Galileo vs. Church

Galileo is viewed as the father of modern science because he made and tested theories which we still go by in the current years. In the present day we are thought and live by the heliocentric theory. This basically means that the sun in in the center and the planets are in its orbit. The Roman Catholic Church believed that the earth was in the center, therefore the sun and other planets were in the Earth’s orbit. Galileo was charged of false teaching. The charge against Galileo was grounded on a report that Galileo had been personally ordered in 1616 not to discuss Copernicanism either orally or in writing.Cardinal Bellarmine had died, but Galileo produced a certificate signed by the cardinal, stating that Galileo had been subjected to no further restriction than applied to any Roman Catholic under the 1616 edict. No signed document contradicting this was ever found, but Galileo was compelled in 1633 to avoid and was sentenced to life imprisonment The Dialogue was ordered to b e burned, and the sentence against him was to be read publicly in every university.At the time, the church was the legal authority of the land and anything that went against the church's doctrine of what the Bible said, was considered heresy and punishable by excommunication, imprisonment, or death. In this case Galileo violated the doctrine of the Roman Catholic Church by teaching the heliocentric theory. According to the church these theory’s by Galileo was trying to prove the bible false. The stronger side is Galileo’s side. In my opinion I would pick Galileo’s argument over the church because he tried to explain to the church his findings.The church being filled with pride and single-minded did not give Galileo a chance to explain and reveal his findings because they automatically thought he was going against the bible and trying to prove it wrong. They then prosecuted him. In conclusion, Galileo is known as the father of modern science, his theory which was overlooked in the past is now accepted and thought in the present day. This shows that the Roman Catholic Church was biased in the past and did not want to give him a chance to reveal and explain his findings.

Swot Analysis: Javanet Internet Cafe

SWOT Analysis: JavaNet Internet Cafe Business Overview JavaNet Internet Cafe is to be the first high tech internet cafe in Eugene, Oregon. The cafe will provide computer equipment, as well as high speed internet access as well as coffee and bakery items. The appeal of this company is to provide advanced internet services to the public that may not be affordable in home use. Also, the business plan includes a training staff to assist new internet users in learning the basics of the internet. The goal of this plan is to provide an upscale social and educational environment for those who desire internet access as well as social interaction and technical assistance. Strengths JavaNet has sought out a knowledgeable staff who are eager to teach internet basics to new users. They have purchased state of the art equipment which will appeal to users who may not be able to afford the best equipment in their home or office. The company will offer a higher-class environment than other coffee houses or internet cafes. The amenities will include hard wood tables and booths, track lighting, local art, and upscale coffee house equipment. The business appears to have sufficient capital from grants and investors to maintain operations for the first year. The small scale of the business requires only a small staff, and the business model appropriately includes the necessary management. The market segments are accurately identified as a split between new internet users, and the more experienced â€Å"power users†. The business plan includes appropriate services for both segments. The marketing plan is effective for this type of business. Local advertisement and newspaper ads will be appropriate for the local scale of the business. Weaknesses Like any other technology based company, JavaNet is heavily dependent on a rapidly changing market. Computer technology, to include hardware and software as well as the users evolve very quickly. While computer technology may require the most attention in a dual service business such as this one, the other half should not be neglected. It seems as though not enough thought has gone to the coffee shop aspect of the business. In order to be competitive with the high volume of coffee shops in Eugene, a staff who is knowledgeable and trained in making and serving specialty drinks will also be necessary. Opportunities Since this business was to open in 1998, the demand for public internet access was high. In Eugene, Oregon, JavaNet would be the first cafe to offer internet access as well as specialty coffee. There are several high end coffee suppliers in the region and wholesale cost for quality coffee beans is relatively low compared to resale value. The demand for gourmet coffee is high, and should do well with the quickly growing interest in internet access. At the time, in 1998, home internet access was not affordable for everyone, and the dial up services were certainly not as fast as the T2 connections being offered by JavaNet. Access to new and expensive Software applications would be available to customers that would not normally be available unless the person had access to an office or school computer lab. Threats The greatest threat to this business plan may be offering services that are appealing enough to bring customers from their home to the cafe. As technology advances, the cost of ownership for high tech computing and internet equipment goes down. The equipment that is available in the cafe may soon be available for home purchase at an affordable cost. Having seen the â€Å"future† since the start up of this business, we now know that high speed internet access is available in the home at a very affordable price. Many larger, mainstream food franchises now offer wi-fi (high speed wireless internet access) in their establishments. McDonald's and Starbucks are two of the first companies to offer free wi-fi in almost all of their United States locations. For JavaNet to remain successful and competitive, the owners and staff must continually modify and evolve their business plan to be one step ahead of the services that are offered for in-home use. In 1998, a high speed internet connection along with laser printing and access to popular software, such as Adobe Photoshop and Microsoft Office applications were not affordable to many for home use. Ten years later, most of these items are commonplace in the home. Another threat will be competition from similar businesses. While JavaNet may be at the front of the Cybercafe wave in Eugene, similar businesses will be starting in the near future. The owners and operators must be able to foresee the competition and have the ingenuity to offer cutting edge services that are not available from the competition. References Internet Cafe Business Plan. (n. d. ). Retrieved July 18th, 2009, from http://www. bplans. com/internet_cafe_business_plan/executive_summary_fc. cfm

A Different History by Sujata Bhatt †Analysis Essay

Explore the ideas in the poem A Different History by Sujata Bhatt. Sujata Bhatt reflects and explores on the ideas of ‘culture, ‘values’, human struggle, religion combined with its beliefs and acquisition of foreign or strange language. Bhatt invites the readers and takes them through the culture of India and its religious beliefs that every life respects them there. There is enough vocabulary to understand this in the poem. She also expresses her bitterness and strong emotions towards the struggle and torture borne by the people ‘here’ in the past. She wonders and ponders on the issues of ‘tongue’ and ‘language’ She shows her amazement and expresses her inability to understand how people ‘here’ learn to love the ‘strange language’ that put to suffer the torture and struggle for identity. The poem does not have a traditional structure in terms of stanzas or the rhyme scheme in it. The complex ideas of religion, beliefs, values, culture and loving foreign language might be the reasons for composing it with no rhyme and irregular parts. The first 18 lines run in religious and reverential tone but the poet immediately shifts to bitterness and wonder. See more: Strategic Management Process Essay The first part begins with an introduction to the Nature god, Great Pan, who assumed to be dead to rest of the world. But Bhatt reminds the world that India welcomed this ‘immigrant’. The phrase,’Great Pan is not dead’, conveys the world that the culture of worshipping â€Å"Nature’ gets home in India. The word ‘emigrated’ shows us that this emigrant is neither dead nor has intensions to return to his country. Thus, she makes a point that the culture in India is unique with ‘A Different History’; a history which respects and worships the Nature and the environment around without somebody gives any awareness. Introducing the word ‘India’, she touches the living values and culture in this country. She tries to conjure the readers into understanding how the people ‘here’ believe in ‘snakes and monkeys as gods’. She explores on the values and beliefs of the people ‘here’. The word ‘sacred’ allows the readers understand the inherited values and beliefs here about worshipping ‘trees’. She brings out the picture of togetherness in animals and trees. The simile ‘disguised as snakes and monkeys’ provides us the clue to the belief of sacredness. Bhatt explains the fact that ‘sin’ doesn’t need to be a serious wrong act in ‘this culture’ but a small act can be ‘sin’. Bhatt uses three verbs that denote rudeness in behavior towards books. She uses ‘shove’ , ‘slam’, and ‘toss’ to explain how the culture ‘Here’ values knowledge. Though treating a book rudely is not an act of disrespect but an act of ‘sin’ here’; a serious connotation. Bhatt uses the word ‘sin’ three times to mean more than a wrong act in life. This throws light on the culture of ‘India’ and values observed here. Bhatt gives a hint of religious beliefs in her though not really enthusiastically to prevent the idea of negativity in her ideas. She introduces ‘Sarasvati’ to the readers of English as a ‘goddess of Arts’ – knowledge, painting and music. She conveys that the people( ‘soul’) enjoy endless freedom ‘here’ but they are bound to observe the beliefs of this culture. The line ‘You must†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. disturbing Sarasvati’ highlights the idea the freedom is in respecting one’s culture and self but not enjoying oneself which is selfishness. There is a hint of dualism in 17th and 18th lines. These lines express the value system which is an ‘obligation’ in this culture. We can understand this with the word ‘must’ in the poem. Bhatt suddenly shifts her tone from reverential attitude to bitter and emotional tone in the second part of the poem. She questions all the histories in the world to recollect how different ‘oppressors’ and ‘conquerors’ left their ‘tongues’ to destroy other cultures. The metaphor ‘oppressor’s tongue’ and two rhetorical questions in the second part make the readers feel guilty of human history. It is a history of oppression which left dark chapters. The word ‘murder’ makes it very clear that the history of ‘oppressors’ is not very appreciable. She expresses her bitterness and shows aggressiveness for forcing the ‘tongue’ on ‘a different culture’. Bhatt closes the poem with amazement in the last 7 lines. She uses enjambment to compose the complex idea of acquisition of ‘strange language’. She asks ‘how does it happen’ but continues to answer her own question with wonder and amazement. Bhatt feels that it is quiet difficult to understand how people love the language left by the ‘conquerors’ face’ after the ‘soul’ borne the torture. It becomes wonder for the poet to notice that the people here were left with ‘cropped soul’ but they stepped into future to love ‘the strange tongue’. English language must be the strange language that she refers in the poem. Maybe, people here welcome the change with time and life and they are kind to forgive or forget the past as it is no more important in the present. She uses ‘the unborn grandchildren’ which allows the readers to understand that the present generations are living in a different culture where everyone ccepts other cultures. Bhatt seems to be fearful to see the danger of forgetting the language of origin. Because the ‘strange language’ is lovable now, it may lead to the disappearance of mother tongue. She uses ‘unborn grandchildren’ to mean the generations who would come in this world. She also hints that these generations would accept and welcome all the cultures that they live in. Today, the world is not left with a culture that is purely not affected. So the poet thinks one might live and accept different cultures that affect them. The poet gives us the universal theme of ‘acceptance of all the cultures’. Though one would love his/her own culture, it also happens that people(souls) accept and begin to love other language(strange language). In conclusion, I think that the poem explores the ideas from culture to values and oppression to loving strange language. Readers also understand the ideas of culture, religion, beliefs and ‘a history with difference’; where people are kind and modest to accept different culture and their language yet continue to have ‘a different history’ for themselves.

Philosophy paper Essay Example | Topics and Well Written Essays - 1500 words

Philosophy paper - Essay Example Rousseau is of the view that general will is the sum of differences of specific individual interests. It is in the best interest of everyone e.g. personal interests are often benefited at the expense of other people’s collective interests. Therefore if this individuality is cancelled out entirely then all citizens within a society can enjoy freedom. By subjugating our desires for the betterment of nation, voluntarily embracing the society’s administration as our own, freedom can be achieved which will make us more rational and moral (Rousseau 26). Under the social contract, Rousseau is in favour of alienated totality of all rights within the society. By exchanging innate freedom with civil independence we are able to maintain equality between all members of society. When the community rights surpass individual rights a sovereign state comes into being. â€Å"Finally, each man, in giving himself to all, gives himself to nobody: and as there is no associate over which he does not acquire the same right as he yields others over himself, he gains an equivalent for everything he loses, and an increase of force for the preservation of what he has† (Rousseau 24). In his book, the social contract Rousseau envisages sovereign as a collective effort of all citizens. Through continued collaboration they form the state principles and general will for common good. According to him the government and sovereign are in constant friction that may result in a diminishing society but healthy nations never give up and last for ages to come e.g. the Roman realm. Everyone is free to practise their own beliefs in privacy but a public religion established by the state is preferred that favors active citizenship. In his ideology citizens are not forced but motivated to affirm to the community for their own mutual interest. His main aim is to seek how freedom can develop in a civil society in

Global organizations ethical & cultural issues Essay

Global organizations ethical & cultural issues - Essay Example Such challenges may include ethical and cultural issues that corporations face as they seek to expand their presence in the global arena. Wal-Mart Stores, Inc. faces ethical, social responsibility & cultural issues as it seeks to expand its operations outside the United States. Indeed, this research paper addresses and analyzes the cultural, ethical, and social responsibility issues affecting the operations of Wal-Mart outside America. Wal-Mart is a global retail corporation that operates a chain of large retail stores in various formats across the world (Forbes, 2013). The global organization has its headquarters in America and stands out as the largest private employer with more than two million employees across the world. The corporation has about 8500 stores, which operates in 50 states in the United States and in 26 countries across the globe (The New York Times, 2013). The global organization has a low price philosophy, which attracts a wide a customer base (Forbes, 2013). Neve rtheless, with the diversity of its operations and many employees the corporation faces numerous ethical, cultural, and social responsibility issues relating to its operations and workforce. Walmart has been expanding its operations outside US especially to areas where it can establish a strong retail store. The global organization opened retail stores in Japan, Germany, China, and South Korea but faced various cultural issues that limited its success and sometimes led to the closure of such retail stores. Notably, Germany was the first place that Walmart opened its stores outside Europe (Landler & Barbaro, 2006). Nevertheless, cultural issues in Germany grounded its operations. The cultural issues included the corporation’s failure to provide all products and services under one roof as seen in American stores (Landler & Barbaro, 2006). Moreover, the merchandise at the Walmart stores in Germany was inefficient for the customers. The retail store irritated the German customers by placing all the premium products at an eye level and placing the discounted products at the bottom or the top most shelve where customers struggled to get the discounted products (Landler & Barbaro, 2006). Additionally, the WalMart’s product line in Germany did not suit the shopping and cultural traits of the customers. In fact, the German culture negated the American culture that Walmart propagates in that shoppers opt to shop daily in various local stores dealing in household goods and groceries instead of shopping once a week as Walmart advocates (Landler & Barbaro, 2006). Walmart had issues in satisfying the cultural and shopping habits of a normal German shopper who seeks to the most efficient and limited time in shopping (Landler & Barbaro, 2006). The retail store in Germany mandated customers to spend longer time in shopping to the dismay of the German shoppers. Additionally, the retail store introduced strange management practices that did not conform to the Germa n culture. Indeed, the management requires employees to attend the morning exercise before the shift that annoyed many German employees (Landler & Barbaro, 2006). Furthermore, the store required sales clerks to smile at customers. This negated the German culture where men viewed this as flirting and the German culture viewed the behavior of smiling at strangers as an abnormality (Landler & Barbaro, 2006). In fact, this trend disturbed many German cashiers and derived hard feelings as the smiles were

Review of You Know When the Men Are Gone by Siobhan Fallon Essay

Review of You Know When the Men Are Gone by Siobhan Fallon - Essay Example The author, Siobhan Fallon has invested in these stories a variety of emotions, realism and conciseness, which is prominent in the writing style and the tone used by the author. This book, â€Å"You Know When Men are Gone† movingly makes the citizens of the United States of America and its readers, recall, remember and pay tribute to the numerous sacrifices made by officials and staff of the naval, land, marine and the air forces of the country and not only the officials but also their parents, wives and children as well. This shows us that the sacrifices, like charity, when in the armed forces, begin at home. This book makes extensive use of different elements of literature, namely denotation and symbolism and these are used at numerous places, across all the stories. â€Å"Fallon provides a full three-sixty on military life, taking readers into the daily existences of both the women left behind to manage the mundane details and minor crises of domestic life and the loud-tal king, cursing, dreaming-of-home men who, knowing that they cannot control what happens while they’re away, grapple with the undeniable possibility that when they do finally return to home and family, they won’t find the same home and family they left† (Schinsky).   This book despite its very clear and denotative message of the absence of the military personnel from home, possesses a certain connotation. Set in the very secure colony of Fort Hood as well as the Green Zone in Iraq, the symbolism in this book by Fallon focuses on the world within the all the stake holders of war, especially the men fighting, the women waiting and the children crying. The stories in this capacity are inarguably out of the ordinary and attention grasping. This is not because of the fact that they are informative, emotional and heart wrenching but because they shed light on the truth—the profound, expressive truth of all the stakeholders of war and all those involved in these stories. This is because of the reason that the write Siobhan Fallon pursues first the complete realism of the life and surroundings of her book’s character. This she does through the prose which is concise and reverberating, later attaching with it a connotation. Therefore, the collection of short stories, received much praise from the masses and they exceeded expectations of all those who read them, primarily because of the fact that these stories were merely a narration by the author about her personal experiences. Each one of the short storiesput forth a varied theme, ranging from the partsthat military personnel, their staff and their colleagues must fulfill, regardless of the degree of command or the location, wherever they are, home or combat. This novel makes the readers aware of the elusive control that the military transmits even over the most apparentlyinsignificantfacets of time, how lengthy the grass may grow in the front yard, and the superiorand significant par t that is played by the families of these military personnel in each other’s lives. The family network, as described in the book is so inter woven that the families start feeling a certain sense of dependence upon each other. The author of this short stories collection Siobhan Fallon has taken great care of very intricate and seemingly lesser important matters. The author here has been very cautious and

Sponsoring Arsenal Football Club Essay Example | Topics and Well Written Essays - 1500 words

Sponsoring Arsenal Football Club - Essay Example The season for the premier league starts from the month of august till may. It is one of the most lucrative leagues as it is attracting all the top players all over the world to its teams. In the year 1992, the premiere league was sponsored by Carlings. This was followed by the sponsorship of the premiere league by the Barclays card. "A history of the premier league". In the year 2001, the Barclays started complete sponsorship to the premiere league and from there on it came to be known as Barclays Premiere League. Today, people recognise the English premiere league by the name of Barclays. The sponsorship to the league started in the year 1992, it was first sponsored by Carlings and later on by Barclaycard from 2001-2004, Barclays 2004-2007, Barclays premier league finally 2007-2010. The total number of teams competing in the Barclay's premier league is 40 clubs. Out of the 40, 4 have already won the title of Manchester united, Blackburn rovers, arsenal, Chelsea. I have also discuss ed the competition format for the 20 clubs in the premiere league. About Barclay Bank, the bank has its headquarters in London alongwith Barclays Group Chairman is Marcus Aguis, and the Group Chief Executive is John Varley. They also function in all over the world, offering their customers with the suitable products and services. The company is listed on the London stock exchange. The bank also complies with the UK combined code on corporate governance. Barclays bank has a history of 300 years old. In all these years the bank has grown to offer its customers the required and the right product and the serices, suiting their requirement. The bank has its services in the field of financial services; they are also into retail and commercial banking, credit cards, investment banking, wealth management services al over the globe. The bank has its extensive international presence in Europe, the Americas, Africa and Asia. The Barclays bank operates in more than 50 countries and has its tota l employees of approximately 155,000 people. Now, the question arises as why did Barclays bank tie up with the premiere league The premier league laid down the following objectives and they were the ones that compelled Barclays to sponsor the premiere league. They were to be regarded world's best football league off and on the field, to promote the accessibilty to live games and enough media exposure and generate traffic to the media channel where the league is forecasted. To generate sufficient revenue so as to strengthen the future events of the premier league and its clubs as also been the main aim of the premier league. Football is the main domestic sport of the people there. They thought that this is the best way to advertise and promote their products and services. As the traffic is already generated by the fans, so they thought of doing innovative marketing and promotion of their products and services. They contributed to the premier league right from the year 2001 till 2010. Obviously, if Barclays is sponsoring such a big event then it would definitely change the preception of the people regarding Barclays banking. They are

The Effects of Global Warming Essay Example | Topics and Well Written Essays - 250 words

The Effects of Global Warming - Essay Example These deadly consequences can eventually result to damages in property and resources and even loss of lives to millions of people. Other known effects of global warming are also reflected in the extinction of plant and animal species and the decreasing diversity of the ecosystem. Plant and animal populations have reduced as they migrate to new habitats for them to survive. Furthermore, human health and safety are also likely to be affected with the detrimental effects of global warming. Due to the rising temperatures, humans can be subjected to diseases such as malaria, dengue and cholera, which can easily spread, not only in tropical areas, but also in the Polar Regions. As such, the effects of global warming can be disastrous, and these can also severely affect human life conditions, as well as the living patterns and survival of the different species that depend on the diversity of the

Bankrubtcy of Lehman Brothers changed the business world Research Paper

Bankrubtcy of Lehman Brothers changed the business world - Research Paper Example The study also discusses about the business scenario and stock market of the year 2008 after the breakdown of Lehman Brothers. 2.0 Arguments The following arguments relate to the effect of bankruptcy of Lehman Brothers in various market segments. These arguments are true facts as it has taken from the reliable sources based on the topic. In the US, Lehman Brothers was considered as the fourth biggest investment bank and also a well-known brokerage firm (Hoffman & Et. Al., 2009). The fall down of Lehman Brothers in the year 2008 with no rescue from the government has brought appalling conditions to a number of people around the world. This occurrence was considered as a watershed event for everyone as it has played a significant role in the collapse of the global finance which brought dreadful situations and constricted the worldwide liquidity (Wei & Tong, 2009). The bankruptcy of Lehman Brothers led to disastrous results on the ‘prime broker clients’, ‘stock lendin g funds’ and ‘money market funds’. This type of bankruptcy generated wider range of trading as well as immense exposure for several of the company’s counterparties. The collapsing of one of the largest banks has led to failure of trust between brokers and banks. The investment banks as well as their prime brokers have not been trusted by hedge funds. The hedge funds, investment banks or prime brokers were not preferred to expose to any other parties. The leverage of hedge funds was decreased considerably and there was a continuation of ‘deleveraging cycle’ of investment banks along with other companies. The lending of investment bank has been decreased and borrowing and lending leverage that were accessible to clients and banks has been stopped (Aikman, 2010). After such occurrence, prime brokers demanded more money for securities. In the year 2008, liquidator Price Waterhouse Coopers (PwC) made apparent that a few assets that have been offere d to Lehman Brothers International Europe (LBIE) were considered as ‘rehypothecated’. It was not apprehended for the clients on the basis of segregation and for that reason clients failed to obtain any proprietary interest in assets. Moreover, the investors of LBIE had fallen within unsecured creditors (Singh & Aitken, 2009). In the year 2008, the bankruptcy which had taken place in Lehman Brothers has strained the market to re-evaluate the risk that may possibly be raised. The price of junk bonds before the crisis was $2.50 and in 2007 the price increased to $4. Throughout the crisis the price raised to $6 to return to about $4.50 in the month of June 2008 and after the crisis it has increased to considerably higher point. There was a rigorous collision in money market finance due to the bankruptcy of Lehman Brothers. On September 16, 2008, ‘Primary Fund’ which was a $62 billion fund declared that it had experienced a loss on the $785 million worth of Lehm an Brothers’ debt (Zingales, 2008). The fall in money market has led to an effect on borrowers. The funds of money market are the largest purchaser of commercial paper but because of more concern towards redemption risk they preferred safe and liquid investment (Krishnamurthy, (2008). The money market was a significant basis of liquidity for the worldwide market mainly for broker-dealers. The run on mutual funds that is related to

New Hire Communication Essay Example for Free

New Hire Communication Essay Welcome to Apple, as a new hire I would like to introduce you to our Company culture and our process. As the new manager at Apple, you’re expected to follow our rules and regulations and train new employees according to the regulations enforced by the company. Company Culture At Apple, we are innovative, futuristic, high-tech, and terminated to reach our business goal of $10,000 sales per week. Our high-tech products are unique from cellphones, laptops, watches, and robo-pets. Our company is unique because we allow our employees to be creative and productive, we give them an opportunity to flourish with the company. Company Process Our Company Process to reach our sales goal of $10,000 per week is to have 90% close ratio. We have the most top selling products for the past three quarters, it’s important that we keep our numbers up and ask our customers what they like about our products and what else would other products that they would be interested in purchasing. Once finalizing a sale the customer is to receive a coupon book of various other products that we sell with the company. All sales are documented in our systems and a second receipt is kept within the register. Company Procedures Depending on the product the customer purchased, at Apple we show the customer how to use their device and to maintain it for a long life span. For instance, if the customer purchases an Iphone we show them how to  operate the device and downloads any apps they may be interested in and show them how to setup their emails, contacts, and etc. We show clients how to search and download apps that help them maintain their lifestyle. We help the client login in to their emails so they have them on hand without the use of a computer. If the customer had another phone we help them retrieve their contacts without the hassle of reentry. The iphone also comes with Siri who helps the user navigate through the phone or any question the researcher may have. Siri can call your contact, research information, and even offer the client a weather update. As our new manager at Apple, you are expected to follow our procedures and regulations and train all new employees to do the same. Our company is innovative and unique we offer our clients the best products available to them and build client relationships for future business with them.

Comparison of Adidas and Nike Footwear

Comparison of Adidas and Nike Footwear COMPARITIVE STUDY OF Brand of Leading Footwear Giants With special reference to Adidas and Nike ABSTRACT BRANDING The 1980s marked a turning point in the competition of brands. Management came to ralise that the principlal asset of a company was in fact its brand names. The brand is not the product but it gives the product meaning and defines its identity in both time and space. Too often brands are examined through their component parts: the brand name, its logo, design or packaging, advertising or sponsorship, the level of image and brand awareness or, more recently, in terms of financial valuation. The brand is a focal point for all the positive and negative impressions created by buyer over time as he comes into contact with the brands products, distribution channel, personnel and communication. The brand continues to be, at least in short term, a byword for quality even after the patent has expired. The brand performs an economic function in the mind of consumer and thus has a lasting and memorable effect on the companys activities, be it as distributor or owner of the brand. Legally a brand is simply a symbol which distinguishes a companys product and certifies its origin and thus only obtains its value through registration and conformity. In order to understand in what way a strong brand is a generator of growth and profitability, it is first necessary to remind ourselves of the fnctions that it performs with the consumers themselves, and which are the source of this valuable goodwill. Once these functions are valued, the consumer seeks out the brands and becomes attached, indeed loyal, to them and, in accordance with the valuation, is often prepared to pay more for the branded product. On the other hand, when these functions are either not fulfilled or not valued by the public, the attraction of the branded product decreases and its premium price becomes unacceptable. Branding means much more than just giving a brand name and signaling to the outside world that such a product or service has been stamped with the mark and imprint of an organization. Brands are a direct consequence of the strategy of market segmentation and product differentiation. It is no wonder that the word â€Å"brand† also refers to the act of burning a mark into the flesh of an animal as a means to claim ownership of it. Branding though, is not about being on top of something, but within something. The product or service thus enriched must stand out well if it is to be spotted by the potential buyer and if the company wants to reap the benefits of its strategy before being copied by others. The brand should have its own specific point of view on the product category. It is this conception whichjustifies the brands exixstence, its reason for being on the market, and provides it with a guideline for its life cycle. A brand is both the memory and future of its products. Products are mute: the brand is what gives them meaning and purpose, telling us how a product should be read. A brand is both a prism and a magnifying glass through which products can be decoded. Brands become credible through persistency and repetition. Whats in a name? That which we call a rose by any other name would smell as sweet. William Shakespeare Shakespeare was wrong. A rose by any other name would not smell as sweet †¦. Which is why the single most important decision in the marketing of perfume is the name. Al Ries and Jack Trout An idea, in the highest sense of that word, cannot be conveyed but a symbol. Samuel Taylor Coleridge A brand is an external manifestation of what happens inside the organization. The brand is the most powerful asset of a company. It is the instrument by which the products move. It is the symbol of a companys promise. Branding is the process by which companies distinguish their product offerings from competition. A brand is created by developing a distinctive name, packaging and design, and arousing customer expectations about the offering. By developing an individual identity, branding permits customers to develop associations like prestige and economy with the brand. Buying a brand reduces the risk of the customer and eases his purchase decisions. Brand superiority leads to high sales, the ability to charge price premiums, and the power to resist distribution power. A brand is a distinguishing name or symbol (such as a logo, trademark, or package design) meant to identify the goods or services of either one seller or a Group of sellers. Its purpose is to differentiate the goods or services from the goods or services of the competitors. A brand gives signals to the customer the source of the product, and protects both the customer and the producer from the competitors who would attempt to provide identical products that appear to be same. The strength of brand is directly proportional to the expectations of the customer about it. The brand is the culmination of all the activities of the organization. The brand name conveys the set of values and attributes embodied in the brand. When we think of M with curved top reminds us of the delicious burgers served at McDonalds outlets. This is how a symbol reminds us of the brand when it becomes applicable in the whole universe. A BRAND CONVEYS the following message Ø Attributes: can be both specific and abstract. Size colour and weight are specific. McDonalds gives identification of pure and hygienic food served by it. Ø Benefits: refer to the consumer perception of the needs that are being satisfied. McDonalds gives us healthy food, which is hygienic and ready to eat. Ø Values: Wipros values are to deliver best products and services by applying these values. Ø Culture: Mercedes represents German culture: organized and efficient and comfortable cars. Ø Personality: Raymonds fabrics provide a gentle, caring and lovable mans look to its users. Ø User: Barbies indicate that its user would be a small kid and not a teenager or an old man A successful brand has several essential attributes. The presence of most of these attributes can guarantee long-term eminence of the brand.  · The brand provides the benefits that customer desire. Customers buy a brand because its attributes, its image, its service and many other tangible and intangible factors create an attractive whole.  · The brand stays relevant.  · The pricing strategy is based on consumers perception of value. The company has to arrive at the right blend of product quality, design, features and price. Value pricing should not be adopted at the expense of essential brand-building activities. Whatever price the company decides to charge, it should be able to demonstrate that customers are deriving value from it in proportion to the price they are paying.  · The brand is properly positioned. Successful brands keep up with competitors by creating points of parity in those areas where competitors are trying to find an advantage, while at the same time creating points of difference to achieve advantages over competitors in some other areas.  · The brand is consistent. Maintaining a strong brand means striking the right balance between continuity in marketing activities and the kind of changes needed to stay relevant.  · The brand portfolio and hierarchy should make sense. The Gaps brand portfolio provides maximum market coverage with minimal overlap. Banana Republic serves the higher end, the Gap brand covers the basic style and quality segment, and Old Navy serves the mass market. Each brand has the distinct image and its own source of equity. Brand at each level of the hierarchy should contribute to the overall equity of the portfolio through their individual ability to make consumers aware of the various products and foster favourable associations with them.  · The brand makes use of and coordinates a full repertoire of marketing activities to build equity.  · Brand managers understand what the brand means to consumers. LITERATURE REVIEW Define the Market Market is the place where the sellers and buyers meet. It does not have any demographic limits. Market research  · Market research gives the knowledge about customers, its attitude, approach. Market research is collection of data which will make a person (as a business) more aware of how the people, you hope to sell the product of the company to, will react to your products or services. Conducting market research There is no uniform way of conducting market research, yet there are number of ways in which we may carry out your research but we need to carefully consider the reason of this choice and what you hope the evidence will suggest to you. There are various methods but Questionnaires and personal interviews are one of the most common ways in which you can conduct market research, and there are many methods of gathering data this way: Direct Interview, Mail Survey and Telephone interview of person. Marketing mix The Marketing Mix (The 4 Ps of Marketing) In marketing decisions we are to take decisions about the four following categories:  · Product which is produced by the company  · Price which is charged by the company  · Place (distribution) where it is sold by the company  · Promotion what is done to increase sales of the company These four Ps are those parameters that the marketing manager can control, subject to the internal and external constraints of the marketing environment. All the four elements of the marketing mix for a target market should reinforce one another and contribute positively to companys value proposition for the target market. The correct process to get its marketing mix right is that the company decides its positioning and sets each element of the marketing mix to conform to its positioning. Most companies start with fixing their marketing mix elements individually and only much later in their evolution do they consciously think about positioning. Different elements of the marketing mix send conflicting signals to the customers. Customers are confused about the companys true positioning. Such companies are not reaping the values that they could have from their marketing mix as customers pay less to compensate for the conflicting signals they get from one of the elements of the marketing mix. When customers get conflicting signals from the store, they always look to bargain for a lower price. If the same product had been sold from a brand ed store, all the four elements of the marketing mix would have presented a consistent image of high quality and premium product. Customers would not have bargained. Product Decisions Product means to tangible, physical products as well as services. Here are some examples of the product decisions to be made by the marketing manager:  · Brand name  · Styling of the product  · Quality of the product Price Decisions Marketing manager is to decide which pricing policy is to be decided by him for his product range so that consumer is satisfied and he is not losing profit. There are no fixed rules to be followed. Some examples of pricing decisions to be made include:  · Pricing strategy (skim, penetration, etc.)  · Cash discount and early payment discounts  · flexibility in pricing of the product of the company  · Price discrimination Decision about Distribution (Place) of Product Distribution means the process of delivering the goods to its customers. Some examples of distribution decisions include the following:  · Distribution channels  · Market coverage (inclusive, selective, or exclusive distribution)  · Warehousing arrangement  · Distribution centers of the company  · Transportation Promotion of goods It represents the various aspects of marketing communication. It is the communication of information about the product to generate a positive customer response. Marketing communication decisions include the following items:  · Promotional strategy (push, pull, etc.)  · Advertising of the product  · Personal selling sales force  · Sales promotions Swot analysis S Strength W Weakness O- Opportunity T- Threat This is very important for the company because it tells the weakness and the strong points of the company and if company then it is easier for the company to operate and also the profits as well as the market share of the company get increased so that it gets some synergy in its operation. Brand Image Brand image relates to the customers perception of the brand. Brand image can be defined as the set of beliefs held about a particular brand. Brand image is the sum total of impressions that consumers receive from many sources, all of which combine to form a brand personality. Brand image is also described as the way in which a particular brand is positioned in the market, i.e., hoe the consumer perceives the product. Brand image is a set of associations, usually organized in some meaningful way. Brand image is the understanding consumers derive from the total set of brand-related activities engaged by the firm. Implicit in all the above definitions is that brand image is a consumer-constructed notion of the brand. Consumers ascribe a persona or an image to the brand based on subjective perceptions of a set of associations that they have about the brand. For example, Lexus may be associated with lixury and status, while Volvo may have safety associations in the mind of the customers. McDonalds may be associated with a symbol such as the Golden Arches, or children may link the fast food giant to a place where they can have fun. The key difference between the brand image and brand identity is that whereas identity stems from the source or company, image is received by the receiver or the consumer. Brand message is packed or wrapped in terms of brand identity, and it is unpacked or unwrapped by the consumer in the form of brand image. Identity represents the firms reality while image represents the perception of the consumer. Brand attitude Attitudes towards brand are dynamic, and are learnt over a period of time. Therefore, each encounter of the consumer with the brand either reinforces the existing attitude or forces him to re-evaluate it. Consumers form attitudes about brands to consumption for several reasons:  · They simplify complex subjects  · They protect self-esteem  · They help us adjust to world  · They allow us to express fundamental values. There are three main sources of attitudes:  · Direct experience with the brands and situations  · Explicit and implicit learning from others about the brand  · Personality development Attitudes are not observable. Attitudes relative to purchase behaviour are formed as a result of direct experience with the product, word of mouth, exposure to mass media advertising, the internet and direct marketing. Attitudes are not synonymous with behaviour though they may result from behaviour. Attitudes have consistency, though they are not permanent, and can and do change. Once attitude develop, they are not always easy to change. Often the goal of marketing is to change attitude about a brand or a company. Attitudes occur within a situation. From a marketers perspective, it is important to consider the situation in which the behavior takes place, or one might misinterpret the relationship between attitude and behavior. Branding for a business means one need to stand out from the herd when it comes to business. Branding makes the company stronger and more adaptable than your competitors. Brand gives the business an immediate advantage because it is a backbone, or a frame work, on which company hangs its products. Brand gives awareness of the product to the customer. A branded business carries with it an ideology. If people know the brand they know the company and what it stands for. A brand carries with it the power to inspire and influence your customers. Brand creates a set of subconscious associations in minds of the customers of the company and sets you apart from the herd. Brand gives the customer satisfaction, surety about the following: 1. Quality of product of company 2. Reliability of product of company 3. Customer service (after sales /before sales) 4. Uniformity of material, size etc. Advertising campaigns uses the following for their product 1. Their Logos 2. Their Slogans 3. Their Promises We absorb every day that a lot of advertising promotion Logos, slogans and associated advertising methods (particularly background music) stick like mud. â€Å"Ek idea jo apke duniya badal de† â€Å"Im loving it†Ã¢â‚¬ ¦ can name the brands. Company need to grab its audience and need to keep them until they are fully aware that it exists and that it mean business. It is advisable for the company not to copy its competitors, be original instead  ­ look to companies that inspire you for inspiration. There are some other ways of advertising but Word of mouth is by far the most effective form of advertising. People ignore Pop-up windows, but theyll listen to their best friend. If company provides a quality service people will recommend for it to the other prospects and help to make them customers. If company can provide quality at decent price customers will come back, inspiring customer loyalty is part of a strong brand identity. If company is lacking to shape its business, it may want to hire a professional to help shape your business model, or to improve its advertising scheme. Company should not limit itself; putting blinkers on is a way of staying focussed; but it also leads to missed opportunities of growth. INTRODUCTION Brands in todays intense global economy are strategic assets and a key source of competitive advantage. A brands equity adds or detracts from the power of the brand. It must be managed and leveraged to produce strong long-term performance and lasting revenue growth. Strong brand-building and measurement skills are crucial to achieve these critical objectives in todays fiercely competitive global economy. The brand performs an economic function in the mind of consumer and thus has a lasting and memorable effect on the companys activities, be it as distributor or owner of the brand. Brands create market segmentation and product differentiation. â€Å"Brand† also refers to the act of burning a mark into the flesh of an animal as a means to claim ownership of it. Branding though, is not about being on top of something, but within something. The product or service thus enriched must stand out well if it is to be spotted by the potential buyer and if the company wants to reap the benefits of its strategy before being copied by others. Brand equity It means to the value inherent in a brand name. This value stems from the consumers perception of the brands superiority, the social esteem that using it provides, and the customers trust and identification with the brand. For corporate world, their most valuable assets are their brand names. Well-known brand names are referred to as megabrands which attracts the customers. Companies prefer to leverage their brand equity through brand extensions rather than taking the risk launching a new brand. Brand equity is most important for low involvement purchases such as inexpensive consumer goods that are brought routinely and with little processing of cognitive information. Brand equity enables companies to charge a price premium an additional amount over and above the price of an identical store brand. A relatively new strategy among some marketers is co-branding (also called double branding). The basis of co-branding, in which two brand names are featured on a single product, is to use another products brand equity to enhance the primary brands equity. Brand loyalty and brand equity increases market share and profits are increased. Definition of Brand Equity Brand equity is the value and power of the brand that determines its worth. The brand equity can be determined by measuring;  · The price premium that the brand charges over unbranded products;  · By assessing the additional volume of the sales generated by the brand as compared to other brands in the same category;  · Returns to shareholders;  · Assessing the image of the brand for various parameters that are deemed important;  · Assessing the future earning potential of he brand; Various activities of the firm determine brand equity. These activities may enhance or diminish the brand value. Activities that are synchronous with the overall vision for the brand enhance equity, and any activity that goes against this overall vision reduces brand equity. The customer-based brand equity framework defines customer-based brand equity as the differential effect that consumer knowledge about a brand has on the customers response to marketing activity. Positive customer based brand equity results when consumers respond more favourably to a product, price or communication when the brand is identified than when it is not. Sources of brand equity occur when consumer are aware of the brand and hold strong, favourable and unique brand associations. Any action that a firm takes as part of its marketing programme has the potential to change consumer knowledge about the brand in terms of some aspects of brand awareness or brand image. Managing brand equity, however, requires more than taking a long-term perspective. Brand equity must be actively managed over time by reinforcing the brand meaning and if necessary, by revitalizing the brand. Who should be involved in process of building brands? Brand managers were originally dominant in brand building. However, the traditional brand manager concept has been criticized since changes in the external environment and within the firm raise doubts about its appropriateness. Limitations in the brand management concept have resulted in the move to categry management. In some firms the CEO is in charge of brands, which is advantageous as CEOs have authority, a long term perspective and control over resources. CEOs also have many objectives and may be subject to performance measures which conflict with the aims of building a strong brand. As such the â€Å"brand champion†, a senior executive with sole responsibility for managing and building one particular brand, is emerging as an alternative. However, as the role of marketing departments has declined branding mayhave ceased to be their sole responsibility. External parties may also be involved. Agencies attract employees who are interested in brand strategy, and these employees often develop brand strategy toolkits and gain insight and experience because of their exposure to different brand and brand contexts. Consumer involvement is also critical. Stages in building a successful brand  · Identify external opportunities  · Identify internal capabilities  · Define the brand and develop a brand concept  · Consider feasibility of brand  · Ensure internal commitment  · Position and differentiate the brand  · Structure organizational resources  · Market testing  · Operationalization The brand concept is based on the consumer needs that a brand can satisfy. A brand with a functional concept is designed to solve externally generated consumption needs. A brand with a symbolic concept is designed to associate the individual with a desired group, role or self image. A brand with an experimental concept is designed to fulfill an internally generated need for stimulation and/or variety. Brand identity originates from the company, i.e., the company is responsible for creating a differentiated product with unique features. The marketing mix strategy plays an important role in establishing a brand identity. The four Ps product, promotion, price and place- can play an important role in this process. Brand identity is the common element sending a single message amid a wide variety of its products, actions and slogans. This is important since the more the brand expands, the more customers are inclined to feel that they are, in fact, dealing with several different brands rather than a single brand. Through brand identity, a company seeks to convey its individuality and disinctiveness to the relevant public. It is through the development of this identity that managers and employees make a brand unique. The brand identity is made up of the following components:  · Brand vision  · Brand culture  · Positioning  · Personality  · Relationships  · Presentations Brand equity† has two components, we can more easily determine a reliable way to measure brand equity, and to track changes in brand equity over time. The components of brand equity are: a) retention and attraction of customers, b) stem from peoples experiences and c) perceptions of a brand. How should brand equity be reinforced over time? How can marketers make sure that consumers have the desired knowledge structures such that their brands continue to have the necessary sources of brand equity? In a general sense, brand equity is reinforced by marketing actions that consistently convey the meaning of the brand to consumers in terms of brand awareness an brand image as follows:  · What products does the brand represent; what benefits does it supply; and what needs does it satisfy?  · How does the brand make those products superior? What strong, favourable and unique brand associations exist in the minds of consumers? Both of these issues- brand meaning in terms of products, benefits and needs as well as brand meaning in terms of product differentiation depend on firms general approach to product development, branding strategies and other strategic concerns. The most important consideration in reinforcing brands is the consistency of the marketing support that the brand receives both in terms of the amount and nature of marketing support. Brand consistency is critical to maintaining the strength and favourability of brand associations. Brands that receive inadequate support, in terms of such things as shrinking research and development or marketing communication budgets, run the risk of becoming technologically disadvantaged or even obsolete. Consistency does not mean, however, that marketers should avoid making any changes in the marketing programme. On the contrary, the opposite can be quite true being consistent in managing brand equity may require numerous tactical shifts and changes in order to maintain the proper strategic thrust and direction of the brand. There are many ways that brand awareness and brand image can be created, maintained or improved through carefully designed marketing programmes. Brand loyalty occur when a customer makes the choice of purchasing one brand from among a set of alternatives consistently over a period of time. Brand loyalty is usually rated as the most important indicator of brand equity. Loyalty is a dual edged sword, an opportunity for those that consistently deliver on their promises; high risk, for those who dont. (Martin Hoffmitz, Executive Vice President) Loyalty is developed in the absence of something better. (Justin Lees, Commercial Controller) BRAND EQUITY BRAND LOYALTY MEASUREMENT AND MANAGEMENT Companies work hard building the strength of their brands to earn more profits. Bottom line job of marketing is to Build a brand, cultivate its strengths, prune its weaknesses, and make it more valuable to its owners. Marketing does ultimately work in concert to make a firms brands more valuable. Ways to Measure Brand Equity Measuring of brand equity establishes a baseline and track changes in its brand equity over time. Company must consistently work to improve the strength of its brands. it must trace progress, or risk flying blind. Changes in a quantitative measurement of brand equity can show the company the effects of its work, and aid in setting marketing and management priorities in the next business planning cycle. A company measures its brand equity to aid in assigning a monetary value to a brand. Wall Street measures the strength of a brand by looking primarily at current and historical financial measures, with minimal use of information directly from the voice of the marketplace (i.e., current and prospective customers). LOYALTY IN THE MARKET PLACE Whether husbands are loyal to their wives or not, whether employees remain loyal to their employers or not, marketers are realising the need to have a large number of loyal customers. The purpose of any organisation does not end with just getting the customers. Retaining them in their fold is an equally important task. No successful company is satisfied if a customer buys the product of the Company just once or twice. He/She must be made to buy the same brand again, and again. This is should be the core strategy for many of the fast moving consumer goods. Often consumers may not be aware of even the total set of brands available in the market of the product category under consideration. Again, they do not consider for choice all the brands they are aware of. They have an evoked set or a consideration set of brands within which they normally switch from one to another. Consider the case of toilet soaps. There are any number of toilet soaps available in the market. But consumers usuall y choose from their evoked set only. Suppose, the evoked set of brands for toilet- soaps for a consumer consists of Hamam, Rexona and Lux, she will buy only from these three brands. At the same time, she may buy one particular brand more often than other brands in the evoked set, which is a different issue to be taken up later. Footwear Technologies adiprene Ø Shock absorbing material under the heel. Ø Provides heel cushioning and stability. Ø Provides extra absorption of harmful impact forces. Ø Adds stability a ground contact. adiprene Ø Elastic material under the forefoot. Ø Allows a more efficient push-off. Ø Retains natural forces at toe-off for added forefoot efficiency. Ø Maximizes energy use. torsion Ø Helps control of the natural independent rotation of the heel and forefoot. Ø Creates stability and control. Ø Helps the forefoot adopt to surfaces easily. Ø Maintains mid-foot support. Traxion Ø Lugs in shoe bottom provide optimal ground penetration and maximum grip. Ø Lug placement optimizes comfort while increasing surface contact. Ø Adds stability at ground contact. Ø Meets the specific needs of different sports and surfaces. Pro-Moderator Ø Usage of TPU as lightweight mid-sole support system reduces weight of shoe giving greater mobility. Ø Improved durability of mid-sole adds to life of shoes providing consistent and stable run. Ø Direct moulding on mid-sole frees your foot from thick inserts giving improved toe-all. GeoFit Frame Ø An Internal footwear technology that enhances fit and comfort by placing padding in anatomically correct areas. Ø Every piece of anatomically moulded padding follows the form of the foot, evenly distributing pressu

A Valediction: Forbidding Mourning and The Sunne Rising :: Valediction Forbidding Mourning Essays

A Valediction: Forbidding Mourning and The Sunne Rising   Ã‚      To say that Blake and Donne do not write uplifting poetry is a great injustice to their works. Although some of their poems discuss themes of depressing nature, on a wider scale both Blake and Donne write poetry which is not only uplifting but also inspiring and extremely worthwhile to read.    The two main themes covered by these two writers are love and death. The poems which use love as the main theme inspire the reader and offer hope that true love exists and is not a fragment of their imagination. The feelings that are discussed in these poems are feelings that all people can experience but are difficult to describe and put into words. This is what makes the poetry so worthwhile to read, to see how the feelings that relate to love are expressed and how they are shown with images and other writing styles.    A Valediction: Forbidding Mourning by John Donne was written to express his feelings for his lover. The poem talks about the feelings of love being so intense that nothing will ever dull the bond between the two souls. A Valediction: Forbidding Mourning is uplifting because Donne talks of a â€Å"love so refined that ourselves know not what it is,† in other words a love so perfect it cannot be explained. This is what makes the poem because Donne has said the love cannot be explained but then he goes on to explain what the two people are feeling and it is done in a way that can never be reproduced or attempted by other poets. This poem is as perfect as the love it describes. Donne explains how the love that is shared by the two is a love that is not affected by sensory things. â€Å"care lesse eyes, lips and hands to misse,† or don’t think that being apart dulls this love, because the love is so strong that even the non-existence of one or both partners cannot bri ng an end to the intense love felt by both. A Valediction: Forbidding Mourning is also talking about death however it does not affect the uplifting nature of the poem because Donne is saying that even in death true love never dies.    The Sunne Rising also written by John Donne is a story about how he and his lover try to convince the sun to return later so they can stay together.

Abolitionism and Inactivity in Uncle Toms Cabin Essay -- Uncle Toms

The debate raging in the years 1836-1837 over women's proper duties and roles in regards to abolitionism was publicly shaped primarily by two opposing forces: on the one hand, sisters Angelina and Sarah Grimke, abolitionists and champions of women's rights; and on the other, Catharine Beecher, who opposed suffrage and women's involvement in abolitionism and argued in favor of woman's place in the home. After the printing of Angelina Grimkà ©'s pamphlet Appeal to the Christian Women of the Southern States (1836), Grimkà © and Catharine Beecher engaged in a written debate over woman's public role in regards to the slavery issue. Beecher responded to Grimkà ©'s assertions that Southern women should actively protest the system of slavery in her Essay on Slavery and Abolitionism (1837), in which she claimed that women, true to their naturally subordinate natures, were not fit to interfere in such matters. In light of these facts, it is surprising to note that Harriet Beecher Stowe was Catherine Beecher's sister. How could the author of Uncle Tom's Cabin be related to the same woman who wrote Essay on Slavery and Abolitionism-- an anti-abolitionist document which pleaded with women to keep their thoughts on slavery to themselves? In Uncle Tom's Cabin, Stowe not only frames both sides of the debate, but also actively incorporates it into her female characters and into her narrative voice, fictitiously dramatizing the issues with which Grimkà © and Beecher were concerned fifteen years earlier. Uncle Tom's Cabin, if racist by modern standards, is at least clearly anti-slavery: Stowe's intent in writing the novel, as she states in her Preface, is "to awaken sympathy and feeling for the African race, as they exist among us" (Stowe xviii). In her... ...atest need of positive and active role models. In only portraying Northern women who were ultimately able to act (and with Stowe's praise), she ends up perpetuating beliefs that Southern women were naturally unsuited to engage in the abolitionist cause. Works Cited Beecher, Catharine. "Essay on Slavery and Abolitionism." The Limits of Sisterhood: The Beecher Sisters on Women's Rights and Woman's Sphere. ed. Jeanne Boydston et. al. Chapel Hill: U of North Carolina P, 1988. 125-129 Cain, William E., ed. Nathaniel Hawthorne's The Blithedale Romance. Boston: Bedford Books of St. Martin's P, 1996. Grimke, Angelina. "Appeal to the Christian Women of the South." The Public Years of Sarah and Angelina Grimkà ©: Selected Writings 1835- 1839. ed. Larry Ceplair. NY: Columbia U P, 1989. 36-89. Stowe, Harriet Beecher. Uncle Tom's Cabin. NY: Bantam Books, 1981.

Coca-Cola entering a new market :: essays research papers

Introduction To give a short introduction to the circumstances affecting this case of Pepsi & Coca Cola it has to be said that in general it is not just simple for MNEs to invest and enter foreign markets as regulations and restrictions differ from coutry to country and hence ifluence international business negotiations to a great extend. Therefore MNEs investigating in foreign markets have to either adopt to those condition given by the host country government, which of course to a certain extend has to be negotiated as no one of those parties want to loose their maximum independence- or the MNE decides not to take further steps towards the foreign operation and leaves the feeld by assumingly – in turn – missing out a great opportunity, but this again depends on a complexity of economic and cultural reasons influencing international trade, which I will develop critically in the further case study of Pepsi & Coke in accordance to the following questions. 1.)  Ã‚  Ã‚  Ã‚  Ã‚  Did PepsiCo make too many concessions in order to enter the Indian market? Could the company have negotiated better? In this case study PepsiCo – for the second time – intends to enter the Indian market, though already having experienced major problems which consequently led to their first departure (for non profitability). As well Coca Cola departured India after harsh disagreements with the government. Why after all did Pepsi enter again, facing a country with such strongly adverse feelings towards foreign companies – which is rooted in Indians history of colonialistic times when the British, French and Portuguese were extracting the country‘s recources ‚‘its wealth‘ without returning noticeable benefits to its economy. Moreover they feared that national companies would not be able to compete with foreign investors and as a result of this high artificially prices and profit margins reduced incentives for national companies to enter. This almost irrepairable bad approach towards foreigner went even that far that journalist widely reported that PepsiCo had a CIA connection aimed at undermining India‘s independence. However returning to the argument of PepsiCo having too many concessions or not, first as should have become clear now, the company was confronted with a govvernmental volatility and unwillingness to negotiate. It was rather a one-way game wherein PepsiCo had to agree with completely, or take its departure, as the company was not only faced with economic but also with moral issues (as mentioned above). Especially the confidence factor plays a great part in her which for the company turned out to be a rather costly factor as PepsiCo had to make various concession before they could enter the Indian market.

Plight of African Americans Essay

African Americans plight throughout U. S. history begin as early in the 1400-s and ending in the 1700-s. In 1863 President Abraham Lincoln freed slaves in the southern states through the Emancipation Proclamation. African Americans endured many hardships such as not having rights to vote, social inequalities of African Americans were violated, equal social status, social classes, and social circles. Examples of these violation are freedom of speech, property rights, access to health care, education, and transportation. Cultural concerns of African Americans currently include not being acknowledged in most educational settings and lack of our cultural experiences in classroom settings denying African American children the right to know the history of where our ancestry evolved. All of these experiences are and some continue to be the journey of African Americans today Groups and organizations promoting racial equality are the National Association of Advancement for Colored People{NAACP}, Southern Christian Leadership Conference{SCLC}, The National Urban League, Rainbow/Push Coalition each helped paved the way for equality of races and continue to do so. Objectives of these groups was to eliminate discrimination along with racial discrimination among citizens of the United States, eliminatin barriers of discrimination through democratic processes, seek enactment and enforcement of federal, state and local laws securing civil rights to inform the public of the changes of racial discrimination and educate persons of their constitutional rights and to take lawful action to secure the exercise thereof and to take any other action in furtherance of these objectives. Experiences of the NAACP help to dismantle Jim Crow Laws, the NAACP had it’s first victory in Guinn and Beale vs. US Supreme Court this case declared it unconstitutional the â€Å"grandfather clause† in the Oklahoma Constituition which stopped voting qualifications if the individual grandfather had voted, this was an attempt by Whites to stop African Americans whose grandfathers that had been slaves. Laws and amendments were designed to constrain the racial inequalities within prejudicial boundaries such as the 13th, 14th , and 15th amendments. These amendments address unfair treatment of African Americans, amendment 13th abolished slavery, amendment 14th secured rights of slaves and equal protection under the law to all persons and helped to dismantle segregation{Brown vs. Board of Education}. Various groups, organization and people played a tremendous role in fighting for racial equality leaders like Martin Luther King, Rosa Parks, Malcolm X, Thurgood Marshall and organizations such as NAACP, SCLC, and The Urban League. These groups of people and organizations help to fight legislation through landmark court cases, peaceful and nonviolent demonstrations, protests and sit ins and with the amendments listed above. The 14th amendment contains the equal protection clause and this clause was included to protect slaves from unfair treatment, In Brown versus the Board of Education this case helped declared separate public schools for Blacks and Whites was unconstitutional as a result of dejure segregation, this is ruled a violation of the 14th amendment. Infamous boycotts and sit-ins, contributed to this fight, like The Montgomery Boycott and The Greensboro Sit In. Peaceful demonstrations in a nonviolent manner was the objectives of these organizations and leaders. Protesting for racial dignity, economic and political self sufficiency and freedom from oppression of White Americans was the goals of these leaders and organizations to help fight legislation. Several laws have been enacted to help eliminate prejudicial boundaries, these laws are often called antidiscrimination acts which addressed racial, political and social inequalities of African Americans, The Civil Right Acts of 1968,1964 and 1948, helped to outlaw major forms of discrimination against racial, ethnic, national and religious minorities and women. These acts ended unequal voter requirements, racial segregation in school, workplaces and by facilties that served the general public. These are a few of the struggles of African Americans and their journey throughout U. S. history there have been enormous strides in gaining equality for races, politically and socially, although political challenges currently face African Americans now we continue to fight for this right our ancestors have marched, died , were abused physically and verbally, remains the plight before us.

A Growing Epidemic of Alcohol Problems

Previous studies have shown that the combination of biological markers and CAGE questionnaires is an efficient tool in determining alcohol abuse.Among the laboratory tests used to determine biological markers of alcohol abuse, it has been found that the most sensitive marker is the level of carbohydrate-deficient transferrin (CDT) (Viitala, 1998; Yersin et al., 1995). CDT is a protein which is found out to be a sensitive marker of disease of the liver caused by excessive alcohol intake.Among the commonly used biological markers are detection of the level of ethanol and acetate, mean corpuscular volume (MCV), gamma glutamyl transferase (GGT) and glycosylated hemoglobin (Hb A1c) (Hoeksema & Bock, 1993). The CAGE questionnaire was made by Dr. John Ewing to identify alcoholics. It is consist of four questions scored as 0 or 1 and alcoholism is considered to be significant if the individual in question scores two or greater.In a certain study conducted to compare the sensitivity and speci fity of CAGE questionnaire, plasma levels of ethanol and acetate, mean corpuscular volume, gamma glutamyl transferase and glycosylated hemoglobin, it was found that the it is through the use of CAGE questionnaire that the alcoholic patients are most accurately distinguished against nonalcoholic and patients with non-alcoholic hepatic disease with 90%sensititvity and 99% specificity (Girela, Villanueva, Hernandez-Cueto, & Luna, 1994).Socio-demographic factors are also commonly included in studies conducted to ascertain alcoholic problems for it has been shown in some studies that it is related to alcoholic abuse.Age, sex, educational attainment and economic status are among the factors commonly observed. In a study conducted by Bataille (2003) to identify heavy drinkers in a large population, he included the use of socio-demographic factors as one way of identification.Results of his study show that there is no significant difference in age, sex, arterial hypertension but educational level and smoking habits proves to have significant differences in the population observed. Those with lower educational background and frequent smoking habits relates to greater alcohol consumption (Bataille et al., 2003).Although there have been lots of studies that used biological markers, CAGE questionnaires and evaluation of socio-demographic factors but there is a lack of substantial findings that elucidate the interrelationships of these indicators in identifying alcohol problems. Thus, there is need to conduct a study regarding this matterIII. Conceptual FrameworkA.  Ã‚  Ã‚   Nominal Definition/Meaning of ConceptsAccording to Viitala (1998) â€Å"alcohol abuse refers to heavy drinking that results into health consequences, social problem or both and patients of this kind suffer from mental or physical complications brought on by alcohol even though the criteria for alcoholism may not have been fulfilled while alcoholism is the most severe problem related to alcohol consu mption and it is a disease where severe dependence and increased tolerance has been developed.†According to Peterson (2004), â€Å"a biological marker or biomarker is a compound or series of compounds that can be used to measure the progress of a disease or the effects of treatment.† Among the currently used biomarkers for detecting alcohol intake are serum gamma-glutamyltransferase (GGT), aspartate aminotransferase (AST), alanine aminotransferase (ALT), and carbohydrate-deficient transferrin (CDT) which are all liver enzymes.N-acetyl-ÃŽ ²-hexosaminidase (beta-Hex) which indicates break down of carbohydrates in liver cells and other cells of the body is also used as a biomarker.Mean corpuscular volume (MCV) which is a measure of red blood cell volume is also used as a biomarker (Peterson, 2004). In this study the biomarker that will be used is CDT. CDT is a form of glycoprotein transferrin which carries iron in the bloodstream but without carbohydrate sialic acid. Norma lly different forms of transferrin are available in the body but the one that is most abundant among heavy drinkers of alcohol is CDT.

Acquisition in Multinational Coperation Essay

Purpose – This conceptual paper aims to draw upon recent complexity and organizational psychology literature to examine conï ¬â€šict episodes, exploring the limitations of the predominant research paradigm that treats conï ¬â€šict episodes as occurring in sequence, as discrete isolated incidents. Design/methodology/approach – The paper addresses a long-standing issue in conï ¬â€šict management research, which is that the predominant typology of conï ¬â€šict is confusing. The complexity perspective challenges the fundamental paradigm, which has dominated research in the conï ¬â€šict ï ¬ eld, in which conï ¬â€šict episodes occur in sequence and in isolation, with managers using one predominant form of conï ¬â€šict resolution behavior. Findings – The ï ¬ ndings are two-fold: ï ¬ rst, the behavioral strategies adopted in the management of these conï ¬â€šicts will be highly complex and will be determined by a number of inï ¬â€šuencing factors; and second, this moves theory beyond the two dimensional duel concern perspective, in that the adaptable manager dealing with these multiple, simultaneous conï ¬â€šicts will also need to consider the possible implications of their chosen strategy along with the changing micro environment in which they operate. Originality/value – This paper adds value to the ï ¬ eld of conï ¬â€šict theory by moving beyond two dimensions and exploring a sequential contingency perspective for conï ¬â€šict management within the organization. It argues that multiple conï ¬â€šict episodes can occur simultaneously, requiring managers to use differing behaviors for successful conï ¬â€šict management. Keywords Conï ¬â€šict management, Conï ¬â€šict resolution, Organizational conï ¬â€šict, Individual behaviour, Interpersonal relations Paper type Conceptual paper International Journal of Conï ¬â€šict Management Vol. 21 No. 2, 2010 pp. 186-201 q Emerald Group Publishing Limited 1044-4068 DOI 10.1108/10444061011037404 Introduction It is now over 40 years since Louis Pondy (1967) wrote his seminal article on conï ¬â€šict within the organization and its management and almost 20 years since his reï ¬â€šections on his earlier work were published (Pondy, 1989)[1]. In 1967 Pondy established what was for two decades the generally accepted paradigm of conï ¬â€šict: that conï ¬â€šict episodes occur as temporary disruptions to the otherwise cooperative relationships which make up the organization (Pondy, 1967). In his subsequent reï ¬â€šections on his earlier work and that of others, Pondy proposed that conï ¬â€šict is an inherent feature of organizational life, rather than an occasional breakdown of cooperation (Pondy, 1989). This radically challenged the previous paradigm. Indeed, Pondy (1989) even suggested that research into the phenomenon of cooperation within the organization could be beneï ¬ cial in providing further insight into conï ¬â€šict within the organization, implying that it was cooperation, not conï ¬â€šict, which was the anomalous state requiring investigation. Yet, for almost two decades, Pondy’s conceptualization of conï ¬â€šict as a natural state for the organization has remained largely unexplored despite the emergence of a complexity perspective which explores multiple elements of the conï ¬â€šict situation or cooperative state. One possible reason why Pondy’s challenge has not been answered is that some confusion has arisen over the terms and typologies used for the classiï ¬ cation of conï ¬â€šict episodes. Consequently, debates about conï ¬â€šict structure or composition have tended to dominate the research agenda. The potential for confusion arising from these various conï ¬â€šict classiï ¬ cations will be discussed in this paper. Where conï ¬â€šict management behaviors have been studied, researchers have tended to focus on a two-dimensional approach or â€Å"dual concern theory† model (Thomas, 1976) which suggests that individuals adopt conï ¬â€šict management behaviors based on their perceived self interests and those of others; i.e. concern for self (competitive behaviors) versus concern for other (accommodating behaviors). Although this approach to the research of conï ¬â€šict and its management ï ¬ ts well with Pondy’s (1967) original paradigm, it is challenged by the complexity perspective that has emerged in psychology research. The complexity perspective of intraorganizational conï ¬â€šict maintains that interpersonal relationships are more complex than hitherto thought, and that the unfolding conï ¬â€šict is inï ¬â€šuenced by a wide variety of conditions. Moreover the complexity perspective encourages the consideration of simultaneous complexity (more than one event occurring simultaneously) and of how the mode of conï ¬â€šict management affects the outcomes (Munduate et al., 1999). This fresh perspective has enabled researchers to examine the point at which behavioral style is changed and the effect on the conï ¬â€šict episode (Olekalns et al., 1996) and to look at how different behaviors are combined (Janssen et al., 1999). With the recent developments in the complexity perspective of conï ¬â€šict management research (Van de Vliert et al., 1997; Munduate et al., 1999), the time has come to further explore the possible consequences of the complexity perspective: whether it is in fact the case that conï ¬â€šict is an inherent condition within the organization (Pondy, 1989); whether conï ¬â€šict episodes do not occur in isolation but occur frequently and simultaneously (Euwema et al., 2003); and whether complex sequences of adaptive behaviors are required to continually manage the constantly changing intraorganizational, conï ¬â€šict environment. Before we can do this, and to provide a common ground for discourse, we ï ¬ rst need to examine some of the theories around conï ¬â€šict typology that have arisen in the psychology and management literature and which may be the cause of some confusion. Conï ¬â€šict terms and typologies â€Å"Conï ¬â€šict† is a broad construct that has been studied extensively across several disciplines covering a wide range of social interactions. Previous conï ¬â€šict research has identiï ¬ ed four main levels of conï ¬â€šict in the context of human behavior and relationships as summarized by Lewecki et al. (2003): (1) Intergroup conï ¬â€šicts between groups of individuals which can range in size and complexity due to the many relationships involved, including international conï ¬â€šict between nations. (2) Intragroup or intraorganizational conï ¬â€šicts arising within smaller groups which comprise the organization. A re-evaluation of conï ¬â€šict theory 187 IJCMA 21,2 188 (3) Interpersonal conï ¬â€šict; that is, conï ¬â€šict at an individual level, conï ¬â€šict between individuals, or conï ¬â€šict between an individual and a group. (4) Intrapersonal conï ¬â€šict on a personal level, where the conï ¬â€šict occurs in one’s own mind. Although these four levels of conï ¬â€šict all appear across both the psychology and management literature, it is the third level (interpersonal conï ¬â€šicts within the organization or the reactions an individual or group has to the perception that two parties have aspirations that cannot be achieved simultaneously) that has become the central ï ¬ eld of research within the organization (Putnem and Poole, 1987). In 1992, Thomas proposed a simpliï ¬ ed deï ¬ nition of interpersonal conï ¬â€šict as the process which begins when an individual or group feels negatively affected by another individual or group. The conï ¬â€šict consists of a perception of barriers to achieving one’s goals (Thomas, 1992). More recently, interpersonal conï ¬â€šict has been deï ¬ ned as an individual’s perceptions of incompatibilities, differences in views or interpersonal incompatibility (Jehn, 1997). Conï ¬â€šict at this level has mostly been seen as adversarial and as having a negative effect upon relationships (Ford et al., 1975). These deï ¬ nitions presuppose that an opposition or incompatibility is perceived by both parties, that some interaction is taking place, and that both parties are able to inï ¬â€šuence or get involved – that is. that there is some degree of interdependence (Medina et al., 2004). Interpersonal conï ¬â€šict could arise within organizations where, for example, customer-facing departments such as Sales make promises to customers that other departments then have to deliver. In this domain of intraorganizational, interpersonal conï ¬â€šict, both Pondy’s (1966, 1967) work and recent developments adopting the complexity perspective are of particular interest This broad area of intraorganizational, interpersonal conï ¬â€šict has been further subdivided into two types: relationship conï ¬â€šict and task conï ¬â€šict. Relationship conï ¬â€šict arises between the actors through their subjective emotional positions, whereas task conï ¬â€šict relates primarily to the more objective tasks or issues involved (Reid et al., 2004). A series of studies conï ¬ rmed this duality between relationship and task. Wall and Nolan (1986) identiï ¬ ed â€Å"people oriented† versus â€Å"task oriented† conï ¬â€šict. In the early to mid-1990s Priem and Price (1991), Pinkley and Northcraft (1994), Jehn (1995) and Sessa (1996) all identiï ¬ ed â€Å"relationship† and â€Å"task† as discrete aspects of conï ¬â€šict. The picture became rather more complicated in the late 1990s. In 1995 Amason et al. redeï ¬ ned conï ¬â€šict types as â€Å"affective† and â€Å"cognitive† and in 1999 Van de Vliert further redeï ¬ ned these types as â€Å"task† and â€Å"person† conï ¬â€šict. In working toward a more comprehensive model of intraorganizational, interpersonal conï ¬â€šict, Jameson (1999) suggested three dimensions for conï ¬â€šict: (1) content; (2) relational; and (3) situational. The content dimension encompasses the previously discussed conï ¬â€šict types (affective, cognitive, relationship etc) while the relational dimension considers the subjective, perceived variables within the relationships of the actors involved: . trust; . status; . . . . A re-evaluation of conï ¬â€šict theory seriousness; degree of interdependence; record of success; and the number of actors involved. The situational dimension examines the variables which may be most relevant in selecting an appropriate conï ¬â€šict management strategy. These include time pressure, the potential impact of the conï ¬â€šict episode, the degree of escalation and the range of options available in the management of the conï ¬â€šict episode (Jameson, 1999). Meanwhile, Sheppard (1992) criticized the multiplicity of terms that were being used to describe types of interpersonal conï ¬â€šict, and the needless confusion that this caused. The result of the many approaches described above is that there is no general model for the typology of interpersonal conï ¬â€šict within the organization. In the absence of such a model, other researchers have taken different approaches, using the antecedents of the conï ¬â€šict episode to describe conï ¬â€šict types. Examples of this proliferation include role conï ¬â€šict (Walker et al., 1975), gender conï ¬â€šict (Cheng, 1995) and goal conï ¬â€šict (Tellefsen and Eyuboglu, 2002). This proliferation of terms or typologies has unsurprisingly led to confusion, most noticeably with the term â€Å"interpersonal conï ¬â€šict† being used to describe purely relationship or emotional conï ¬â€šict (Bradford et al., 2004) or conï ¬â€šict being deï ¬ ned in terms of emotion only, adding to the wide range of terms already used (Bodtker and Jameson, 2001). Thus, at a time when international, interorganizational, intraorganizational, interpersonal and intrapersonal conï ¬â€šicts are being extensively studied with conï ¬â€šict deï ¬ ned and operationalized in a variety of ways, no widely accepted and consistent model has emerged to shape conï ¬â€šict research (Reid et al., 2004). Table I summarizes the many different conï ¬â€šict typologies that have been proposed. Table I illustrates that relationship and task conï ¬â€šict are almost universally accepted as distinct types of interpersonal conï ¬â€šict by psychology and management researchers. Date Author(s) Conï ¬â€šict typology 1986 1991 1994 1995 1995 1996 1996 1997 1999 1999 2000 2000 2002 2003 2003 2004 2004 2005 Wall and Nolan Priem and Price Pinkley and Northcraft Jehn Amason et al. Sessa Amason Amason and Sapienza Jameson Janssen et al. Friedman et al. Jehn and Chatman Tellefsen and Eyuboglu Bradford et al. De Dreu and Weingart Reid et al. Tidd et al. Guerra et al. People oriented, task oriented Relationship, task Relationship, task Relationship, task Cognitive, affective Task, person oriented Affective, cognitive Affective, cognitive Content, relational, situational Task, person oriented Relationship, task Task, relationship, process Goal conï ¬â€šicts Interpersonal, task Relationship, task Relationship, task Relationship, task Relationship, task 189 Table I. A summary of the typologies of conï ¬â€šict IJCMA 21,2 190 In addition, many researchers have identiï ¬ ed a third type of conï ¬â€šict which relates to the environment in which managers operate, described as situational conï ¬â€šict ( Jameson, 1999) or process conï ¬â€šict ( Jehn and Chatman, 2000). We believe that a consistent conï ¬â€šict typology is called for, to aid future research into the complex nature of intraorganizational conï ¬â€šict. In this paper, we propose that future researchers should recognize three types of interpersonal conï ¬â€šict. However, since the terms â€Å"relationship† and â€Å"task† are vulnerable to misinterpretation we advocate using the terms affective and cognitive (following Amason, 1996 and Amason and Sapienza, 1997), in conjunction with process (Jehn and Chatman, 2000), to describe the three types of interpersonal conï ¬â€šict. These terms, which reï ¬â€šect the more speciï ¬ c terminology used in the psychology literature, are deï ¬ ned in Table II. As Table II shows, the t ypology we propose is as follows. Affective Conï ¬â€šict is a term describing conï ¬â€šicts concerned with what people think and feel about their relationships including such dimensions as trust, status and degree of interdependence (Amason and Sapienza, 1997). Cognitive Conï ¬â€šict describes conï ¬â€šicts concerned with what people know and understand about their task, roles and functions. Process Conï ¬â€šict relates to conï ¬â€šicts arising from the situational context, the organization structure, strategy or culture (Amason and Sapienza, 1997; Jehn and Chatman, 2000). Using this typology for conï ¬â€šict between individuals or groups of individuals within the organization avoids confusion over the use of the terms â€Å"interpersonal†, â€Å"person† or â€Å"relationship† often used when referring to affective conï ¬â€šict, while task conï ¬â€šict is clearly distinguished from process conï ¬â€šict, addressing all the issues previously outlined. These terms will therefore be used throughout the remainder of t his paper. Having argued that taxonomic confusion has hindered conï ¬â€šict research through the misuse of existing taxonomies (Bradford et al., 2004) or where language has resulted in the use of different terms to describe the same conï ¬â€šict type (see Table I), we now move on to consider the implications or consequences of intraorganizational conï ¬â€šict and whether it is always negative or can have positive consequences (De Dreu, 1997). Consequences of conï ¬â€šict: functional or dysfunctional? Some researchers exploring attitudes towards conï ¬â€šict have considered the consequences of conï ¬â€šict for individual and team performance (Jehn, 1995) and have found that interpersonal conï ¬â€šict can have either functional (positive) or dysfunctional (negative) outcomes for team and individual performance (e.g. Amason, 1996). Moreover, the consequences of conï ¬â€šict can be perceived and felt in different ways by different actors experiencing the conï ¬â€šict episode (Jehn and Chatman, 2000). Thus, conï ¬â€šict is situationally and perceptually relative. Conï ¬â€šict type Affective Table II. A proposed taxonomy of conï ¬â€šict Deï ¬ nition Conï ¬â€šicts concerned with what people think and feel about their relationships with other individuals or groups Cognitive Conï ¬â€šicts concerned with what people know and understand about their task Process Conï ¬â€šicts arising from the situational context, the organization structure, strategy or culture The traditional view of conï ¬â€šict takes the view that conï ¬â€šict exists in opposition to co-operation and that conï ¬â€šict is wholly dysfunctional, putting the focus on resolution rather than management (e.g. Pondy, 1966). This perspective can be traced forward to more recent work. Where conï ¬â€šict is deï ¬ ned as the process which begins when one person or group feels negatively affected by another (Thomas, 1992), there is an implication of obstruction to either party achieving their goals, which is readily interpreted negatively. This can result in conï ¬â€šict avoidance or suppression of conï ¬â€šict management behavior, leading to perceived negative consequences on team or individual performance (De Dreu, 1997). Negatively-perceived conï ¬â€šict episodes can increase tension and antagonism between individuals and lead to a lack of focus on the required task (Saavedra et al., 1993; Wall and Nolan, 1986) while avoidance and suppression can also have long term nega tive consequences such as stiï ¬â€šing creativity, promoting groupthink and causing an escalation in any existing conï ¬â€šict (De Dreu, 1997). Not surprisingly, where interdependence is negative (where one party wins at the expense of the other although they have some dependency in their relationship) any conï ¬â€šict will be viewed negatively (Janssen et al., 1999). The perception of conï ¬â€šict will also be negative where the conï ¬â€šict is personal, resulting in personality clashes, increased stress and frustration. This type of relationship conï ¬â€šict can impede the decision-making process as individuals focus on the personal aspects rather than the task related issues (Jehn, 1995). In contrast to the somewhat negative perception of intraorganizational conï ¬â€šict outlined above, more recent conï ¬â€šict management theory has begun to suggest that certain types of conï ¬â€šict can have a positive effect upon relationships and that the best route to this outcome is through acceptance of, and effective management of, inevitable conï ¬â€šict, rather than through conï ¬â€šict avoidance or suppression (De Dreu, 1997). When individuals are in conï ¬â€šict they have to address major issues, be more creative, and see different aspects of a problem. These challenges can mitigate groupthink and stimulate creativity (De Dreu, 1997). Naturally, where there is high positive interdependence (an agreeable outcome for both parties), the conï ¬â€šict episode will be viewed much more positively (Janssen et al., 1999). Moreover, Jehn (1995) has suggested that task- and issue-based cognitive con ï ¬â€šict can have a positive effect on team performance. Groups who experience cognitive conï ¬â€šict have a greater understanding of the assignments at hand and are able to make better decisions in dealing with issues as they arise (Simons and Peterson, 2000). For example, research has shown that, when individuals are exposed to a â€Å"devil’s advocate†, they are able to make better judgments than those not so exposed (Schwenk, 1990). Schulz-Hardt et al. (2002) suggested that groups make better decisions where they started in disagreement rather than agreement. In these examples, conï ¬â€šict has a functional (useful and positive) outcome. We have argued that the notion of functional conï ¬â€šict has shifted the ï ¬ eld of conï ¬â€šict research away from conï ¬â€šict resolution and towards consideration of the management behaviors which can be adopted in dealing with conï ¬â€šict in order to gain the best possible outcome (De Dreu, 1997; Euwema et al., 2003 ). Next, we examine research into conï ¬â€šict management behaviors and explore some of the managerial tools that have been developed to help managers to deal with intraorganizational, interpersonal conï ¬â€šict. Conï ¬â€šict management behaviors Conï ¬â€šict management can be deï ¬ ned as the actions in which a person typically engages, in response to perceived interpersonal conï ¬â€šict, in order to achieve a desired goal A re-evaluation of conï ¬â€šict theory 191 IJCMA 21,2 192 (Thomas, 1976). Demonstrably, conï ¬â€šict management pays off: previous research has indicated that it is the way in which conï ¬â€šict episodes are addressed which determines the outcome (Amason, 1996). However, there is disagreement between researchers as to the degree to which managers can and do adopt different conï ¬â€šict management behaviors. Previous research has considered three different approaches: the â€Å"one best way† perspective (Sternberg and Soriano, 1984); the contingency or situational perspective (Thomas, 1992; Munduate et al., 1999; Nicotera, 1993); and the complexity or conglomerated perspective (Van de Vliert et al., 1999; Euwema et al., 2003). Arguably the simplest perspective on conï ¬â€šict management behavior is the â€Å"one best way† perspective (Sternberg and Soriano, 1984), which agues that one conï ¬â€šict management style or behavior (collaboration) is more effective than any other. However, it argues that individuals have a parti cular preferred behavioral predisposition to the way in which they handle conï ¬â€šict. Thus, from the â€Å"one best way† perspective, the conï ¬â€šict-avoiding manager may have a behavioral predisposition to avoidance strategies, whereas the accommodating manager may prefer accommodating solutions. In this paradigm, the most constructive solution is considered to be collaboration, since collaboration is always positively interdependent – it has a joint best outcome, generally described as â€Å"win/win† (Van de Vliert et al., 1997). The â€Å"one best way† approach suggests that a more aggressive, competitive, negatively interdependent approach (in fact, any conï ¬â€šict management approach other than collaborative) can result in suboptimal outcomes (Janssen et al., 1999). However, the â€Å"one best way† perspective raises more questions than it answers. It does not explain how managers are able to collaborate if they have a different behavioral predisposition, nor does it provide evidence that collaboration always produces the best outcome (Thomas, 1992). A more general problem with the â€Å"one best way† approach is that it may not be very useful: if managers truly have little or no control over their approach to conï ¬â€šict management, the practical applications are limited. The â€Å"one best way† perspective does not consider the passage of time, that behaviors could be changed or modiï ¬ ed during any interaction, nor the effect any previous encounters may have on the current experience (Van de Vliert et al., 1997). Moving beyond the â€Å"one best way† perspective, in which only collaborative behaviors are considered to provide the most desirable outcome, the contingency perspective maintains that the optimal conï ¬â€šict management behavior depends on the speciï ¬ c conï ¬â€šict situation, and that what is appropriate in one situation may not be appropriate in another (Thomas, 1992). In this paradigm, the best approach is dependent upon the particular set of circumstances. The implications, which are very different to the â€Å"one best way† perspective, are that individuals can and should select the conï ¬â€šict management behavior that is most likely to produce the desired outcome. Thus, conï ¬â€šict management behaviors are regarded as a matter of preference (rather than innate, as in the â€Å"one best way† view), and the outcome is dependent on the selection of the most appropriate mode of conï ¬â€šict management behavior. Until recently, conï ¬â€šict research has been heavily inï ¬â€šuenced by the â€Å"one best way† and contingency perspectives, focusing on the effectiveness of a single mode of conï ¬â€šict management behavior (primarily collaboration) during a single conï ¬â€šict episode (Sternberg and Soriano, 1984). Thus the â€Å"one best way† and contingency perspectives do not necessarily o ffer a real-world view in which managers both can and do change their behaviors: adapting to the situation; perhaps trying different approaches to break a deadlock or to improve their bargaining position; taking into account changing circumstances in the microenvironment; and the subsequent inï ¬â€šuence upon the actions of individuals involved in any conï ¬â€šict episode (Olekalns et al., 1996). A fresh approach is provided by the complexity perspective, which characterizes conï ¬â€šicts as being dynamic and multi-dimensional. In such circumstances, the best behavioral style in dealing with any one conï ¬â€šict episode may vary during, or between, conï ¬â€šict episodes (Medina et al., 2004; Nicotera, 1993). For conï ¬â€šict in a complex world, neither the â€Å"one best way† nor the contingency perspective would necessarily produce optimal results. If conï ¬â€šict does not occur discretely and individually (Pondy, 1992a), existing approaches may not describe the world as managers actually experience it. Arguably, these approaches have artiï ¬ cially limited conï ¬â€šict research to a ï ¬â€šat, two-dimensional model. To address the shortcomings of traditional research and to incorporate the complexity perspective into conï ¬â€šict management theory, we need to move beyond two dimensions (Van de Vliert et al., 1997). Beyond two dimensions of conï ¬â€šict management theory Recent work by Van de Vliert et al. (1997) and Medina et al. (2004) has expanded current theory through consideration of the complexity perspective. The complexity perspective argues that any reaction to a conï ¬â€šict episode consists of multiple behavioral components rather than one single conï ¬â€šict management behavior. In the complexity perspective, using a mixture of accommodating, avoiding, competing, compromising and collaborating behaviors throughout the conï ¬â€šict episode is considered to be the rule rather than the exception (Van de Vliert et al., 1997). To date, studies taking a complexity approach to conï ¬â€šict management have adopted one of three different complexity perspectives. The ï ¬ rst examines simultaneous complexity and how different combinations of behaviors affect the outcome of the conï ¬â€šict (Munduate et al., 1999). The second complexity approach focuses on the point of behavioral change and the outcome, examining either the behavioral phases through which the participants of a conï ¬â€šict episode pass, or apply temporal complexity to look at the point at which behavioral style changes and the effect on the conï ¬â€šict episode (Olekalns et al., 1996). The third approach is the sequential complexity or conglomerated perspective, which is concerned with the different modes of conï ¬â€šict management behavior, how they are combined, and at what point they change during the interaction. The application of the complexity perspective to conï ¬â€šict management research has revealed that managers use more than the ï ¬ ve behaviors suggested by the â€Å"one best way† perspective to manage conï ¬â€šict. In their study of conglomerated conï ¬â€šict management behavior, Euwema et al. (2003) argued that the traditional approach under-represents the individual’s assertive modes of behavior and have as a result added â€Å"confronting† and â€Å"process controlling†, making seven possible behaviors: (1) competing; (2) collaborating; (3) avoiding; (4) compromising; (5) accommodating; A re-evaluation of conï ¬â€šict theory 193 IJCMA 21,2 194 (6) confronting; and (7) process controlling. Weingart et al. (1990) identiï ¬ ed two types of sequential pattern: Reciprocity, responding to the other party with the same behavior; and Complementarity, responding with an opposing behavior. Applying a complexity perspective, the effectiveness of complementarity or reciprocity behaviors will be contingent upon the situation, the micro-environment, the number of conï ¬â€šict episodes, and the types of conï ¬â€šict present. The sequential pattern may in itself be complex, being dependent both upon the current situation and on varying behaviors throughout the interaction. A further, often unrecognized implication of complexity in conï ¬â€šict is that each conï ¬â€šict episode could be unique, being composed of different proportions of each of the affective, cognitive and process conï ¬â€šict types (Jehn and Chatman, 2000). The implication for conï ¬â€šict management strategy and the choice of the most appropriate behavior is immense. Therefore, a new perspective is needed, in which conï ¬â€šict and the response to conï ¬â€šict is viewed as dynamic and changing over time, with each conï ¬â€šict episode having a unique composition requiring a speciï ¬ c but ï ¬â€šexible approach in order to obtain the best possible outcome. We propose that this might result in a manager changing behavior during a conï ¬â€šict episode, or indeed a manager adopting different behaviors for a number of conï ¬â€šict episodes occurring simultaneously. In the next section, we take all these complex factors into account and propose a single, dynamic and comprehensive model of conï ¬â€šict management behavior. Multiple, simultaneous conï ¬â€šict episodes We have shown that the ï ¬ eld of conï ¬â€šict has become entangled in multiple terms and that research into conï ¬â€šict management is struggling to reconcile two-dimensional models with the more complex situation encountered in the real world. A model is needed which considers the complexity of conï ¬â€šict episodes and separates conï ¬â€šict antecedents from conï ¬â€šict types, recognizing that conï ¬â€šict can relate to emotions and situations which have common antecedents. We propose that the way forward is to expand the conglomerated perspective into a sequential contingency perspective, in which the sequence of conï ¬â€šict management behaviors adopted is dependent upon a number of inï ¬â€šuencing factors in the micro-environment, the number of conï ¬â€šict episodes being dealt with, their composition, and changes in the behaviors of the actors involved. A sequential contingency perspective The sequential contingency perspective for intraorganizational, interpersonal conï ¬â€šict proposes the adoption of an alternative paradigm which is that conï ¬â€šict is ever-present and ever-changing in terms of its nature or composition; and that it is the way in which these continuous conï ¬â€šicts is managed which determines the outcome of any conï ¬â€šict episode and the nature of any subsequent conï ¬â€šicts. Figure 1 provides a visualization of Pondy’s (1992b) postmodern paradigm of conï ¬â€šict and provides a foundation for the investigation of complex, multiple, simultaneous, intraorganizational conï ¬â€šicts. This conceptual visualization of conï ¬â€šict within the organization provides a three-dimensional representation of conï ¬â€šict from the paradigm that conï ¬â€šict is an inherent feature of organizational life. It shows how, at any one given point in time, A re-evaluation of conï ¬â€šict theory 195 Figure 1. A conceptual visualization of multiple, simultaneous conï ¬â€šict there can be a number of conï ¬â€šict episodes experienced (y axis), each with different intensities (z axis) and duration (x axis). In addition, we have argued that each conï ¬â€šict episode will have a unique composition, being made up of different proportions of cognitive, affective and process elements. The implications for conï ¬â€šict management theory are twofold: ï ¬ rst, the behavioral strategies adopted in the management of these conï ¬â€šicts will be highly complex and will be determined by a number of inï ¬â€šuencing factors; and second, this moves theory beyond the two dimensional duel concern perspective, in that the adaptable manager dealing with these multiple, simultaneous conï ¬â€šicts will also need to consider the possible implications of their chosen strategy along with the changing micro environment in which they operate. Using this three-dimensional conceptual visualization of conï ¬â€šict within the organization we propose a sequential contingency model for managing interpersonal conï ¬â€šict within the organization (Figure 2). The basic elements of the framework in Figure 2 consider all the dimensions of conï ¬â€šict and its management as previously discussed: . the conï ¬â€šict episode characteristics, the type and composition of any conï ¬â€šict episode encountered (Amason, 1996; Jehn, 1995; Jehn, 1997; Pinkley and Northcraft, 1994); . the characteristics of the relationship(s) (Jehn, 1995); . the characteristics of the individuals involved; . the conï ¬â€šict management behaviors; and . the outcome of previous conï ¬â€šict episodes (Van de Vliert et al., 1997). IJCMA 21,2 196 Figure 2. A sequential contingency model for managing intra-organizational, interpersonal conï ¬â€šict The basic postulate of the model is that conï ¬â€šict is a constant and inherent condition of the organization (that is, that conï ¬â€šict episodes do not occur as isolated, anomalous incidents). Additionally, the effectiveness of the conï ¬â€šict management behaviors in terms of its functionality or dysfunctionality is contingent upon, and moderated by, the nature of the conï ¬â€šict, the characteristics of the individuals and relationships involved, and experience of previous conï ¬â€šict. Thus, this model provides a framework for dealing with multiple, simultaneous conï ¬â€šict episodes moving beyond the tradition two-dimensional approach. Future research To date there has been little empirical research into the degree to which individuals are able to adapt their behavior during an interaction, or on the value of the complexity perspective in dealing with complex intraorganizational conï ¬â€šict. The future research agenda needs to explore conï ¬â€šict through Pondy’s (1992b) alternative paradigm and expand on these theoretical ï ¬ ndings by investigating intraorganizational, interpersonal conï ¬â€šict in a number of ways. We therefore set out a research agenda framed in terms of four research propositions. First, taking the sequential contingency perspective and adopting Pondy’s (1989) alternative paradigm for conï ¬â€šict within the organization, research is needed to establish the occurrence of conï ¬â€šict. Pondy (1992b) argues that, rather than a sequence of discrete isolated incidents, conï ¬â€šict is an inherent condition of social interaction within the organization and that conï ¬â€šict episodes occur simultaneously not sequentially. This would imply that: P1a. Conï ¬â€šict is a constant condition of interorganizational, interpersonal relationships. A re-evaluation of conï ¬â€šict theory P1b. Multiple conï ¬â€šict episodes occur simultaneously. P1c. Conï ¬â€šict episodes are complex, having differing compositions of affective, cognitive and process elements which change over time. The complexity perspective recognizes that different conï ¬â€šict situations call for different management behaviors (Van de Vliert et al., 1997). This implies that managers can call upon a much wider range of approaches to conï ¬â€šict management than previously thought. Moreover there is a further implication, which is that managers are able to adapt their behavior during conï ¬â€šict episodes. Thus: P2a. Managers use different behaviors to manage multiple conï ¬â€šicts at any one time. P2b. Managers change their behavior over time during the same conï ¬â€šict episode. A substantial branch of recent conï ¬â€šict management research has focused on the outcomes of conï ¬â€šict and has suggested that not all conï ¬â€šict is negative (De Dreu, 1997; Simons and Peterson, 2000; Schultz-Hardt et al., 2002; Schwenk, 1990). Given this, we need a greater understanding of the effect that the behavior adopted has on the conï ¬â€šict experienced, whether it mitigated or agitated the situation, and the consequences for any subsequent conï ¬â€šict (Amason, 1996). Thus: P3a. The behaviors that managers use affect the outcome of the conï ¬â€šict. P3b. The behaviors that managers use affect subsequent conï ¬â€šicts. Finally, re-visiting Pondy’s (1989) alternative paradigm and incorporating the additional perspectives that come from consideration of conï ¬â€šict outcomes and the application of the complexity perspective, we argue that more research is needed into the relationship between the behaviors that managers adopt and whether these behaviors represent the conscious adaptation of an optimal approach to conï ¬â€šict management. Thus: P4. Conï ¬â€šict management involves adapting a set of behaviors through which a degree of co-operation is maintained, as opposed to the use of behavior(s) which resolve(s) discrete isolated incidents of conï ¬â€šict. Our purpose in setting out a new model and research agenda for conï ¬â€šict management research, together with a set of detailed research propositions, is to move the ï ¬ eld beyond the consideration of conï ¬â€šict episodes as discrete, isolated incidents and to encourage the investigation of different behaviors in different circumstances and their effectiveness. Future research needs to consider the complexity of conï ¬â€šict and adopt a research paradigm which considers the behavioral strategies within long term complex interpersonal relationships. Conclusion This paper has offered four contributions to the ï ¬ eld of conï ¬â€šict and conï ¬â€šict management. The ï ¬ rst is the clariï ¬ cation of conï ¬â€šict typologies set out in Table II. The 197 IJCMA 21,2 198 second contribution is the notion that business managers handle multiple and simultaneous conï ¬â€šict episodes that require different approaches to resolving them, so that the existing models proposed for conï ¬â€šict management are unlikely to chime with their actual experience. The third contribution is to map this in the form of a new theoretical model for conï ¬â€šict management (Figure 2). The fourth contribution is to use this theoretical model to set out a set of research propositions to shape research that will shed light on the real conï ¬â€šicts that managers have to face. Just 40 years on, and intraorganizational conï ¬â€šict theory itself appears to be in conï ¬â€šict. 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(1990), â€Å"Tactical behavior and negotiation outcomes†, International Journal of Conï ¬â€šict Management, Vol. 1 No. 1, pp. 7-31. Further reading Amason, A.C., Hochwarter, W.A., Thompson, K.R. and Harrison, A.W. (1995), â€Å"Conï ¬â€šict: an important dimension in successful management teams†, Organizational Dynamics, Vol. 24 No. 2, pp. 20-35. Blake, R.R. and Mouton, J.S. (1964), The Managerial Grid, Gulf Publishing Co., Houston, TX. De Dreu, C. and Weingart, L.R. (2003), â€Å"Task versus relationship conï ¬â€šict, team performance, and team member satisfaction: a meta-analysis†, Journal of Applied Psychology, Vol. 88 No. 4, pp. 741-9. Deutsch, M. (1973), The Resolution of Conï ¬â€šict, Yale University Press, New Haven, CT. Friedman, R., Tidd, S., Currall, S. and Tsai, J. (2000), â€Å"What goes around comes around: the impact of personal conï ¬â€šict style on work conï ¬â€šict and stress†, International Journal of Conï ¬â€šict Management, Vol. 11 No. 1, pp. 32-55. Guerra, M.J., Martinez, I., Munduate, L. and Medina, F.J. (2005), â€Å"A contingency perspective on the study of the consequences of conï ¬â€šict types: the role of organizational culture†, European Journal of Work and Organizational Psychology, Vol. 14 No. 2, pp. 157-76. Lewicki, R.J. and Sheppard, B.H. (1985), â€Å"Choosing how to intervene: factors affecting the use of process and outcome control in third party dispute resolution†, Journal of Occupational Behavior, Vol. 6 No. 1, pp. 49-64. Tidd, S.T., McIntyre, H. and Friedman, R.A. (2004), â€Å"The importance of role ambiguity and trust in conï ¬â€šict perception: unpacking the task conï ¬â€šict to relationship conï ¬â€šict linkage†, International Journal of Conï ¬â€šict Management, Vol. 15 No. 4, pp. 364-84. About the authors  ´ James Speakman is Assistant Professor of International Negotiation at IESEG Business School, a member of Catholic University of Lille, where his attentions are focused on sales and negotiation. After working for 16 years in key account management sales he completed his PhD research at Cranï ¬ eld School of Management, where, using the Critical Incident Technique with an Interpretive Framework for coding to investigate intraorganizational, interpersonal conï ¬â€šict and the behavioral sequences adopted in the management of these complex interpersonal, intraorganizational conï ¬â€šict episodes. Other research interests include personal selling, past, present and future, where he conducted the US research for a multinational study on the future of personal selling and negotiation in context where his research interests include multi-cultural negotiation. James Speakman is the corresponding author and can be contacted at: I.Speakman@IESEG.FR Lynette Ryals specializes in key account management and marketing portfolio management, particularly in the area of customer proï ¬ tability. She is a Registered Representative of the London Stock Exchange and a Fellow of the Society of Investment Professionals. She is the Director of Cranï ¬ eld’s Key Account Management Best Practice Research Club, Director of the Demand Chain Management community and a member of Cranï ¬ eld School of Management’s Governing Executive. To purchase reprints of this article please e-mail: reprints@emeraldinsight.com Or visit our web site for further details: www.emeraldinsight.com/reprints A re-evaluation of conï ¬â€šict theory 201