonder they are of killing themselves than fighting their proper foes. (Laughs hoarsely) (Coxe and Chapman page 13) The meaning of this quote has to do with the presence of a fight. The main object of war is â€Å"fighting†. If O’Daniel was a good man than he shouldn’t even bring up this statement because he is heating up conflict. I think that he has some inner problems because he tends to be a little stubborn with others.   Ã‚  Ã‚  Ã‚  Ã‚  I think that this quote that Billy states is rather fascinating because it has a lot of meaning to it. â€Å"I’d rather be buried at sea than on the beach, when I come to die. Will you stand by the plank, Tom, So I’ll shake a friendly hand before I sink? Oh! But it’s dead I’ll be then, come to think! (All Laugh) (Coxe and Chapman page 29) Billy is telling the reader’s in this quote that he really doesn’t care if he dies or not because he knows that he did the right thing. When he killed the man, he knew in his heart that he had to do what he had to do. He would rather be buried at sea than at the beach because at least he knows that he would be dead somewhere where he feels that he did the right thing in his power.

Pity the Bear in Judith Mintys story, Killing the Bear :: Minty Killing the Bear Essays

Pity the Bear in Judith Minty's story, Killing the Bear   Judith Minty's story, "Killing the Bear," is a rather chilling tale about a woman who shoots a bear to death. The story is not merely a simple account of the incident however. It is full of stories and facts about bears, which affect how the reader reacts to the story. In the beginning, the reader expects the bear to be portrayed as a cold-blooded monster who must be killed for the safety of the primary character however this expectation is foiled throughout the story and the reader sees the bear in a very different light. Due to the stories and facts given about bears throughout the story, the reader comes to pity the bear, but most will still acknowledge the necessity of killing him. The beginning of the story seems very quiet and peaceful. It sets up a scene many people would be familiar with. Even the story about the dog is one most people who have ever owned a house pet would instantly recognize. The woman does seem very vulnerable, however. She is outside in a hammock and the dog seems very little help since "she ended up more his protector than the other way around" (2). The second section sets up frightening images of animals, but they are all in the zoo, so they pose no threat. Yet, this still sustains the reader's original expectation of the bear being a threatening animal. Of all the zoo animals described, the bear seems the most harmless, yet she is still afraid of it. The reader has not been shown any danger yet, but there is still a sense of something about to happen. The only bear we have seen is a "bundle of clothes by [a] dead tree" (5) in a cage at the zoo. The third section of the story returns the reader to the calm security, but then quickly sends the tone of the story into a frenzy. These constant tone changes show the reader how strong and resourceful the woman is, but it also shows us how she can be thrown into a panic easily. We come to have little confidence in the main character's ability to react well if a dangerous situation arises. Throughout the story, "Killing the Bear," the reader is given a number of side notes about bears and the woman's experience with them.

The Chosen Essay -- Essays Papers

The Chosen The Chosen, a fiction novel written in 1967 by Chaim Potok, is about two young Jewish boys and their friendship. It takes us along with them on their journey from adolescence to adulthood. They face many conflicts, and through those trials the author makes his readers think more deeply into life’s true meanings. The novel was set in New York during the Second World War. Since the main characters are Jews, this period of time is very significant. Not only were the Jews persecuted during WWII, but New York was also close to a military base, which made it a prime target for bombing. Even the setting has an underlying sense of tension. One of the protagonists in The Chosen is Reuven Malter. Reuven is an orthodox Jewish boy. He is a very smart and diligent student. His father, David Malter raises Reuven alone in Brooklyn, New York as his mother has already passed away. Reuven has glasses, brown hair and eyes, and dresses in the typical orthodox manner. A plain boy, he has a bright mind and a very caring soul. The other protagonist in the novel is Danny Saunders. Danny is the son of a very devoted Hasidic Jewish tzaddik. However, Danny is not a very enthusiastic Hasid. He has earlocks, grows a beard, and wears the traditional Hasidic outfit, but he doesn't have the reverence for it that he should. Danny is a genius. His religion forbids him to read literature from the outside world, so he struggles with his thirst for knowledge and the restraints that have been put on him by both his father and his religion. He lives with his father, mother, older sister, and younger brother in Brooklyn as well. The first antagonist is Danny. He and Reuven had many difficulties. They resolve their problems in the course of the book, but at the beginning they hate each other. Their religious views are also very opposite. Once they overcome their differences, they become best friends. Reb Saunders is the second antagonist. A Hasidic tzaddik, he led his people into freedom in America. Reb has strange ideas on raising Danny. He believes that silence will teach Danny compassion and give him an understanding for pain. He does not talk to his son about anything but the Talmud. Loving and respecting each other immensely, Reb and Danny just never get a chance to express their feelings with one another. Reb holds Danny back and do... ...alizes that he can’t expect to keep such a genius in the cage. Reb finds out about Danny’s plans for the future, and although they contradict the way he would have wanted Danny to continue with his life, he agrees to let Danny decide for himself. Satisfied as a father, Reb says, â€Å"†¦I had to make certain his soul would be the soul of a tzaddik no matter what he did with his life.† Once Reb has given his son freedom, Danny remains faithful to his religion and, although he is not as devout, goes out into the world. Throughout this novel, there is an underlying force of prejudice. The two different Jewish sects are prejudiced against one another. Alongside, WWII also has a lot of prejudices locked up in it. The Zionist and anti-Zionist movements were prejudiced toward each other and many of these examples are found in the novel. Reuven Malter narrated The Chosen. This gives it a youthful perspective. It is very descriptive. Potok used many detailed vocabulary words to communicate his point. A lot of figurative language helps develop analogies and insights, as well. The Chosen is a very insightful novel about the Jewish culture and the trials that come with growing up. The Chosen Essay -- Essays Papers The Chosen The Chosen, a fiction novel written in 1967 by Chaim Potok, is about two young Jewish boys and their friendship. It takes us along with them on their journey from adolescence to adulthood. They face many conflicts, and through those trials the author makes his readers think more deeply into life’s true meanings. The novel was set in New York during the Second World War. Since the main characters are Jews, this period of time is very significant. Not only were the Jews persecuted during WWII, but New York was also close to a military base, which made it a prime target for bombing. Even the setting has an underlying sense of tension. One of the protagonists in The Chosen is Reuven Malter. Reuven is an orthodox Jewish boy. He is a very smart and diligent student. His father, David Malter raises Reuven alone in Brooklyn, New York as his mother has already passed away. Reuven has glasses, brown hair and eyes, and dresses in the typical orthodox manner. A plain boy, he has a bright mind and a very caring soul. The other protagonist in the novel is Danny Saunders. Danny is the son of a very devoted Hasidic Jewish tzaddik. However, Danny is not a very enthusiastic Hasid. He has earlocks, grows a beard, and wears the traditional Hasidic outfit, but he doesn't have the reverence for it that he should. Danny is a genius. His religion forbids him to read literature from the outside world, so he struggles with his thirst for knowledge and the restraints that have been put on him by both his father and his religion. He lives with his father, mother, older sister, and younger brother in Brooklyn as well. The first antagonist is Danny. He and Reuven had many difficulties. They resolve their problems in the course of the book, but at the beginning they hate each other. Their religious views are also very opposite. Once they overcome their differences, they become best friends. Reb Saunders is the second antagonist. A Hasidic tzaddik, he led his people into freedom in America. Reb has strange ideas on raising Danny. He believes that silence will teach Danny compassion and give him an understanding for pain. He does not talk to his son about anything but the Talmud. Loving and respecting each other immensely, Reb and Danny just never get a chance to express their feelings with one another. Reb holds Danny back and do... ...alizes that he can’t expect to keep such a genius in the cage. Reb finds out about Danny’s plans for the future, and although they contradict the way he would have wanted Danny to continue with his life, he agrees to let Danny decide for himself. Satisfied as a father, Reb says, â€Å"†¦I had to make certain his soul would be the soul of a tzaddik no matter what he did with his life.† Once Reb has given his son freedom, Danny remains faithful to his religion and, although he is not as devout, goes out into the world. Throughout this novel, there is an underlying force of prejudice. The two different Jewish sects are prejudiced against one another. Alongside, WWII also has a lot of prejudices locked up in it. The Zionist and anti-Zionist movements were prejudiced toward each other and many of these examples are found in the novel. Reuven Malter narrated The Chosen. This gives it a youthful perspective. It is very descriptive. Potok used many detailed vocabulary words to communicate his point. A lot of figurative language helps develop analogies and insights, as well. The Chosen is a very insightful novel about the Jewish culture and the trials that come with growing up.

A Review of the Employee Relations in the British Airways

According to One World (n. d. ), a global union of the world’s ten biggest airlines, the British Airways, which is a founder member of the alliance, is the largest airline in the United Kingdom and is the leading international airline in the world. It has always been the first on the line at everything it did – they were the first to provide jet and super passenger services, and fully-flat beds, and the first to carry out â€Å"weather-beating autolandings†. The purpose of this paper is to discuss and clearly evaluate the quality of employee relations within the British Airways.It will cover the context of employee relations, employee relations and employee relations strategies with the said organisation. In addition, theories and theoretical perspectives will be used to explain the kind of employee relations in the British Airways. However, to begin with, two definitions of Employee Relations will be provided. Employee Relations Defined According to Heery and No on (2001), â€Å"Employee Relations is a common title for the industrial relations function within personnel management and is also sometimes used as an alternative label for the academic field of industrial relations.†On the other hand, according to the NASA’s Goddard Space Flight Centre Office of Human Relations (2001), â€Å"Employee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation and morale†¦is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations. † Both definitions treated Employee Relations as a part of something that is bigger – a function of industrial relations and a â€Å"body of work†.Also, both pointed out that Employee Relations deals with the people that works at a company or organisation – the employer and employee. Lastly, both have the same purpose and tha t is to manage the relationships of these people with one another as both definitions aims on the development of the company or the organisation. However, Heery and Noon’s definition of Employee Relations is more inclined as a term that refers to a certain function of industrial relations that is concerned to managing personnel in a company, organisation or a simple workplace.It gives another face to industrial relations, making it appear that it has a broad scope, it shows that the industrial relations does not only focuses on trade union but also with employee management (Heery & Noon 2001). In other words, Employee Relations, in Heery and Noon’s definition, appears to be a function under industrial relations. On the other hand, the definition of NASA focuses on the very significance of Employee Relations and not regarding it as a â€Å"branch† of industrial relations.Although it pointed out that it is a â€Å"body of work† which can be understood as a part of work that focuses on a specific task which is preserving the relationship of the employer and the employee with one another in order to sustain a healthy work environment. Context of Employee Relations and the Balance of Power Though Employee Relations always deals with the employer-employee relationship, its manner of management will vary whether in every country an environment, even between a company and an organisation. In this paper, the focus would be on an organisational context.According to Heathfield (2007), organisations should maximise their employees’ strengths or they will transfer somewhere else. The employers should make their employees feel that they are useful in the organisation in order for them to gather confidence and self-worth. They should trust them since they have a certain kind of maturity that can handle important matters in the organisation and, also, when a work is done, the employees should be given compliments and positive reactions. In a ddition, since employees are important is organisations, thus, they should not ignore them (Capital Outsourcing Solutions n. d. ).They should also be treated equally and with respect in order for them to give out â€Å"positive attitudes† in the organisation that can greatly help its â€Å"productivity, competitiveness and profits†. According to Capital Outsourcing Solutions (n. d. ), agendas like providing employee handbook, suggestion programmes, policy manuals, employee performance appraisals, employee assistance program, performance incentives, wage surveys, social activities, and management/employee committees are effective in boosting up the morale of the employees and to establish an environment of teamwork.Teamwork is important in an organisation since it enables the organisation to achieve things that cannot be done by a single person alone (Heathfield 2007). British Airways is proud to say that they are involved in every aspect of the Human Resources. One of the topmost priorities of the Human Resources of the British Airways is to treat each and every one with respect and with paramount professionalism. Another significant aspect they wish to maintain good staff morale, in addition, they make sure that every employee will work as a team through a â€Å"clear management structure† to assist them all throughout (British Airways Recruitment, n. d. ).The organisation also certify that their managers are flexible enough to take on the changes that constantly occur, in addition, they also help out in simplifying their working process in order to enable their employees to help the organisation manage its performance. They threw in their every effort on these matters to give good quality of service to their customers and to motivate the employees to work at their best. According to the British Airways Recruitment (n. d. ), the organisation values and promotes diversity and equality even at the point of recruitment.They believe that in o rder to achieve the value of respect, which is very important to an employer-employee relationship, they are responsible to treat each other equally when it comes to every opportunities. The British Airways also aims to maximise the employee’s full potential in their training and career development methods. They are proud to say that they have every extraordinary training resources which consists of computer-based interactive learning centres, library facilities, reference materials, audiotapes and video-based learning (British Airways Recruitment, n. d. ).in addition to the learning facilities, there are also various programmes that aims to develop one’s leadership skills, team-building skills , presentation and negotiation skills, etc. As for rewards and benefits, the organisation provides reduced air fare travel and travel discounts, holiday entitlements, pension and private healthcare schemes, profit share schemes, bonuses, employee share schemes, sports and social amenities and a chance to join British Airway clubs, and subsidised staff restaurant (British Airways Recruitment, n. d. ). They also keep an eye on the wages in all their industries and assure the sufficiency of the salaries.Actions mentioned above are necessary as proven by the motivations theories. There are many motivation theories since the act of motivating varies from person to person. Motivation is the most common and effective way in accomplishing work and in improving oneself and the organisation. Among the theories of motivation are Theory X that is attributed to Sigmund Freud, Theory Y by Douglas McGregor, Theory Z by Abraham Maslow, the Hygiene/Motivation Theory by Frederick Herzberg, Contingency Approach that is being supported by Fred Luthans, Expectancy Theory of Victor Vroom, and other theories by Chris Argyis, Rensis Likert (Accel Team 2008).Theory X assumes that people do not like to work at all and that in order for them to work is through giving them a reward o r through coercion and punishment while Theory Y is just the opposite, according to McGregor, people on the contrary likes to work in order for them to achieve self-discipline and self-development. On the other hand, Maslow’s Theory Z states that people has needs that they need to satisfy – â€Å"physiological needs, safety needs, love needs, esteem needs and self-actualization needs† – and he only fulfils them by working hard.Still based from the human needs is the Hygiene/Motivation Theory of Herzberg whom divided the needs into two groups – â€Å"animal needs† (supervision, interpersonal relations, working conditions and salary) and â€Å"human needs† (recognition, work, responsibility and advancement). According to Herzberg, people work to accomplish the mentioned needs and by fulfilling them one by one do they get even more motivated to work for â€Å"work accomplishment† is their â€Å"self-enlightened interests†.W hen it comes to Argyris, organisations should fully utilise their employees by involving them in decision making in order for them to be satisfied in their workplace since, according to Heathfield (2007), employees should feel relevant in the organisation and that can be only achieve in involving them in making important decisions. In connection to Argyris’ theory, Likert also agree that decision making should be done by a group involving the employees in it in order to achieve outstanding outcomes sine being able to participate in such are great way to be motivated.However, Luthans supported the Contingency Approach and believed that not all practices fit every job and organisations, thus, flexibility in leadership should be needed. Likewise, Vroom’s Expectancy Theory talks about that an employees’ rewards also varies, some will want an increase in salary while other would want promotion, that means, employers should rewards employees with something that is imp ortant to them. In the past, employees prayed and wished for them to be chosen by the employer, however, due to the changing times, it is now the vice versa.According to Rousseau and Shperling (2003), the shift in the balance of power was due to the rise of high-technology and the sudden increase of dependence of organisations in the employees. In addition, the shift was also caused by the development of the global economic conditions which result for opportunities to widen for employees in the field of the information technology, finance, sales, marketing and general management (New South Wales Higher Certificate Education 1999).The shift of the balance of power in the employer-employee relations is said to be due to the growth of knowledge-based organisations, beginning of an organisation to appreciated the intellectual and relational assets of human, and sudden necessity for them to hold on to important employees and to draw talented ones towards them (Rousseau & Shperling 2003). There is already an extra need for organisations to make themselves as interesting as possible for employees to consider them working for them.According to the New South Wales Higher Certificate Education (1999), the labour market is no longer controlled by the employers since it is already been taken over by the employees. British Airways is also affect of this shift in the balance of power; they always use their business’ diversity and the excitement one can experience in an airline industry in order to attract employees for they know that graduates or employees in general are looking for an organisation where they can develop a lot of skills and a competitive and challenging environment.They accept anyone regardless of age, sex, status, race, sexual orientation, religion and whether you are disabled or not. By doing this, they are confident to be able to gather the most talented and capable people for the job they provide. Employee Relations Issues Like in other environme nts, there would always be issues and conflicts, thus, Employee Relations is no exception. Conflicts in Employee Relations will always be present and the best thing for the â€Å"manager† – the one who maintains the relationship of the employer and employee – is to resolve it as early as possible so that it would not affect the organisation’s productivity.These conflicts exists due to the diversity of people working in the organisation, no individuals are the same, thus, disagreements are most like to occur due to differences. According to Kelly Services (2008), conflicts in a workplace can waste a huge amount of time and can really affect the performance of the organisation through lost productivity, perception costs and team erosion. On a more personal note, conflicts can result to withdrawal (physically and emotionally), job resignation, cutting of personal relations and violence (Rau-Foster 2000).However, conflicts do not always bring negativity to th e organisation for it also helps to strengthen the relationship of each people that are involved. It can improve their creativity, productivity, decision making skills, performance and interpersonal relationships (Kelly Services 2008; Graves 2007). According to Graves (2007), the conflicts that materialised can be classified into three: task conflict, process conflict and relationship conflict.Conflicts comes from disagreements over â€Å"business ideas, decisions and actions† difference in personality, vague classification of responsibility, limited resources and private interests or can easily be classified into thee – task conflict, process conflict and relationship conflict. (Kelly Services 2008; Rau-Foster 2000). The conflicts from the said causes with the exception of the personality differences are easy to solve through compromise, however, personality clashes are entirely a different matter for its resolution lies within the person.A change to a person’ s behaviour and attitude is needed, unfortunately, turning a person into another is never an easy task, and so the best solution is for the person to remain civil towards the others (Kelly Services 2008). Since British Airways is a diverse organisation with diverse employees, most conflicts may come out because of age, disability, unbalance lifestyle, gender, harassment and bullying, race, religion and sexual orientation.According to the British Airways (n. d. ), in order to maintain a positive Employee Relations, the organisation challenged all the suppositions and stereotypes regarding about age, gave additional trainings to disabled employees to maximise their potential, provides flexible working options to help the employees to balance their professional and home life, established numerous flexible working initiatives for women, guaranteed that employees know their policy regarding harassment and bullying to continue promote respect in the organisation as well as dignity, listen ed to the ideas of employees from racial minorities, provided prayer facilities and published monthly religious festivals newsletters for employees with different religions and beliefs, lastly, they offered inclusive working environment for every employees which includes those with different sexual orientation.The British Airways also joined other organisations that are concerned with disabled, racial minorities, harassment and bullying, other religions, and different sexual orientation. Employee Relations Strategies In order to maintain a positive relationship between the employer and the employee different strategies are used.According to New Zealand Qualifications Authority (2003), strategies are developed based on the external and organisational environment, current status of the organisation’s Employee Relations, influences and changes in the organisation, wants of the employees, logical conclusion, and in the process of the organisation’s decision making. To impl ement these strategies, resources should be considered, and is based on the organisational policies and legal practice. Once a strategy is implemented, it should be assessed whether it is effective or not and this can be done quantitatively (analysis and statistics) and qualitatively (survey and opinions). Changes within a strategy are necessary if problems surfaced. Back in the year 1974-1981 when the British Overseas Airways Corporation and British European Airways came together to form the British Airways, one of the major problems that they encountered was about the cultural background of the employees.In the merging of the two organisations, one culture is required to embrace the methods and practices of the other and it is here that the organisation got its biggest problem. In order to solve this cultural conflict, a Staff Development Initiative was applied, a cultural training to help the employees to do their jobs efficiently and to help them to be motivated to do their best (British Airways Case Study, 2008). In addition, the British Airways used its strategy called â€Å"Putting People First as Putting People First Again† and gave updated courses to the personnel to improve the relationship of the employees to one another for the organisation experienced another set of problems during a management change during the early 1990s.Back to the present, there is the Diversity Strategy of the organisation, which was discussed earlier, where they cater to any employees regardless of age, religion, sex, sexual orientation and also to disabled ones. To see where the British Airways is now, it is safe to say that the strategies that the organisation developed and implemented at effective and helped them to be the largest airlines in the world. The Staff Development Initiative helped to solve the problem of cultural clash that was brought by the merging of two organisations and the â€Å"Putting People First as Putting People First Again† strategy contributed in to resolve the conflicts brought by the change of management.Lastly, at present, the Diversity Strategy is currently helping the organisation to gather all the talented people to work for them. The Employee Relations of the British Airways helped them to sustain its status in the airline industries. From maximising the potential of its employees, to respecting and giving them the benefits they needed and deserved, and to resolving possible conflict at the early point in time, the employees are always motivated to work with the team for the improvement of service and productivity of the organisation. Reference:Accel Team. 2008. Employee motivations. Retrieved April 25, 2008 from http://www. accel- team. com/motivation/theory_02. html British Airways. n. d. Diversity strategy. Retrieved April 25, 2008 from http://www.britishairways. com/travel/crdivstrategy/public/en_gb.British Airways Recruitment. n. d. Training and career development. Retrieved April 26, 2008 from htt p://www. britishairwaysjobs. com/baweb1/? newms=info2.British Airways Recruitment. n. d. Equality and diversity: British Airways policy. Retrieved April 26, 2008 from http://www. britishairwaysjobs. com/baweb1/? newms=info219.British Airways Recruitment. n. d. Graduates. Retrieved April 26, 2008 from http://www. britishairwaysjobs. com/baweb1/? newms=info37.British Airways Recruitment. n. d. Rewards and benefits. Retrieved April 26, 2008 from http://www. britishairwaysjobs. com/baweb1/? newms=info3.Capital Outsourcing Solutions. n. d. Employee relations. Retrieved April 25, 2008 from http://capitaloutsourcingsolutions. com/794/5101. html.Graves, K. 2007. Managing conflict. Retrieved April 25, 2008 from http://www. thegoodmanager. com/managing_conflict. htm.Heathfield, S. M. 2007. Twenty dumb things organizations do to mess up their relationship with people. p. 1. Retrieved April 25, 2008 from http://humanresources. about. com/od/ interpersonalcommunication/a/twentymistakes. htm.Kell y Services. 2008. Workplace conflict. Retrieved April 25, 2008 from http://www. kellyservices. com/web/au/ccmanager/en/pages/110_conflict. html.New South Wales Higher Certificate Education. 1999. Influences on employment relations – the changing roles of stakeholders. Retrieved April 25, 2008 from http://www. hsc. csu. edu. au/ business_studies/employment_relations/influences_emprel/Influencesonemploy. htmlNew Zealand Qualifications Authority. 2003. Human resource management: manage employee relations strategy and plans. Retrieved April 25, 2008 from http://www. nzqa. govt. nz/ nqfdocs/units/pdf/11545. pdf.One World. n. d. British Airways. Retrieved April 25, 2008 from http://www. oneworld. com/ow/ member-airlines/british-airways Rau-Foster, M. 2000. Conflict in the workplace. Retrieved April 25, 2008 from http://www. workplaceissues. com/arconflict. htm.Rousseau, D. M. & Shperling, Z. 2003. Pieces of the action: ownership and the changing employment relationship. p. 554-560. Retrieved April 25, 2008 from http://www. heinz. cmu. edu/bio/papers/Rousseau-PiecesOfTheAction. pdf.Sloan Work and Family Research Network. n. d. Definitions of employee relations. Retrieved April 25, 2008 from http://wfnetwork. bc. edu/glossary_entry. php? term=Employee%20 Relations, %20Definition(s)%20of&area.All Thinking Made Easy. 2008. British Airways case study. Retrieved April 25, 2008 from http://ivythesis. typepad. com/term_paper_topics/2008/02/british-airways. html.

Hamlet, The Prince of Denmark Essay

Much of the dramatic irony and dramatic tension in Shakespeare’s â€Å"Hamlet, The Prince of Denmark† derives from the interplay between the characters’ public and private personas. The face that each of the characters shows to the public contrasts with, in most cases, the private persona of the same character. Similarly, the private â€Å"face† or motives of the characters usually stands in diametric opposition to their public persona. The most obvious examples of this dynamic is, are course, the characters of Claudius and Gertrude who must, by necessity, keep up a fraudulent set of public perceptions to cover their crimes of infidelity and murder. These obvious examples, however, are no more profound or integral to the play’s thematic impact than the likewise hypocrisies which afflict nearly every other character of the play. The almost universal nature of social mendacity is represented in â€Å"Hamlet† as being,in fact, the source of what is â€Å"rotten† in Denmark. The brilliance of the play exists, in part, in Shakespeare’s ability to demonstrate the way in which hypocrisy and being â€Å"two-faced† can impact all levels of society and corrupt even friendship and love. In many ways, the cast of characters in â€Å"Hamlet† reflect a social microcosm, with Hamlet, the young Prince, and Ophelia, representing the youth of society and the ghost of Hamlet’s father, Gertrude, Claudius, and Polonius representing the social establishment and cultural traditions which have fostered ongoing mendacity. From the very opening scene of the play, Shakespeare, with a knack for amazing subtlety, writes the following exchange between Bernardo and Horatio: BERNARDO Say, What, is Horatio there? HORATIO A piece of him. (Hamlet, 1. 1 25-28) Horatio’s reply indicates, according to critics of the play, that he is referring to the cold night air which has reduced him to a shivering semblance of his former self. However, the line can also be read as a subtle extension of the theme of mendacity adn meant to indicate that even Horatio, who will be revealed throughout the course of the play as a true friend to Hamlet, has been impacted by the â€Å"rottenness† in Denmark, the social hypocrisy which holds all in its sway. Similarly, Polonius, who represents the religious and spiritual aspects of society in the social microcosm of the play, dispenses words of wisdom to Laertes, acting the part of the wise and compassionate patriarch, a man of morals and God. Among his words of wisdom in Act One, Scene Three are the following observations: â€Å"Beware/ Of entrance to a quarrel, but being in,/ Bear’t that the opposed may beware of thee. / Give every man thy ear, but few thy voice;/ Take each man’s censure, but reserve thy judgment† (Hamlet 1. 3, 69-73). Obviously, Polonius fails to live by his own words. He openly intrigues against Hamlet, immersing himself into a quarrel which was not his own, and after doing so, fails to â€Å"Bear’t that the opposed may beware of thee† (Hamlet 1. 3, 71), but ends up being killed by Hamlet on accident. Key to all of the ironies which are associated with Shakespeare’s them of social mendacity is the character of Hamlet himself. If the reader or audience member who is experiencing Hamlet believes in the heart that Hamlet is, indeed, mad, then much of Hamlet’s behavior can be explained by madness. If, on the other hand, the reader or audience member believes that Hamlet is simply presenting yet another social â€Å"face† — this one in order to disrupt the hypocrisy of society — then Hamlet’s behavior becomes a method by which Shakespeare examines the heavy toll which is exacted on the individual in a hypocritical society. There is every reason to believe that the latter context is the one which Shakespeare hope to achieve in the play. One good bit of evidence for this supposition is in Act 2, Scene One, when Ophelia, stricken by the state which Hamlet has allowed himself to get into, she voices her concerns to her father, Polonius. Ophelia describes Hamlet â€Å"with his doublet all unbraced† (Shakespeare, 2. 1, 85) and â€Å"No hat upon his head† (Shakespeare 2. 1, 86). His appearance is taken to be an indication of his inner-state, propelling the sense of social facade as serving in place of truth in society. Ophelia concludes that Hamlet appeared as though â€Å"he had been loosed out of hell/ To speak of horrors,–he comes before me† (Shakespeare 2. 1, 90-91). The implication is that Hamlet’s disheveled state must indicate that he is, in fact, mad. Obviously, while Hamlet appears mad to others, he is plotting with great, rational precision to expose what he fears is the crime committed by his mother and his uncle. The sub-text of this is that Hamlet should be mad given the reality of the dilemma he faces. The great irony is, in fact, that he is not mad, but sane which will not allow him to live in a world of lies and hypocrisy. When Claudius and Gertrude react with horror to the â€Å"play within a play† Hamlet’s response is â€Å"What, frighted with false fire! † (Shakespeare 3. 2, 262) indicating his very rational understanding of the situation and of the reality of social mendacity. At this point, it seems that merely knowing of the hypocrisy is enough for Hamlet because when Claudius responds â€Å"Give me some light: away! † (Shakespeare 3. 2, 265) it is an admission that he, the King, and by association the whole of Denmark exists in â€Å"darkness† which is the darkness of social hypocrisy. Although hypocrisy is never actually justified in â€Å"Hamlet,† there is an interesting â€Å"reason† which is given in Act 4 of the play as to why people may be so easily led into hypocrisy and self-deception and that reason is: human mortality. When Hamlet observes of the dead that â€Å"There’s another: why may not that be the skull of a / lawyer? Where be his quiddities now, his quillets,/ his cases, his tenures, and his tricks? † (Shakespeare, 4. 1, 94-98) the reader or audience member realizes that the human hypocrisy portrayed throughout the play represents not only the lies and deceit necessary to facilitate human ambition in a corrupted society, but the human tendency to reject â€Å"cosmic† issues such as life and death and human spirituality in favor of materialism and worldly power. Works Cited Shakespeare, William. The Works of William Shakespeare Gathered into One Volume. New York: Oxford University Press, 1938.

Reformation of the 16th Century

The Protestant Reformation ignited a religious reform movement that separated the western Christian church into Catholic and Protestant groups. Martin Luther embarked on a Journey to start the religious reform movement; there were other developments before him that set a foundation for a religious alteration in the sixteenth century.The Protestant Reformation allowed for Protestantism to flourish throughout Europe, united the Roman Catholic Church with Christian denominations, enabled people to develop independent thinking and creative, fostered etermination in people to attain religious and political freedom, and allowed for Christianity to evolve permanently throughout history. Johannes Gutenberg of Mainz helped produce the development of printing from a moving type. In Europe there were thousands of printers that published religious books like the Bible, sermons, Latin and Greek classics, legal handbooks, and works on philosophy.This type of development manifested an â€Å"immedi ate impact on European intellectual life and thought† (Duiker 429). This kind of invention fostered creative thinking and determination in people to study scholarly resources. Printing allowed the European civilization to disperse new religious ideals. This communication throughout Europe played a major role in enabling people to acquire newfound knowledge and formulate beliefs of their own. Many historians state that Desiderius Erasmus â€Å"laid the egg that Luther hatched† (History 1). Erasmus was an influential Christian humanist.Christian humanism or northern Renaissance humanism combined the ideas of the classical Italian Renaissance with the ideas of early Christianity. According to Christian humanism, a society must alter the human beings that compose it. They strongly believed that people are smart enough to formulate their own ideals and beliefs. They did no have to solely depend on an irrational religion for happiness and salvation. Erasmus was most influenti al in teaching that religion should be a philosophy for a direction of life, not a source of arbitrary practices and rituals, which is what medieval religion emphasized.Erasmus also placed an emphasis on teaching the philosophy of Jesus Christ. Erasmus did not approve of the abuse of power of inside the church. The opposition towards a dogmatic religion encouraged the Christian and northern Renaissance humanists to stand against the orruption of the Catholic Church; they gave mankind hope and encouragement to believe in themselves, and to fight for freedom of religion. Another factor that influenced people to start a reform was the corruption of the Catholic Church. The all-powerful Roman Catholic Church labeled any non-believer as a heretic; punishment included being burned at stake.The Catholic Church's power was assembled over centuries, and depended on the lack of religious education and unawareness of people. People's primary motivation of believing in the Catholic Church came from the belief of salvation to heaven though the Catholic Church. Any other belief was disregarded. The realization that many popes were not committing to the needs of the church and people outraged many people in Europe. Many popes' interests were not focused on the spiritual uprising of religion, but worldly interests like power and wealth The process ot salvation was becoming a traud.This ignited hate and bitterness towards the Catholic Church and stimulated the idea for change and reform. The Catholic Church strongly emphasized that good works and strong faith were the gateway for personal salvation. Martin Luther had a strong opposition o that idea, even as a monk and professor at the University of Wittenberg. Through personal study and dedication to religion he discovered that no weak and powerless human being could do enough good works to achieve salvation. He believed that through a powerful faith and the sacrifice of Jesus Christ, that alone was enough for people to achiev e salvation. Justification by Faith† (PBS 1) became the primary belief of the Protestant Reformation. Luther's repulsion of Catholic Church teachings enabled him to create the Ninety-Five Theses, which opposed the sale of indulgences and revolted against clerical abuses. According to many historians this was the beginning of the Protestant Reformation. The Ninety-Five Theses were quickly created and disseminated throughout Germany. Luther encouraged German royalty to overthrow the idea of salvation though the Catholic Church.His idea of salvation through faith alone was widespread and becoming acceptable to many people. The Roman Catholic Church was outraged and did not accept his view of salvation. The Catholic Church believed that he was to be excommunicated from the church in 1512. When Luther was summoned to appear to the Holy Roman Empire and to â€Å"recant the heresies† (Duiker 431). He responded by rebuffing and making a statement that â€Å"became the battle c ry of the Reformation† (Duiker 431). This angered the members of Reichstag, who ordered Luther to be detained.Luckily for him, Fredrick of Saxony protected him. A revolution was manifested upon Luther's religious ideals; this revolution changed the European Civilization forever. Luther's popularity fostered from hatred and dissatisfaction with the greed of wealth power, corruption and dogmatic ideals of the Roman Catholic Church. The marriage between Luther and Katherina von Bora demolished the idea of clerical celibacy; his marriage ighlighted the life of a Protestant minister with a family. German rulers strongly supported Luther; they quickly acquired control and supervision of the German churches.Luther emphasized that the churches focus on the preaching the Word of God and Bible study. In Luther's eyes in was necessary to abolish Catholic Mass and gravitate towards new religious services. All of these changes highlight the metamorphosis that Christianity was experiencing. People who believed and promoted these new ideals were complacent with a new religious experience. In 1 519, Charles V ruled a vast empire, composed of Austrian lands, part of Italy, Spain, nd other territories. Though election he was granted the Holy Roman Empire title.His idea was to â€Å"preserve the unity of his empire in the Catholic faith†(Duiker 432). By this time, Germany detached it self from the idea of imperial ruling; this disintegrated any loyalty to the Holy Roman Empire. In 1546, Lutheranism was the prominent belief and practice throughout Germany. Charles Vs effort to bring combat and war to disintegrate Lutheranism was a failure. This failure encouraged Charles V to create the Peace of Augsburg, which granted freedom to German states to choose between Catholicism and Lutheranism.The expeditious spread of Lutheranism and Protestant beliefs reassured that Christian unity was no longer a possibility. Switzerland had a prominent role in the Protestant Reformati on. The revolution sparked upon Ulrich Zwingli. Zwingli ignited religious changes in member states of the federal states of Switzerland and the city of Zurich. Evangelical reforms took over these areas. For example, Mass was replaced by services that promoted biblical study and prayer, relics were destroyed, and pope's authority was no longer accepted.His primary source of support came from the people of Zurich and the agistrate, known as Mark Reust. Zwingli created an alliance with the German rulers, and Martin Luther. In 1513, rage and dissatisfaction festered between Catholic states and the Swiss Protestants. This created a war that led to Zwingli's death, his responsibility and loyalty to manifest change in Switzerland was handed down to John Calvin. John Calvin was a practical theologian who organized the Protestant reform. His conversion to Protestantism led him to escape his native France to Switzerland.His beliefs coincided very closely with Luther's beliefs. A unique belief that he promoted was the idea of predestination. Predestination was a belief that â€Å"God predestined some people to be saved, and the others to be damned, both who He would admit to salvation, and whom He would condemn to destruction† (PBS 1). Calvin also emphasized absolute sovereignty of God; he called it the â€Å"power, grace, and glory of God†(PBS 1). His reputation and credibility arose from his publication of the Institutes of the Christian Religion, an integration of Protestant beliefs and stands.In 1536, he expanded his revolutionary Protestant reform to the city of Geneva. Calvin created The Consistory, a governing body that attested to moral virtue nd discipline, and enabled a systematic way of including clergy and laymen in church service. The success that was fostered upon Geneva, allowed for missionaries to travel throughout Europe and infiltrate all of Europe with Protestantism. The city of Geneva stood as a Protestant citadel that gave success to th e religious reform. The Anabaptists were radical promoters of the Protestant faith, who also played a pivotal role in the reformation.Their concern was to return to practice and religion of early Christianity, they emphasized equality in all believers. Separation of Church and State was something they strongly advocated. They did not see any benefit of the government dictating the Jurisdiction of religion. The Anabaptists opposed the idea of baptism in infants. Magisterial Protestants and Roman Catholics grew hostility and hatred towards the Anabaptists because of that belief. That is why they were heavily persecuted in the sixteenth century. The English Reformation played a pivotal part in the Protestant reformation.King Henry the VII was seen as selfish glutton. Surprisingly his strong desire to divorce Catherine of Aragon, his first wife made the English Reformation a more political than religious cause. The pope refused to grant Henry VII's request to divorce Catherine of Aragon for Anne Boleyn. His attention then focused on the archbishop of Canterbury, head of the highest court in England. The archbishop condoned a divorce and annulled King Henry VII's first marriage. Soon after Anne became queen she had a child, whom was a girl.This infuriated King Henry VII because he did not have a son to inherit his throne. This anger encouraged Henry VII to promote separation of the Church of England with Rome. This was known as the Act of Supremacy in 1534, it declared that the King was in complete control of the doctrine and Church of England. During Henry VII's reign, Archbishop Cranmer attempted to reform the administrative and religious ruling. Shortly after this, Henry VII died and left his ruling to his underage son. Cranmer took advantage of this situation by directing the Church ot England in a Protestant direction.T manifested new Protestant services and ideals in the Church of England. Mary a Catholic succeeded Edward VI. Her nickname â€Å"Bloody Mary' was no understatement. Her primary concern was for the Church of England to return to Catholicism; she murdered more than 300 heretics who opposed Catholicism. Ironically, her actions ed for England to become more Protestant than ever before. By the mid-sixteenth century, the Roman Catholic Church no longer dominated Europe. Protestantism was infiltrating all of Europe and becoming more dominating and accepted.Due to this nature, the Catholic Church underwent a reformation of its own known as the Catholic Reformation. The Catholic is divided in to three parts known as the Jesuits, a reformed papacy, and the Council of Trent. Ignatius of Loyola, Spanish noblemen, founded the Society of Jesus. This society accepted the directing of the pope and promoted the principals of obedience to the papacy, and hierarchical ruling of ociety and civilization. They fostered missionaries to explore Asian countries to convert people to Catholicism The reformed papacy was another aspect of the Catholi c Reformation.Pope Paul Ill took the initiative to create a reform to team to hold Catholic Church's accountable and enforce discipline. Through this he was able to create the Council of Trent and gave recognition to the Society of Jesus. In 1545, church officials gathered in the city of Trent started the Council of Trent. This Council of Trent met continuously though three different sessions in the sixteenth century. Their ideas coalesced and they came to the conclusion that the â€Å"selling of indulgences was prohibited, both faith and good works were required for salvation, and only the church could interpret scripture† (Duiker 438).This manifested one doctrine and religion under the Roman Catholic Church. The Protestant Reformation had significant impacts in the foundation of our world nations. This impact allowed for the re-establishment of political and religious views throughout the European civilization, challenged the authority of the Catholic popes, and led to mode rn concepts of democracy. This reformation is key to understanding how religion has laced an importance in the foundation and building of every nation in our world.The fight for equality and freedom will always be an obstacle throughout history; understanding the struggle, rebellion, and motivation to fght that many people faced in reformation, allows for our world to become educated and motivated to strive towards a better world.

Formula 1 Constructor – Choose a Team – Ferrari

The resources, capabilities and attributes that are required for the success in Formula One (F1) can be looked on a number of dimensions taking into consideration the unique and fast paced context of Formula One. F1 is a highly competitive industry and based in a rapidly changing environment, which has been defined by Porter’s five forces (Appendix One). Key resources within F1 are both tangible and intangible and can be considered under the following broad categories: Physical Resources: The car and its components such as engines and chassis are vital resources but the technological advancement determines its ability to win races.Test Tracks are also vital physical resources both in the competitive context and in the ability to test cars, the location of such tracks may also be an important factor. Own testing and development equipment is also important for technological advancement and knowledge gain. Factories are also an important physical resource for constructors. Financ ial Resources: High start up costs and continued running costs involved with the sport, result in the need for high capital investment, for example a medium sized constructor needs ? 30-? 50 million capital investment as a basis for being competitive.The majority of team finance is generated through sponsorship – a lucrative sponsorship deal can help improve a team’s level of performance through cash injection alone. Fans are a huge resource for the sport as they act as a huge funding society for Formula One. At present tickets cost upwards of ? 330 per race and for VIP access ? 1700. Revenue is also provided by prize money from winning championship points and through shareholders within each constructor. Human Resources: Team Principles are an important aspect to every constructor.Initially, teams were managed by the founders themselves, but as time has moved on the emphasis has shifted to managers and their ability to run the team in a business manner. The intangible resource of their skills and knowledge is incredibly important in F1 due to the highly competitive environment. For success a team needs a certain level of experience and expertise, either built up over time or recruited from elsewhere. To gather this expertise is expensive and requires investment in personnel as well as technology. Such gains are provided by the knowledge from other important employees including designers, engineers and drivers. Another crucial factor is the motivation to carry-through the bright idea into detailed implementation† (Cross and Clayburn Cross). Drivers are a key human resource; important attributes of a driver include the ability to drive fast, think strategically while racing on the track, good communication skills, and motivational skills. Intellectual Capital: Although patents are not allowed in F1, other intellectual capital includes the constructors brand and reputation – largely used to gain finances. A key brand in F1 is the Maran ello Red used by Ferrari.Complex business systems are required by F1 teams for managing the large amount of data that flows in the organisation. These resources will not reach their potential purely from existence, the way in which they are managed, used or deployed is essential in understanding strategic capability. See Appendix Two for example of resources and the competencies gained. To be on the F1 grid and compete in the market, capabilities gained through the above resources must reach the threshold level. The F1 constructors generally function at the peak of resource utilisation and, therefore, manage resources very efficiently.Hence, almost every resource that becomes a capability for competitive advantage is converted into a competency for competitive advantage. Internal strategic capability allows for successful strategy and is required for survival and success (Johnson et al, 1998). To gain competitive advantage involves adjustment of capabilities, for example acquiring m ajor improvements and advancements in attributes such as technology and from the creation of new opportunities. Stretching and exploiting capabilities in such a way that competitors cannot imitate, results in them becoming a rarity and providing competitive advantage.Though such advantageous technological strategic capabilities have been required by constructors for competitive advantage, they have also become been a pivotal factor for the introduction of increased legislation designed to reduce uncertainty and increase competition, such as the introduction of generic tyres. The factors responsible for the success of the teams in their respective periods of dominance can be considered through analysis of the organisations core competencies, a form of competitive advantage which s usually a result of â€Å"collective learning processes† and are manifested in business and activities and processes. The core competencies are those unique capabilities, which usually span over mult iple products or markets. † (Hafeez 2002). Ferrari’s dominance in the mid 1970’s Much of Ferrari’s success during the period of the mid-1970’s can be attributed to the ability to build their race cars at the Maranello site without the need to outsource for component parts.This created centralisation of knowledge and expertise, thus the ability to transfer knowledge between departments without leakage. When Ferrari sold 40% of the company to Fiat, in 1969, providing huge cash injection thus acquiring the Fiorano test track allowing them to test the change in any aspect of the car on the track and observe real time results. This gave a competitive advantage through testing technology and making changes faster than their opponents. This led to the creation of a team dedicated to engine design and development.A much needed management discipline was also imposed upon the organisation with the appointment of Luca di Montezemolo as team principal in 1974. Luca restructured the management, added focus to the organisation, and enabled the team to reach its collective potential. Montezemolo defined strict areas of responsibility in order to reduce the amount of interference and internal politics. In 1973, along with the arrival of Mauro Forghieri as the technical director, Niki Lauda was recruited. He provided the team with driving skills and racing experience. McLaren’s domination in the late-1980sMcLaren’s domination can be attributed largely to the culture created under Ron Dennis’ leadership and the recruitment of personnel matching this culture. Dennis’ obsessive attention to detail coupled with John Barnard’s ‘technical excellence’ created an atmosphere where new ideas and innovations in technology could thrive. Consequently, McLaren differentiated themselves from other Formula One teams by taking bold steps into unchartered territories both in their strategy and their design of cars , for example by using carbon fibre instead of metal for the chassis of their successful MP4 car.Prahalad and Hamel (1989: Page 64) argue that gaining leadership in any given industry requires a ‘strategic intent’ to guide operational direction and its resource allocations. For example, when Canon sought to ‘beat Xerox’ in the photocopier industry, it was able to do so over a period of years by incrementally attacking all of Xerox’s ‘loose bricks’, the criteria left unfulfilled by its competitors. Similarly, Ron Dennis built an ‘intent’ of having the ‘smartest and the best presented car’ in Formula One despite the risks of failing in its races.This attitude evidently became entrenched in the whole organisation as the element of fear was removed, helping McLaren achieve success even after Barnard’s departure. Although many strategists argue that a company’s core competence cannot be derived from a s ingle person, Tampoe (1994: Page 69) argues that a leader with a personal core competence such as a ‘strong vision and enormous energy to expand’ can help an organisation sustain competitive advantage. Ron Dennis, with his perfectionism and ‘legendary’ marketing and management abilities, was considered by many the best manager in sports.McLaren’s core competence, therefore, appears to have been Ron Dennis’ vision and his skills through which McLaren won 15 out of 16 races in 1988. Tampoe’s (1994) model for ‘Market Survival Strategy’, shown below in Figure 1, explains how companies competing with their core competencies can gain higher competitive advantage. Figure 1: Tampoe (1994): Market Survival Strategy Patents Low High Profit Low Competitive Advantage High Competitor Response Hard Easy New Product Know How Sources of Market StrengthPrice Place Core Competence Tampoe (1994) shows that competing on the basis of lower cost s and technical know-how is easier for competitors to imitate. As patents are not allowed in F1, teams need to compete on the basis of their core competencies to sustain their competitive advantage. Dennis’ abilities could not be imitated or substituted by McLaren’s competitors as he achieved success by synthesising McLaren’s budget, designers, engine, drivers, and sponsors to create a perfect ‘overall package’.McLaren achieved success on the race track through an overall strategy that was invisible to its competitors. This included long term partnerships with sponsors such as Marlboro and TAG, a design team led by John Barnard, and possibly the best management in sports. These core competences are evident as Dennis applied them successfully in other areas including a marketing consultancy operation to help smaller teams find sponsors, while also launching the McLaren F1, the world’s most expensive and fastest road going car.McLaren’s sponsorship partnership with Marlboro cigarettes, lasting 22 years, was particularly helpful as Marlboro were responsible for Ron Dennis’ recruitment when McLaren were struggling against their competitors. Furthermore, McLaren’s relationship with Honda was a key reason for success as the engine makers had recently split from rival constructor Williams and had some of the most talented engineers and expertise. This relationship produced the MP4, Honda powered car which became the most reliable and fastest car on the track in 1988.William’s success in the mid-1990s Perhaps the most important factor in the success of Williams during this period was the relationship between Frank Williams, the founder and owner, and Patrick Head, the designer. The partnership provided the combination of â€Å"entrepreneurial energy and technical excellence needed to succeed in F1†. Williams’ autocratic and frugal approach, paired with Head’s ability to develop g ood ideas, led to the team becoming leader of the â€Å"technical revolution† during the 1990’s.This long standing relationship is unique to a sport where personnel changes frequently, and gave stability to the organisation leading the team to gain its competitive edge. Another key partnership leading to Williams’ success during this period was with the engine supplier Renault, lasting 10 years. Its success led to the development of the Williams FW15 and FW16 cars powered by the Renault V10 engine, still widely regarded to be the most technologically advanced car of the time. It assisted in the team winning 56% of their races between 1992 and 1994, as well as winning the constructors title in 3 consecutive years.Ferrari’s return to winning ways from 1999-2003 Since Ferrari’s success in the mid 1970’s, much change led to a move towards revamping the management, technical department and design development. Appointing British technical director John Barnard led to a change in attitude of the organisation as they were now prepared to imitate the British constructors with a base in Britain. Luca Di Montezemolo, team manager of Ferrari during their dominance in the mid 1970’s, returned as CEO in 1993 to restore Ferrari’s dominance. Jean Todt was appointed to handle the overall management of the team.After Barnard left in 1996 the role left was split up between Rory Bryne and Ross Brawn, and between them they built a new design department based in Italy. Ferrari entered into a commercial partnership in 1996 with tobacco company Marlboro. Phillip Morris, in charge of the Marlboro brand, agreed to pay for the team driver’s, Michael Schumacher’s, salary. They also made a contribution to Ferrari’s annual operating budget. In Schumacher, Ferrari had one of the best drivers in the business, who was able to lead them to success.Schumacher was not only a talented driver, but also a motivator with th e ability to communicate effectively with the team, demonstrated by learning Japanese to communicate with an engine technician recruited from Honda. The change in Ferrari as a constructor is evident. Jeremy Clarkson, a well know auto-journalist, documented this fact: ‘In the olden days they (Ferrari) used to build their cars with a lot of passion and enthusiasm. And then, on lap 3, as often as not, they would explode in a passionate and enthusiastic fireball.But a few years ago they started building their racing cars with science and math and since then, as we know, they’ve been top of the tree’. Reasons for failure Ferrari Ferrari, unlike other competitors in F1, made all parts of their car, including the engine, themselves. Although, this resulted in huge success during the mid 1970s, Ferrari’s uniqueness was also the reason behind their failure. Ferrari’s failure due to technological negligence can be explained using the Quantum Hypothesis: 1. Th e pursuit of efficiency increases internal consistency and cohesion. Ferrari had developed a unique engine-gearbox combination using their ‘flat-12’ engine and a transverse gearbox and applied it in their 312T series of F1 cars. Ferrari chose to develop this combination further and with this revolutionary configuration they were able to stay ahead of the competition from 1975 to 1979, winning the constructor’s title in 1975–1977 and 1979. 2. Overtime, configurations ‘change to adapt’ OR alternatively, match poorly with the environment as it changes (the overtly cohesive ones). * In 1980, new innovations in the aerodynamics brought the ‘ground effect’ revolution.This was developed by Lotus and quickly adopted by Williams and Brabham, but Ferrari was not able to adopt this new technology as their engine design was different. 3. Overtly cohesive configurations resist change for as long as possible. * When the ‘ground effectâ₠¬â„¢ technology was developed, Ferrari knew that their cars would not be competent enough to keep up. Instead of finding a way of incorporating the new technology in their current cars, they chose to concentrate on a longer term project of developing a V6 turbocharged engine.In essence, Ferrari made a crucial trade-off between the current and the future plans. 4. When such configurations change it tends to be sudden and relatively rapid (and often painful). * Although the change for Ferrari was neither sudden nor rapid, it was quite painful. When Ferrari did eventually come out with their new car sporting a V6 turbocharged engine and employing the ‘ground effect’ technology, it was perhaps too late. Ferrari was not able to win a single driver’s championship between 1980-1999, and didn’t win a constructor’s championship between 1984-1998.In Ferrari’s case, the flow of the stages of the Quantum Hypothesis can be easily seen. Ferrari was overtly cohesive and resisted change in 1978 when the ‘ground effect’ technology was developed. Enzo Ferrari’s autocratic leadership style lead to a political environment, causing rivalry and confusion. Good management is of paramount importance in any industrial context and this was proved by the turnaround in Ferrari’s fortunes achieved by Luca di Montezemolo’s restructuring. Furthermore, in 1977, Niki Lauda ended his partnership with Ferrari.This was a major blow for the team as Lauda had the ability to translate what he wanted in the car to the technical team. Reasons for failure McLaren McLaren’s main reason for failure came when Honda pulled out of F1 racing in 1992. Ron Dennis failed to respond to widespread speculation that Honda would be leaving. Due to such failure, Ayrton Senna left McLaren for Williams, taking with him his great ability to motivate designers with valuable feedback. McLaren seemed to have lost their focus on their carâ₠¬â„¢s design, evident in 1995 as both their drivers failed to fit in the new ? 0 million MP4/10, ultimately leading to Nigel Mansell’s departure. Other reasons for failure include the departure of John Barnard, whose presence was seen by many as the reason behind their developing dominance. Despite their poor relationship, the partnership between Dennis and Barnard had been highly successful and held potential for even greater success had it been sustained for a longer period. Another relationship problem leading to failure was the fierce rivalry between two highly competitive drivers, Prost and Senna.This could be attributed to the fact that, rather than applying the usual team ethics of having primary and secondary drivers to support each other, McLaren recruited two top drivers and did not give either driver ‘first’ priority. This left both drivers competing for top position, causing friction within the team even when it had the best car in the sport, the Hond a MP4. Notably, McLaren were able to sustain their success by substituting John Barnard with Gordon Murray, and McLaren’s success was not greatly affected by Prost and Senna’s conflict.Therefore arguable the only factor that led to their complete failure was the lack of a contingency plan for the departure of Honda. Reason for failure Williams The Williams team’s failures, like McLaren’s, show the bargaining power of engine suppliers and drivers, as well as talented designers in the F1 industry, proving to some extent that Ferrari had a degree of advantage by producing their own engines, despite the technical issues. In 1988, Honda’s departure from Williams, like their departure from McLaren left the team reliant on off-the-shelf engines, leading to the departure of their main driver, Nigel Mansell.The importance of a good driver was signified during the early 1990’s as Williams went from winning only two races in 1990 to dominating the race s in 1992 after the return of Nigel Mansell. However, the Williams team remained steadfast in their belief that the driver was not as important as the car’s design process, despite the valuable contributions a good driver can make towards this process. Placing a lack of importance on the driver, as well as the ‘masculine’ approach of Frank Williams led to many successful drivers leaving the team.Due to their technologically competitive car, Williams retained their constructor’s title in 1994 despite Ayrton Senna’s death. With only a more advanced car, Williams’ competitors were soon able to catch up as Benetton used the expertise of Ross Brawn, formerly a junior designer at Williams, to design a car replicating the innovations from Williams. There have been instances in Williams of their knowledge being transferred to competitors as their employees left to join other teams.This shows a fracture in the culture of the team with little sense of belonging. Furthermore, Renault, ambitious in becoming a top engine supplier in F1, had decided to supply Benetton with engines as well, and therefore, by pairing a similar car with a better driver in the form of Michael Schumacher, Benetton were able to break Williams’ three year domination period in the sport by leaving them with no unique competitive advantages. Proposed strategies for maintenance of dominance of each constructor Ferrari: The Crescendo Model of RejuvenationFerrari was a team driven by the ambitions of one man – Enzo Ferrari, when Luca di Montezemolo was appointed the opportunity to rejuvenate should have been taken due to several important signals: * Even after the considerable cash injection by Fiat, the team had not been able to perform very well. * Enzo considered the most important part of the car to be the engine almost neglecting the importance of other parts. * Enzo’s autocratic style of ‘divide and rule’ had created much confusion and rivalry within the team. There was a huge supply of talent at Ferrari and it had not always reached its collective potential, mainly due to Enzo’s management style. There was clearly the need to start a fresh and Montezemolo had this opportunity when he joined the team along with technical director, Mauro Forghieri, and a new team driver, Niki Lauda. Baden-Fuller and Stopford (1994) argue that the obvious thing to do at the start of a rejuvenation process is to establish measures that heighten the sense of urgency to deal with emergent problems before they become serious.Luca could see the problem, which is why he made some managerial changes in the way the departments interact, but was not able to make the problem evident on a broader scale. It can be argued that if Montezemolo had realised the team needed an organisational turn-around and would have started a rejuvenation process, using the Crescendo Model, the team could have started the 1974 season with an a lternative strategy and would have been able to sustain its period of dominance by adopting the ‘ground-effect’ technology in 1978.This process had to be initiated by Montezemolo as â€Å"Rejuvenating a mature organisation is impossible without commitment from the top† (Baden-Fuller & Stopford, 1994). This eventually took place, but at a much later stage in 1992 when Montezemolo was called back to Ferrari as a CEO, to take Ferrari to the top again. SECI – Strategic Knowledge Creation Recent work by Chou and Te (2004) sought to empirically test the roles of knowledge assets in the promotion of SECI outcomes, finding some support for hypotheses which asserts the presence of knowledge assets.For example organisational routines which can have a strong impact on certain SECI outcomes. Such a model can be transferable to Ferrari. In 1978, after the launch of the revolutionary ‘ground-effect’, Ferrari should have started a SECI (Strategic Knowledge C reation) within different departments, particularly in the engine development department. Discussion of the possible solutions to overcome the threat posed by the new ‘ground effect’ technology and the ways of quick implementation, without disrupting undergoing future developments was essential.The managerial implications of such knowledge in a new climate of learning and innovation required collaborative learning and task sharing. Vital questions such as: How great a threat does the new technology pose? should we adopt it? , and if so, in what context? needed to be considered. Ferrari should scrutinize their own motive force mechanism on the basis of defining its objectives, not only considering the intended results but also setting up colony incentive mechanisms to strengthen corporate cohesion. It must be realised that unlike competitive environment within the team, all members should strive towards the same goal, to win the races. Ferrari’s success is gained through their ‘team’ culture and therefore such knowledge transfer may be deemed easier to extract in this environment. The authors of this assignment argue that the transfer of SECI principals to Ferrari are suitable to not only change the team dynamics but also create knowledge that may be turned into suitable technology (Wei, 2007). Introduction of a Project OrientationFollowing the knowledge creation process, knowledge development is needed; it would benefit Ferrari to assign a small team of engineers to the same task – more like a project. The main advantage of adopting a project orientation in this matter is that with this method no major changes need to be introduced in the management of the team. If a separate team is assigned for this aim, then the current developments are not disrupted. This newly assigned project would come under the category of an ERD project (Exploratory R&D project) as the main objective would be to find a way to improve the current technology at Ferrari to remain competitive.The only possible conflict could be the common resources, solved by giving the project team a clear preference in the need to regain competitive edge, and the project team is dedicated solely to accomplish that objective. It is important to note the need for SECI and Logical Incrementalism within the project team as well. Quinn (1978) argues that ‘Logical Incrementalism allows organisational actors to modify the idea behind the reorganisation as more is learned’, hence, giving the option of developing a flexible platform for the project team to work on. McLaren:McLaren’s core competences, as mentioned earlier, lay in Ron Dennis’ management abilities as a leader and his success in fulfilling all necessary criteria to create a perfect ‘overall package’. McLaren had all the components, such as good designers, drivers, and sponsors required to sustain competitive advantage. According to Mintzberg (1978) , organisations need to have a ‘peripheral vision’ to achieve strategic learning not only from their competitors’ successes but also their failures. McLaren’s failure resulted from absence of a contingency plan and lack of strategic learning rom the Williams team, who suffered similar experiences with Honda’s departure. The Deliberate-Emergent Pendulum Due to Honda’s departure, McLaren’s intended strategy to compete in partnership with Honda as an engine supplier was unrealized in 1992. Although an emergent strategy did come about in a successful partnership with Mercedes, it was three years too late. McLaren had lost not only their dominance in F1 but also their main driver, Senna. Dennis could have sustained McLaren’s domination by planning prior to Honda’s departure, creating an emergent strategy involving a different engine supplier.This is demonstrated in Figure 2. Figure 2 Intended-realised strategies by Mintzberg ( 1978) Unrealized Strategy Emergent Strategy Realised Strategy Intended Strategy Deliberate Strategy McLaren’s partnership with Mercedes has been highly successful but could have been achieved earlier, avoiding the organisational inertia following Honda’s departure. Mercedes has made a substantial investment in McLaren, acquiring 40% equity, tying them into the alliance, showing that McLaren learnt from their experience with Honda by negotiating a more secure alliance.An approach that may have better managed McLaren’s success was the relationship between Barnard and Dennis which, despite its success, was not maintained. Ikujiro Nonaka (1998) writes about the concept of ‘Ba’, a shared place for emerging relationships. The space is described as being physical or mental or any combination of the two. The most important differentiator of ‘Ba’ from ordinary human interaction is the platform provided to enhance both individual and collective k nowledge.The relationship between team principle Ron Dennis and John Barnard provided an environment that would lend itself well to the creation and sharing of tacit knowledge. Williams: According to Voelpel et al. (2005) the Red Queen effect, as coined from Lewis Carroll’s Alice in Wonderland, is essentially: â€Å"a comfort trap† where â€Å"running harder is easier to do, it is of an analytic-benchmark nature, it shows short-term success and is less risky in the near horizon, but ultimately holds long term downfall. † The Red Queen effect illustrates that in Williams’ case the organisation walked into a dead-end which moved them faster to failure.They just worked harder to improve traditional industry and organisation success factors rather than looking outside their core competencies. The need for management at a strategic level was to be creative and come up with new strategies to challenge their core competencies. According to Voelpel et al. (2005) â€Å"reinventing old ways, will provide a wide range of options to choose from in dealing with the uncertainty of the environment. † Whilst the industry is a closed environment in terms of technological revolutions, continuous development will push industry boundaries and help keep the organisation on top.Had Williams analysed their business model, they could potentially have moved away from being design led (their core competency) to focus on areas of the organisation in need of improvement and development, whilst still making the technological advancements and improvements that led their dominance initially. Voelpel et al. (2005) provide a practical sense-testing tool for developing and adapting new business models to avoid the traps of the Red Queen principle. According to the theory, a comprehensive and cohesive understanding of a business model and its key elements can provide an important source of sustainable competitive advantage.Figure 2 shows that there are four se nse testing dimensions displayed as: business System infrastructure, technology, customers, and economics/profitability. By analysing the different components of their business model from the four elements, management can determine the feasible business models that possess acceptable success probabilities. Applying this tool would have helped to sustain Williams’ advantage by encouraging development of the organisation outside of their core competencies.Figure 3: Business Model Reinvention by Voelpel, S. (2005) With regards to a business model, a clear understanding of the nature of the business and its core competencies creates a situation where change and development can take place. The sense-testing tool helps companies grasp the concept of adapting and creating business models for strategic inflection, enabling managers to discern where competitive advantage could be achieved and eventually leading to the constructor prolonging their period of dominance.Williams’ c ompetitors imitated aspects of their race car design realising the advantages that a Renault powered engine had in gaining a competitive advantage. Barney (1991) suggests that a firm should aim to have â€Å"causal ambiguity when the link between the resources controlled by a firm and a firm’s sustained competitive advantage is not understood or understood only very imperfectly. † The competition should, in an ideal situation, find it difficult to duplicate a successful firm’s strategies through imitation of its resources, it should be impossible to know which resource is giving a constructor the advantage.According to Barney (1991), Williams’ competitive advantage was not sustained because their methods could be duplicated due to their competitors realising the link between the resource and its advantages enabling them to acquire the same resources taking away Williams’ competitive advantage. Knowledge Management When talking about Knowledge Manag ement (KM) Satyadas at al. (2001) argue that there are challenges in the â€Å"people† aspect of KM outlining several factors that make up these challenges. In the case of Williams, the most disruptive element of knowledge retention is the affinity and sense of attachment felt towards the organisation.A lot of talent departed Williams, which shows the lack of affinity towards the organisation held among the employees. â€Å"Concerns around intellectual capital in a highly competitive environment need to be balanced with social capital benefits. † (Satyadas et al. 2001). Perhaps Williams was not able to provide these social capital benefits which ties in with Maslow’s hierarchy of needs (Appendix Three), Williams might not have been able to satisfy the higher level needs and therefore, their employees tried to fulfil these needs with other teams.The suggested solution for Williams would be to modernise their management style and steer away from the current autocr atic style. There is a need for a more democratic management style – where the manager allows the employees to take part in decision-making: therefore everything is agreed by the majority, making the employees feel more valued and bringing a sense of belonging to the team. The Future Ferrari won 5 consecutive championships from 1999 – 2004. Schumacher played an important role towards Ferrari’s success.Hence he has been brought back as Jean Todt’s assistant linking to knowledge retention. In 2007, Ferrari returned to top form by winning both the drivers and constructors championship. McLaren has evolved as a business by applying their core competences in marketing and technical excellence successfully. They have gained finances from Abu Dhabi and Bahrain governments, along with sponsorship from Vodafone among others. McLaren has also developed an Electronic Control Unit that has been deemed mandatory by the FIA to be used by all other constructors for the 2008 season.Recent news speculates the retirement of Ron Dennis with Martin Whitmarsh, current CEO of McLaren, as his replacement (Appendix Four). It will be interesting to see if McLaren retain the successful culture created by Ron Dennis. In 2005, Williams had to rely on off-the-shelf engines once again, when BMW, their engine suppliers, created their own team. This shows that Williams failed to learn from their experiences with Honda and Renault, repeating the same mistake for the third time. This can be attributed to a lack of managerial focus and the inertia to change.While other teams are being managed by professionals, Williams has stuck with its orthodox ways, a major factor for Williams’ poor performance. In 2007, Williams ranked 4th in the constructor’s championship, no longer being a threat to McLaren and Ferrari. References Journals Baden-Fuller & Stopford (1994) The Crescendo Model of Rejuvenation from rejuventing the Mature Business. Harvard Business Scho ol Press [In MLQG: pp. 189] Barney, J. (1991) Firm resources and sustained competitive advantage, Journal of management, Volume 17. Constantinides, E. 2006) From strategy to e-strategy: Lessons from two success stories, handbook of business strategy, Emerald Group publishing limited. Cross, N. Clayburn Cross, A. (1996) Winning by design: the methods of Gordon Murray, racing car design, Design Studies, Volume 17, number 1. Hafeez, K. Zhang, Y. Malak, N. (2002) Core competence for sustainable competitive advantage: A structures methodology for identifying core competence. IEEE transactions on engineering management, Volume 49, Number 1. Hamel G and Prahalad C K, Strategic Intent, Harvard Business Review, Vol 67, No 3, 1989, pp 63-78.Heracleous, L. (2002) The contribution of a discursive view of understanding and managing organisational change, Strategic change, John Wiley and Sons Limited. Jenkins, M. And Floyd, S. (2001) Trajectories in the Evolution of Technology: A Multi-Level Stud y of Competition in Formula 1 Racing, Organization Studies, 22 (6) pp. 945-969 Lampel, J. , and Jha, P. P. (2004) Models of Project Orientation in multi-project organisations, The Wiley Project Management Resource Book, (eds: Pinto, J. K. and Morris, P. W. G. ) New York: Wiley. Nonaka, I. , & Konno, N. 1998) The Concept of Ba: Building a Foundation for Knowledge Creation, California Management Review (Spring) 40(3): 40-47. Quinn, B. (1980) Strategies for Change: Logical Incrementalism, Irwin, Homewood Ill. [In MLQG pp 10: Ch 1 and 5] Quinn, J. B. (1978) Strategic Change: Logical Incrementalism, Sloan Management Review, pp. 1-21 [In MLQG: pp. 183 ] Rice, J. & Rice, B. (2004) The Applicability of the SECI Model to Multi-Organisational Endeavors: An Integrative Review, International Journal of Organisational Behaviour, Vol. 9, Issue 8. Stalk, G. Evans, P. Shulman, L. E. 1990) Competing on capabilities: the new rules of corporate strategy, Harvard Business Review, 1992. Tampoe, M. (1994 ) Exploiting the core competences of your organisation, Long Range Planning, Vol. 27 No. 4, pp. 66-77. Voelpel, S. (2005) Escaping the Red Queen Effect in competitive strategy- how managers can change industry rules by sense-testing their business models, European Management Journal, Volume 23, Issue 1, P. 37-49. Wie, L. (2007) Reflection upon Present Competition-orientated Corporate Culture: in Knowledge Management Perspective, Wireless communications, Networking and Mobile Computing BooksIkujiro, N. & Hirotaka Takeuchi,(1995), The Knowledge-Creating Company; How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, New York Johnson, G. , Scholes, K. , Whittington, R. (1998), Exploring Corporate Strategy, 7th Edition, Pearson Education Limited, Essex Mintzberg H, Lampel J, Quinn J B and Ghoshal S, The Strategy Process, Concepts Contexts Cases, Fourth Edition, Prentice Hall, 2003. Appendix Appendix One: Porter’s five forces Threat of New Entrants: A n ew entrant to the Formula one industry faces many barriers. * High start up cost Excessive running cost (The total spending of all 11 teams in 2006 was estimated at $ 2. 9 billion) * High level of resources required, also act as a barrier for potential new entrants to the industry. * Certain level of experience and expertise is necessary which requires investment in personnel and technology * Sponsorships and a lucrative sponsorship deal can help improve a teams level of performance * The rules and regulation that exist regarding the design and construction of the car Bargaining Power of Buyers: The buyers in F1 enjoy high power.They play a vital role in the popularity of the sport as well as a considerable contribution to the funds for various teams. * Fans * Media * Sponsors Competitive Rivalry within the Industry: Formula One is, like any other sport, a highly competitive industry. Each constructor places emphasis in different capacities on a number of variables. * Engineers * Dr ivers * Management * Sponsorships * Designers * Technology Bargaining Power of Suppliers: The primary suppliers of F1 constructors have a lot of power. So much so that in a few instances, suppliers have been the cause of the end of the period of dominance of some constructors. Drivers * Engine manufacturers * Designers * Technical team Threat of Substitutes: All the other popular racing and sporting events can be considered to be a threat for F1 as they may take away resources such as money, drivers, sponsors, popularity, etc. from the F1 industry. * Soccer * Cricket * Olympics * Le Mans * BTCC * WRC * Moto GP Appendix Two: Resources and competencies gained Appendix Three: Maslow’s hierarchy of needs Appendix Four: Speculation of Ron Dennis Leaving the McLaren Team Source: The Guardian, Monday March 3 2008, pp. 15 Appendix Five: MinutesMinutes were taken at every meeting since October, meetings took place either weekly or fortnightly depending on work load and no meetings wer e held over the Christmas vacation. Meeting 1- Pret a Manger Minutes 15th October 2007 * Introductions to the group * Confirmation of group members * Vanessa Barnes * Laura Bentley * Ankur Dawar * Aashir Agarwal * Saqib Munir * Joe Abernethy * 2 people were assigned (or chose depending on personal preferences) which company they would like to be responsible for initially researching. * Ankur and Aashir: Ferrari * Laura and Vanessa: Mclaren Joe and Saqib: Williams * Arranged a set time and day for the meetings: Tuesdays 11-1 * The task for the next meeting: * Each read the article * Print off background information about our particular company (from the website) * All think about how the questions could be answered Next meeting: Tuesday 16th October in the Library Meeting 2- Library Minutes 16th October 2007 * Group discussion of how the essay should be structured * Each member of the group gave feedback about their company and interpreted the competitive strategies adopted by each c ompany. * Question oneAttempt to answer it using the model of porters 5 forces to firstly analyse the general industry of formula one * On a large piece of paper- we mapped out all the key issues that need to be considered in each aspect of porters 5 forces model and related them to Ferrari, Williams and Mclaren. Tasks for next meeting * Each member has been assigned one of porters 5 forces discussed and the individual has to relate the discussion to the three companies and bring a copy of the written up notes for the next meeting. * Find any relevant information to your ‘force’ e. g. e-journals etcNext meeting: 23rd October 2007 in Library Meeting 3: Library Minutes 23rd October 2007 * Feedback to the group our individual pieces of work from last week and make key points for improvement * From the case study made a list of all the apparent resources, capabilities and attributes of formula one * Linked all of the information to the strategies of each constructor Resourc es * Capital Investment * Money * Manager * The car * Sponsorship * Research facilities * Raw materials Capabilities * Skills * Extensive driver training * Engineering * Design * Performance * Racing tactics Different strategies for every track Attributes * Technology * Corporate Identity * Design * Tactics * Strategy * Track knowledge * Constructors have different strategies for different tracks therefore the design of the car changes with the track Discussion of case study: Amazon * Read the article and picked out key points Things to do for next meeting * In our constructor groups, identify the resources capabilities and attributes of Ferrair, Mclaren and Williams Next meeting: 6th November: Bistro Study Area Meeting 4: Library Minutes: 6th November 2007 * Main emphasis of the meeting was on question 2 Divided the work up between the team: Ankur and Aashir: Ferarri success in the mid 1970’s Joe and Saqib: Mclaren and Honda 1980’s Vanessa and Laura: Williams 1990â₠¬â„¢s * Decided on the word counts for each section * Set deadlines for each section Next meeting: 20th November in Bistro Study Area Meeting 5- Bistro study area Minutes 20th November 2007 * Incorporate the crescendo model into the assignment, particularly in questions 2 and 3. Link this to logical incrementalism and how was it implemented? * The next task is to focus on question 3 and look at each F1 constructor and find their reasons for failure.Some of the problems were then discussed in the meeting: * Breakdown in relationships * Unreliability of technology * Alliances pulling out * Drivers leaving * Discuss the possible reasons for each of the above factors and then in our teams, produce a document which states the reasons for the failure of each F1 team. * Ferrari: Ankur and Aashir * Williams: Joe and Saqib * Mclaren: Vanessa and Laura * It is also important to consider why and how Ferrari have sustained success!! Tasks for next meeting * Each team member should be responsibl e for finding e-journals and bring at least one journal on competitive strategy to the meeting. Competitive advantage * Competitive Strategy * Formula One * Is it possible to get hold of any financial statements for any of the companies? * Conduct a PEST(LE) analysis of your particular team to go into the appendix of the assignment. Next meeting: Tuesday 4th December at 12pm in Bistro Study area. Meeting 6 in Library Minutes 4/12/2007 Tasks for after Christmas * Look at the reading list and pick an item each * Got through the lecture notes so far and highlight what needs to be included in the assignment. * Find 2/3 journals each on our selected topics: read, highlight and make notes. Highlight the reasons for failure for each constructor and type up (300 words) * Do a PEST analysis for each constructor E-journals to look at: Vanessa and Laura Porters 5 forces and the value chain Critique of Porters five forces Saqib and Joe Emergent, intended and realised strategies Ankur Resources and capabilities Aashir Focus differentiation Cresendo model Constructors to look at reasons for failure: Vanessa and Laura Mclaren Joe and Saqib Williams Ankur and Aashir Ferrari Next meeting: After Christmas meet 6th Feb due to exams Meeting 7 in library Minutes 6th Feb 2008 Discussion of previous work that has been done over Christmas * Identified the need for theory to now be integrated into the questions * Discussion of peer assessment- decided to give each other equal marks * Discussion of question 4 and the theory that needs to be built into it * Discussion of the basic strategies for each constructor Theory for question 4 * Growth strategies: Alliances Alliances with suppliers and sponsors To gain sponsors and get more money the company needs to pitch a strategy if they are not already achieving success. * Imposed strategiesThe constructor doesn’t want to do it but the environment imposes change: e. g. legislation * It is difficult to innovate due to the imposed limit ations on the industry * Quantum Hypothesis * Cresendo Model * Logical Incrementalism Used generally throughout Formula one, small changes being made all the time * Red queen principle After Ankur and Aashir have sent the first draft of question 4 to the group- we all need to go through it before the next meeting and have some improvements on it and things that we need to add to it. Tasks to be done for 8th Feb * Format question 1: Laura Type up the minutes: Laura * Put question 2 together from everyone’s answers for each constructor: Joe * Put question 3 together from the reasons for failure for each constructor: Saqib * Do a first draft of question 4 taking into account the notes and discussion that was produced today: Aashir and Ankur. * Send all questions to Vanessa, she will format the questions and make them into ‘one voice’. * All look at previous lecture notes and the review of semester 1 to see what else we need to include in the questions What needs to be in the Appendix? * Porters five forces model * Minutes Maslow’s Hierarchy of needs * Resources and the competencies gained Discussion of the unipart and Sony Case studies Next meeting: 22nd Feb Meeting 8 in Library Minutes 22/02/08 * Cutting down the word count from 7000- 5000 * Checking all theories used and adding any relevant material * Reading the Guardian news article and discussing it’s relevance Tasks to be done * Front cover of assignment: Aashir * Word count- cutting words out: Vanessa, Laura, Saqib, Joe, Aashir * Formatting: Laura * References: Laura * Proof reading: Laura * Printing: Aashir * Compile appendix: Aashir, Laura, Vanessa