The Lord of the Flies by Golding. An epic tale that depicts the different facets of the human spirit

The Lord of the Flies by Golding. An epic tale that depicts the different facets of the human spirit The adventure novel, The Lord of the Flies, was an epic tale that depicted the differentfacets of the human spirit. It was written by William Golding in the 1950's and recievedmany awards. Idt was declared the "Outstanding Novel of the Year" by E.M. Forrester.The author did in no wat mean for this story to be biographical, but Mr. Golding depictedwell the many different aspect of human nature. The book has been described as"provacative, vivid and enthralling," but Time and Tide said it best when they wrote, "It isnot only a first-rate adventure story but a parable of our times."The novel took place on an island probably somewhere in the middle of theAtlantic. This can be inferred because of the fact that the boys are British and that theyarrived on the island by way of a plane cradsh. The story also occurred during wartime.Ralph Wolf as he prepares to jack a sheep.The story begins when a group of British boys crash on an uninhabited island. Inthe beginning they area all unruly and un morginized. Finally, a boy by the nakme of Ralphdecides to take charge and call a meeting. The boys declare him "chief" and then begin tofollow his lead. Ralph is also assisted by another lad by the name of Piggy. The group ofboys were getting along fine until Jack Merridew, a boy who wanted to be "chief" instead,decided to go his own way. He disobeyed Ralph and did things his own way. He was topreoccupied witdh his own whims to do the act that was most important on the island,which was to keep the signal going so they could be rescued. Finally, Jack went againstRalph and declared that if any of the other boys wanted to have "fun," which...

Public Information Model Essays

Public Information Model Essays Public Information Model Essay Public Information Model Essay Essay Topic: For Whom the Bell Tolls According to McDonalds Canada site, McDonalds has started publicising itself through advertisements during 1967 when they realized that local advertising would be insufficient to support a single identity therefore a percentage of sales would be generated to fund their international advertising campaigns. This is a form of press agentry model due to the form which is to publicise the organisation and with the case of McDonalds, its services and food in any way possible. However, it was not until recently that McDonalds started to apply the four models of public relations as a consequence of the issues that surface and the increase level of social awareness. In the media release entitled Big mac make record cents for charity, they have invited celebrities, local VIPs, community and charity groups for their McHappy Day, another example of press agentry model.  An example of public information model is the distribution of nutrition leaflets available in all restaurants in Australia, according to their media release (March 31, 2004). From the very same media release, Sensory Solutions, Australias specialist food research agency did surveys regarding the nutrition information on the packaging, and as a result of this survey McDonalds will start labelling their packaging with nutrition. This is an example of symmetrical model where mutual understanding is created between the public and the organisation. An example of asymmetrical model would be the super size me issue, whereby after obtaining feedback from various organisations, McDonalds added more items on the menu and reinforcing its wholesome goodness of their products through advertisements and debates located on the site entitled A balanced diet, a balanced debate. This is because according to Johnston and Zawawi, feedback is used to determine what the publics attitudes are toward the organisation and how they might be changed (2004, p.9) The changes that are evident here is through the dynamics of their method of communicating themselves towards their publics, from recurring changes of their advertising themes to the usage of different media to communicate to their consumers through the distribution of nutrition leaflets, posts on the internet to name a few.  3. Do you believe the film Super Size Me represents a serious public relations threat to McDonalds? Is the companys response likely to be effective? Give reasons for your answers. For this section, it shall focus on introducing Super Size Me, what constitutes as a public relations threat, whether it represents as a serious public relations threat, and how the documentary has affected McDonalds, including their response towards the phenomenon.  Morgan Spurlock, the director has made controversial waves through his release of the documentary entitled Super Size Me. In this documentary he conducted a 30 day experiment which as stated on the site Super Size Me,  During the journey, Spurlock also put his own body on the line, living on nothing but McDonalds for an entire month with three simple rules:  1) No options: he could only eat what was available over the counter (water included!) 2) No supersizing [sic] unless offered  3) No excuses: he had to eat every item on the menu at least once  McDonalds USA states that  This movie is all about one individuals decision to act irresponsibly by consuming more than 5,000 calories a day twice the recommended level for adult males and by purposely limiting his physical activity. Thats why this movie makes no contribution to the important dialogue taking place today on nutrition and balanced lifestyles. Public relations is the management function that establishes and maintains mutually beneficial relationships between and organization and the publics on whom its success or failure depends. Cutlip, Center and Broom (2000, p.6). Whether or not Super size me is a serious threat depends on whether practice of public relations by McDonalds has not complied with the definition. Specifically, if McDonalds has not been catering to the needs of its customers ever since the Super size me crisis, and that customers do not patron McDonalds, and whether mutual benefits have not been created, only then can it be said to be a threat.  Super size me should not even be an issue, to Spurlock making complaints about him experiencing physical discomfort which includes internal and external physical tolls on his body in the form of increase in blood sugar and high blood pressure levels, one has to bear in mind that it was due to choice and that he has brought it upon himself. This was the point brought up by another film maker that chose to prove that one could still eat McDonalds and still be healthy. This will be exercised by Soso Whaley where is stated in the site entitled competitive enterprise institute, Whaley will document her experience of eating breakfast, lunch, and dinner at McDonalds for the month of April to dramatize the debate over public health and what has been termed Americas obesity epidemic. By making prudent menu choices, she will demonstrate that no one should blame the nations food purveyors for being overweight or unhealthy even if fast food really were their only choice So is Super Size Me really considered a threat? comments by McDonalds USA were that their focus was still on their customers and not Super Size Me. They have stressed that their social responsibility with regards to their customers has still been upheld with the availability of variety in their menus and the attempts and conducts of continuously refreshing their menus to suit the needs of the community. Furthermore they stated that  McDonalds has always been committed to playing a constructive, responsible role in developing solutions to our customers lifestyle needs offering more menu variety, promoting physical activity, and supporting consumer education.  This is also evident in McDonalds worldwide corporate responsibility report 2004 where they uphold the benefits of both their internal and external publics, creating mutual understanding and benefits between both parties hence it not being a serious public relations threat.

Why is luxury market growing so rapidly comparing to Japan and U.S Essay

Why is luxury market growing so rapidly comparing to Japan and U.S - Essay Example At the moment, these luxury market industries have set their eyes on a newer and bigger target, which is China. By comparing China to Japan and the United States, we will be able to track since when it is this started happening and see if China is going to strive even more in the luxury products market. When these large luxury market industries started to move to China, this shows that; First of all, it shows China’s rapid growth of economy. Second, increasing purchasing power led to higher consumption. And third, luxury items became a symbol of wealth and social status, due to the emerging middle class. But many for the Asian countries, these luxury products also symbolize power in their social class. With luxury products on high demand and not only the rich buying them, these industries will strive further and greater in Asian countries. The enhanced consumption of luxury goods in China has also to do with the altering demographics. Since China has one child policy, so at pr esent the Chinese population comprises of a large number of young people being raised by an average of six adults. Thus these young people constitute a pampered lot who have access to a large purchasing power, which they afford to spend on luxury goods. Besides, the young generation is also better connected with the outside world, courtesy the internet, affordable air travel, overseas education and the media. So the young people in China want their consumption patterns to be in tandem with the rest of the world. Hence, the market for the luxury goods in China is expected to grow on a steady pace over the years. The companies that first took advantage of this rising consumption of luxury goods were the already established European brands. The young consumers in China associated these brands with status and power. In a contemporary context, the luxury retailers are spreading throughout China like a wild fire, eager to cash in on the buying power of the well settled young consumers. Th e scope for a luxury consumer market that was unthinkable 20 years ago has now emerged as a viable future with immense possibilities for research. Table of Contents Title Page†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Executive Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Table of Contents†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦ 3 Research Question..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 Contributions of Research†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Literature Review†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Research Methods†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Appendices†¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 Research Question Q: why is luxury market growing so rapidly comparing to Japan and U.S.?

English Language Learners Essay Example | Topics and Well Written Essays - 750 words - 1

English Language Learners - Essay Example So, Slavit et al (2002) introduces many ways to learn second language along with highlighting similarities and differences. The main obstacle while learning English as a second language characterizes the students into two categories social and unsocial. For those students who possess a social and outgoing attitude, it is easier to learn as they are carefree about the mistakes and try experimenting the language while imitating phrases. Here they are not concerned about the mistakes. On the other hand it is difficult to learn English for those who possess a shy attitude and are conscious to what they should say and what not. Such students are unsocial and are concerned about grammatical mistakes. Hence it is difficult for them to utter and imitate phrases. ‘Errors’ and ‘Social Interaction’ are two profound approaches, which help a learner to learn the best of a language. Errors are the indicators of progress and if dealt positively can lead a child towards language perfection. In this context in case of errors it is not encouraging to adopt an attitude that points out errors in a learner, instead a better strategy is to highlight the correct form in the form of a model. Social interaction is another way of learning which not only is helpful in grasping new concepts but also encourages an individual to take part in oral and written language development through talking and listening. This is the reason for why today there is a growing trend of ‘chat forums’. According to Drucker (2003) there is a strong interconnection between listening and reading. This is evident from the fact that children who are able to read a little are when subjected to learn phonetic words, they found an ease to develop interest, which is helpful in learning and memorizing phonetic words, while on the other hand those words that are bore to pronounce are not remembered easily. In this context

Micromax Info Essay Example for Free

Micromax Info Essay Regd. Office: 21/14, Naraina Industrial Area, New Delhi-110028. CODE OF CONDUCT FOR DIRECTORS, SENIOR MANAGEMENT, OFFICERS AND EMPLOYEES OF MICROMAX INFORMATICS LTD. MICROMAX INFORMATICS LIMITED is committed to conducting its business in accordance with the applicable laws, rules and regulations and with highest standards of business ethics. This code is intended to provide guidance and help in recognizing and dealing with ethical issues, provide mechanisms to report unethical conduct, and to help foster a culture of honesty and accountability. Each Director, senior manager, officer and employee is expected to comply with the letter and spirit of this code. The Directors, senior management, officers and employees of the Company must not only comply with applicable laws, rules and regulations but should also promote honest and ethical conduct of the business. They must abide by the policies and procedures that govern the conduct of the Companys business. Their responsibilities include helping to create and maintain a culture of high ethical standards and commitment to compliance, and to maintain a work environment that encourages the stakeholders to raise concerns to the attention of the management. A present, overall, contents of this Code are in practice, being already followed by the Directors and the Senior Management, however, in compliance with the new Clause 49 of the listing agreement, the Code as set out below, is to take effect from the date, when approved by the Board in its meeting 1. APPLICABILITY: The Code is applicable to all the members of the Board of Directors, Senior Management, Officers and employees of the Company. Senior Management shall include all executives holding the positions of Director (Non-Board Member/s), Sr. Manager, Managers, Asst. Managers and all head of the departments excluding Board of Directors. Such personnel shall hereinafter be treated as members of its core management team. 2. DILIGENCE: The Directors, senior management, officers and employees are to exercise due diligence in attending to their respective duties and obligations in the best interest of the Company. 3. CONFLICTS OF INTEREST: The Directors, senior management, officers and employees should be scrupulous  in avoiding conflicts of interest with the Company. In case there is likely to be a conflict of interest, he/she should make full disclosure of all facts and circumstances thereof to the Board of directors or any Committee / officer nominated for this purpose by the Board and a prior written approval should be obtained. A conflict situation can arise: a. When an employee, officer, senior manager or Director takes action or has interests that may make it difficult to perform his or her work objectively and effectively, b. The receipt of improper personal benefits by a member of his or her family as a result of ones position in the Company, c. Any outside business activity that detracts an individuals ability to devote appropriate time and attention to his or her responsibilities with the Company, d. The receipt of non-nominal gifts or excessive entertainment from any person/company with which the Company has current or prospective business dealings, e. Any significant ownership interest in any supplier, customer, development partner or competitor of the Company, f. Any consulting or employment relationship with any supplier, customer, business associate or competitor of the Company. 4. TRANSPARENCY: The Directors and the Senior Management are to ensure that their action/s in the conduct of business are transparent, except where the confidentiality of the business requires otherwise. Such transparency shall be brought through appropriate policies, procedures, and maintaining supporting and proper records. 5. FAIR DEALING: Each director, member of core management team, officer, and employee should deal fairly with customers, suppliers, competitors, and employees of group companies. They should not take unfair advantage of anyone through manipulation, concealment, abuse of confidential, proprietary or trade secret information, misrepresentation of material facts, or any other unfair dealing-practices. 6. HONEST AND ETHICAL CONDUCT: The Directors, senior management, officers and employees shall act in accordance with the highest standards of personal and professional integrity, honesty and ethical conduct not only on Companys premises and  offsite but also at company sponsored business, social events as well as any places. They shall act and conduct free from fraud and deception. Their conduct shall conform to the best-accepted professional standards of conduct. 7. CORPORATE OPPORTUNITIES: Directors, senior management, officers and employees owe a duty to the Company to advance its legitimate interests when the opportunity to do so arises. Directors, senior management, officers, and employees are expressly prohibited from: a. Taking for themselves personally, opportunities that are discovered through the use of Companys property, information, or position, b. Competing directly with the business of the Company or with any business that the Company is considering. Using Companys property, information, or position for personal gain. If the Company has finally decided not to pursue an opportunity that relates to the Companys business activity, he/she may pursue such activity only after disclosing the same to the Board of directors or the nominated person/committee. 8. BUSINESS INTEGRITY: The Directors and the Senior Management are to ensure that the Company carries out its business as per accepted practices of business integrity, ethical standards, fair play and conduct, honestly, legitimately and as a fair competitor. 9. WORK PLACE: The Directors and the Senior Management are to ensure that there is gender friendly work place, equal opportunities are given to men and women, and there exists good employment practices. 1 0. QUALITY OF PRODUCTS/SERVICES: The Directors and the Senior Management are to endeavor that the products / services of the Company meet the accepted standards of quality including that of ISO 9001 and any other standard/s, and also the specifications of the legal authorities/laws so that customer satisfaction is ensured. Moreover costs are kept reasonable. 11. PROTECTION AND PROPER USE OF COMPANYS ASSETS: The Directors and the Senior Management are to ensure to protect Companys assets and property and the same should be used only for legitimate business  purposes. 12. CONFIDENTIALITY: The Directors, Senior Management, Officers and Employees shall maintain the confidentiality of confidential information of the Company or that of any customer, supplier or business associate of the Company to which Company has a duty to maintain confidentiality, except when disclosure is authorized or legally mandated. The Confidential information includes all non-public information (including private, proprietary, and other) that might be of use to competitors or harmful to the Company or its associates. The use of confidential information for his/her own advantage or profit is also prohibited. 13. COMPLIANCE WITH LAWS, RULES, AND REGULATIONS: T he Directors, senior management, officers and employees shall comply with all applicable laws, rules, and regulations. Transactions, directly or indirectly, involving securities of the Company should not be undertaken without pre-clearance from the Companys compliance officer/Company Secretary. Any Director, member of core management team, officer or employee who is unfamiliar or uncertain about the legal rules involving Company business conducted by him/her should consult the legal department of the Company before taking any action that may jeopardize the Company or that individual. 14. RELATIONSHIP WITH CUSTOMERS AND SUPPLIERS: The Directors and the Senior Management are to endeavor that their dealings with the customers are given due importance, value is created and relationship of trust is built. In dealing with suppliers it should be the endeavor that supplies are based on need, quality, service, price, and appropriate terms and conditions. 15. SHAREHOLDERS: The Directors and the Senior Management are to ensure that the rights of shareholders are met as per law and good corporate practices, and all efforts are made to provide best services to them. 16. COMMUNITY ACTIVITIES: The Directors and the Senior Management are to endeavor that the Company be a trusted corporate citizen and, as an integral part of the Society, fulfills its responsibilities and duties to the societies and communities in which it  operates. 17. CODE OF ETHICS FOR CHIEF FINANCE OFFICER: Honesty, integrity and sound judgment of the senior financial officers is fundamental for the success and reputation of Action Construction Equipment Limited. The professional and ethical conduct of the senior financial officers is essential to the proper functioning of the Company. The senior finance officers as well as Directors of the Company shall be bound by the following code of ethics: 1. Act with honesty and integrity, including the ethical handling of actual or apparent conflicts of interest between personal, financial and professional relationships, 2. Make full, fair, accurate, timely, and understandable disclosure in reports and documents that the Company files with, or submits or makes periodically, to the shareholders, government authorities, and to the public, 3. Comply with governmental laws, rules, notifications and regulations applicable to the Companys business, 4. Disclose to the Board or any committee/officer designated by the Board for this purpose, any material transaction or relationship that reasonably could be expected to give rise to any violations of the code including actual or apparent conflicts with the interests of the company, 5. Promote prompt reporting of violations of the Code of Ethics to the Board of Directors or any person/committee designated for this purpose, as may be necessary, 6. Respect the confidentiality of information acquired in the course of employment unless legally obliged to disclose and ensure that no such confidential information is used for personal advantage/benefit, 7. Maintain the skills necessary and relevant to the Companys needs, 8. Act in good faith, responsibility, with due care, competence and diligence without misrepresenting material facts, 9. Refrain from any inappropriate or undue influence of any kind in all dealings with independent auditors, and avoid any actual or apparent conflicts with analysts, 10. Achieve responsible use of and control over all assets and resources employed or entrusted to them, 11. Promote ethical and honest behavior within the Company and its associates, Chief Finance Officer should adhere to both the code of business conduct and the code of ethics of the Company. Violation of the code of ethics will lead to appropriate disciplinary action including dismissal from the services of the Company any  deviation/waiver from this code can only be affected on the sole and absolute discretionary authority of the Board or any person/committee designated by the Board for this purpose. 18. INTERPRETATION OF CODE: Any question or interpretation under this Code of Ethics and Business Conduct will be handled by the Board or any person /committee authorized by the Board of the Company. The Board of Directors or any designated person/committee has the authority to waive compliance with this Code of business conduct for any Director, member of core management team, officer or employee of the Company. The person-seeking waiver of this Code shall make full disclosure of the particular circumstances to the Board or the designated person/ committee 19. COMPLIANCE WITH THE CODE OF CONDUCT: Compliance with this Code of Conduct is an obligation. The Directors and the Senior Management are to ensure that this Code is communicated to, and understood and observed by all employees. The Directors and the Senior Management shall affirm compliance with the Code, on an annual basis. The Board expects employees to bring to their attention, or to that of Senior Management, any breach or suspected breach of this Code. Compliance with this Code is subject to the review by the Board and complemented by the Audit Committee of the Board. Any modification/s, amendment/s, or review of this Code shall be done by the Board.

catcher in the rye :: essays research papers

As defined in The American Heritage Dictionary, symbolism is defined as the practice of representing things by means of symbols or of attributing symbolic meanings of significance to objects. The book â€Å"The Catcher in the Rye† by J.D. Salinger was the only novel he has written. The novel The Catcher in the Rye is about a boy named Holden Caulfield who’s trying to find himself and what he’s supposed to do with his life. Through his journey he gets kicked out of many schools, interacts with unusual characters, and has many different events that are unusual. Throughout the novel, he will be told he needs some kind of help and at the end he too will realize it himself. Why is Holden’s red hunting hat significant because, his hat is red like Allies hair, he’s hunting for truth, and he wears it like a catcher.   Ã‚  Ã‚  Ã‚  Ã‚  First, Holden’s red hunting hat is significant because of him wanting to be the â€Å"Catcher in the Rye†. Also, Holden’s red hunting hat demonstrates symbolism because his hat is representing the fact that he wants to â€Å"save kids from losing their innocence† by catching them as would a catcher do.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"And I am standing on the edge of some crazy cliff. What I have to do, I have to catch everybody if they start to go over the cliff- I mean if they’re running and they don’t look where they’re going I have to come out from somewhere and catch them. That’s all I’d do all day. I’d just be the catcher in the rye and all† (173 Salinger). Also, Holden’s trying to save kids from making the same mistakes that he would by catching them before jumping into adulthood he doesn’t want them to grow up making the same mistakes that he did. Holden soon realizes that he can’t catch every single kid from falling into adulthood because it isn’t in his powers to help them because it’s a move they have to take.   Ã‚  Ã‚  Ã‚  Ã‚  Second, Holden’s red hunting hat has another significance which is being that it’s the same color as the color of Allies hair. This demonstrates symbolism because he really didn’t have a closer relationship with Allie. He feels bad that he had blown them off those few times that he wanted to hang out with him. Also, Allies red hair and Holden’s red hat reminds Holden about his brother and what he meant to him.

Hamlet’s Soliloquys

Throughout the play Hamlet there are soliloquys, these soliloquys enable the audience/reader to be able to know what the characters truly think and how they truly feel. Although many characters have their own soliloquys, Hamlet’s are the most informative and advance the plot the greatest. In Hamlet’s soliloquys we learn of events that speed his revenge, how he feels about his father’s death and his mother’s swift marriage to Hamlet’s uncle Claudius. Hamlet’s first soliloquy of the play reveals possibly the most about his character in one soliloquy. This soliloquy reveals that Hamlet longs for death by saying â€Å"O that this too too solid flesh would melt† (Shakespeare 14) but he cannot kill himself because it is a sin: â€Å"His canon ‘gainst self-slaughter. † (Shakespeare 14). Hamlet is considering suicide because he finds life and the world utterly tedious and foul, and overrun with â€Å"things rank and gross in nature† (Shakespeare 14). When Hamlet talks about his father he compares him to the sun god Hyperion and his uncle and new king Claudius to a satyr. Hyperion to a satyr† (Shakespeare 14). Hamlet recalls how lovingly his father cared for his mother â€Å"so loving to my mother† (Shakespeare 14), and how passionately she loved him â€Å"she would hang on him As if increase of appetite had grown† (Shakespeare 14). When Hamlet thinks of his mother marrying his despised uncle, Hamlet is disgusted at how soon they were married after his father’s death. Hamlets first soliloquy creates a dark atmosphere because he longs for death and condemns his mother’s marriage to his father’s brother. By truthfully revealing his innermost thoughts and emotions, Hamlet’s soliloquy advances the plot by showing the audience and reader how Hamlet feels about the current situation, his father’s death, his own life and mortality, and his mother’s marriage to Claudius. Hamlet’s second soliloquy follows the visit from the late King Hamlet’s ghost. Once the ghost leaves, Hamlet seems fully determined on revenge in contrast to the underlying theme of meditation and love while Hamlet was with the ghost. Once the ghost is gone, Hamlet has no thoughts of whether or not the Ghost is good or evil. Hamlet vows to remember the Ghost and its command to revenge. He makes it clear his feelings toward his mother â€Å"O most pernicious women! † (Shakespeare 32), and to his uncle â€Å"O villain, villain, smiling damned villain! † (Shakespeare 32). This soliloquy’s main focus is on Hamlet’s revenge of his father’s death. Looking at this soliloquy it looks like Hamlet will be swift in his revenge, but his road to revenge will be full of procrastination and over thinking. This soliloquy advances the plot by showing what will be the focus throughout the rest of the play. In Hamlet’s third soliloquy he contemplates how the first player can weep for Hecuba, a fictional character, when in reality Hecuba means nothing to the first player and Hecuba cares nothing for him. Hamlet thinks of what the Player would do if he had the motive that Hamlet has. This thought provokes Hamlet to scold himself for apparent cowardice and lack of action when he has real reasons to take them. From this he curses Claudius â€Å"Bloody, bawdy villain! Remorseless, treacherous, lecherous, kindless villain! † (Shakespeare 62). Hamlet listens to himself and mocks his emotional outburst â€Å"Why, what an ass am I! † (Shakespeare 62). Hamlet realizes that he must act in some way and sets his brain to work and thinks of something to do â€Å"About, my brains. Hum† (Shakespeare 62). He begins to shape a plan to test the Ghost’s story. Hamlet starts to question whether the Ghost is a good or evil spirit â€Å"The spirit that I have seen May be a devil, and the devil hath power† (Shakespeare 62). Hamlet’s plan becomes clear, the players will perform a play showing a murder similar to the way that Claudius murdered the King Hamlet, if when watching this murder Claudius reveals his guilt; it will prove that the Ghost has spoken truly â€Å"The play’s the thing Wherein I’ll catch the conscience of the king. † (Shakespeare 63). This soliloquy creates a conniving atmosphere as Hamlet plans to make Claudius reveal his guilt of murdering his brother, King Hamlet. This advances the plot by showing that Hamlet is capable of taking some action and shows the audience Hamlet’s plan to make Claudius show his emotions. This fourth soliloquy starts out with possibly the most popular Shakespeare quote in the world â€Å"To be, or not to be, that is the question:† (Shakespeare 66). By this Hamlet could be talking about his own personal dilemma, whether he should live, or commit suicide. Hamlet could also not be considering his own situation, but is asking a more general question: is life worth living? This questions the advantages and disadvantages of human existence, whether it is better to be unhappy, than to be at all. This soliloquy creates a dark atmosphere because of Hamlet’s questioning of suicide and if life in general is worth living. This soliloquy shows that Hamlet is still questioning life as he did earlier in the play in his first soliloquy. Just before Hamlet’s fifth soliloquy, Hamlet argues with Polonius and refuses to be treated like a musical instrument that can be made to say anything at someone else’s wish. In the soliloquy Hamlet uses the melodramatic stock imagery of a traditional Elizabethan revenger, â€Å"Now could I drink hot blood,† (Shakespeare 88). As Hamlet leaves to meet Gertrude, he vows to scold her, but not harm her, â€Å"I will speak daggers to her, but use none. † (Shakespeare 88). In Hamlet’s sixth soliloquy, he enters into the church where he finds Claudius praying. Hamlet draws his sword to kill Claudius but then holds back because he is praying. If Hamlet were to kill him while he was praying then Claudius’s soul would be sent to heaven. Hamlet then reflects on the fact that his father was killed at a moment when he was unprepared for heaven thus condemning him to suffering after death. Hamlet then decides to kill Claudius at a more sinful moment, and thus damn him to hell. Once again Hamlet has found an excuse to postpone killing Claudius. There is dramatic irony in Claudius’s final couplet. It reveals that Hamlet may have caught the conscience of the king, but that he was deceived by appearance. Claudius only looked as if he was praying, his efforts to contact god were unsuccessful: â€Å"My words fly up, my thoughts remain below. Words without thoughts never to heaven go. † (Shakespeare 91). This soliloquy creates a dark atmosphere even though it is in a church because Hamlet wants to make sure that he not only kills Claudius but that he suffers eternally. This soliloquy shows that Hamlet is not a hard-hearted traditional revenger and continually finds reasons to delay killing Claudius. Before Hamlet’s seventh and final soliloquy, Hamlet speaks with a captain in the Norwegian army. The captain tells Hamlet that the army is passing through Denmark on its way to fight for a tiny unprofitable part of Poland. Hamlet reflects on the sickness of an apparently healthy society â€Å"This is th’impostume of much wealth and peace. † (Shakespeare 110) in which thousands will die in battle over such a â€Å"straw† (Shakespeare 110). These thoughts prompt Hamlet’s last soliloquy in which he once again reproaches himself for delaying the revenge of his father’s murder. Hamlet then considers that everything he encounters prompts him to take revenge: â€Å"How all occasions do inform against me, And spur my dull revenge. † (Shakespeare 110). He reflects that god has given him human intelligence to use and that capacity for making moral decision making is what separates humans from animals: â€Å"Sith I have cause, and will, and strength, and means To do’t† (Shakespeare 110). The encounter with Fortinbras’ army spurs Hamlet to speed his revenge: â€Å"Oh from this time forth, My thoughts be bloody or be nothing worth. (Shakespeare 111). Throughout Hamlet’s soilioquys we have been given an inside look at his deepest thoughts, his views on life and death, and his view on military expeditions. Most importantly we learn that Hamlet is not a traditional Shakespearean avenger. His main character flaws, procrastination and overthinking, prevent him from accomplishing a speedy revenge.

Different Interpretations of Taming of the Shrew Essay

Since there are so many different adaptations of Taming of the Shrew, there are quite a lot of differences when you see it, then when you read it. Especially when you try to imagine the Wooing Scene, in Act 2 Scene 1. Here are a few main differences I noticed in two of the different adaptations I watched: * Gaudete Academy 2010 Production (http://www.youtube.com/watch?v=xaebQOnnHMU) * Petruchio was a little scared of Katherina when he first met her * Katherina was a lot more harsh, physically * Instead of dialogue with words, they made Petruchio speak and Katherina act with facial expressions and basically actions. Petruchio: You lie in faith. For you are called Kate. Plain Kate. Bonny Kate. And sometimes Kate the curst. (Katherina flicks him annoyingly) * Also Petruchio has long monologues, but instead they make Katherina respond with actions and not verbally. So Kate’s actions made it seem like dialogue * There is so much more physical abuse, than verbal abuse Petruchio: My super dainty Kate. (Katherina pushes him off the stage) * They change some words and sentences, so the audience understand the jokes and puns * A lot of interaction with the audience Petruchio: Take this of me, Kate of my consolation: Hearing thy†¦ hearing thy†¦ Uh, help? What’s that sir? *Harpy* Hearing thy Harpyishness praised in every town * Taming of the Shrew (1976) (http://www.youtube.com/watch?v=RdqOHvcD-VU) * Baptista acts a little evil when Petruchio asks for Kate’s hand in marriage * Petruchio acts a lot more rude, physically * Katherina struggles with Petruchio a lot more * Katherina seems weak, even from the start * Kate doesn’t argue as much as in the play * Petruchio over powers Kate a lot, instead of them being equally horrid * Petruchio adds more actions, so it adds more emphasis to the argument * Gremio’s line stands out more, than in the play script * Taming of the Shrew (CorkShakespeare) This one is very similar to the original play script, so not many points (http://www.youtube.com/watch?v=hxtQKwHO6xU) * Most of the other adaptations points * Costumes were modernized * Petruchio is very forceful

Total quality management A Path to Sustainable Growth and Improvement

Total quality management A Path to Sustainable Growth and Improvement Executive Summary Starting and maintaining any business venture is a process that requires determination motivation and general know-how in regards to how to operate a business and ensure that it remains profitable despite the various challenges and risks that may be available in the business environment one wants to venture in. As such, there are several considerations that should be carried out to ensure that all details regarding the business are addressed and well planned for.Advertising We will write a custom research paper sample on Total quality management: A Path to Sustainable Growth and Improvement specifically for you for only $16.05 $11/page Learn More The considerations include but are not limited to: the identification of the business opportunity, development of the product or service, evaluations of the suppliers, clients and business environment and market analysis among others. A recurrent and most important concept that must be considered i s the quality of the output produced by all processes within the business. Total quality ensures that the business survives the harshness of business environments, all the while guaranteeing profits from the venture. This report shall set out to explore Total Quality Management (TQM) as being among the core concepts used by business entities to safeguard their reputation, ensure effective and efficient delivery of quality products and services and manage businesses towards success. To this end, the principles of TQM shall be discussed and its relevance to human resource, client satisfaction and supplier management analyzed. By using relevant and credible sources, this report shall present a comprehensive and informative discussion on how TQM plays an integral role in facilitating business growth, promoting efficient human resource management, guaranteeing customer satisfaction and enhance strategic management in various aspects of the business. In short, this paper shall elaborate t he importance of TQM in today’s organizational management. Introduction Throughout their existence, organizations and businesses are considerably under a lot of pressured to raise their levels of performance and productivity. This is especially so in the modern-day business environment which is characterized by aggression and excessive competition. This constantly forces businesses to exhibit innovativeness and enhanced performance so as to remain relevant and profitable in the ever increasingly competitive arena. To achieve the organizational goal of increased productivity, the input of both the individual and groups in the organization remains invaluable. However, for these inputs to make a significant impact there must be a strong leadership and management to steer the individual and group effort in the right direction. This being the case, the development of leadership and management strategies is of great importance to any business entity. Exemplary leadership and manage ment alone cannot guarantee that a business will be successful in the long-run. Due consideration has to be given to quality management as well. It is from realization that Total Quality Management (TQM) was invented. TQM is an all-inclusive improvement concept that has in the last few decades, been adopted by many organizations in their journey towards increased market share, profitability and sustainable growth.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Considering the importance of this concept, business analysts and scholars have over the years developed various TQM principles and models to assist business leaders make the most out of their ventures. However, many businesses have failed to sustain TQM in their processes long enough to realize its full benefits. This paper shall therefore provide an informative discussion on TQM, its history, principles and appli cability in understanding business processes, interactions and growth. TQM: A Brief History Bagad defines TQM as a broad and continuous approach that businesses implement to ensure quality and performance improvement that guarantees customer satisfaction (4). According to the author, this guarantee is achieved by â€Å"integrating all quality-related functions and processes throughout the company (Bagad 12).† As regarding to its prominence, Bagad asserts that after the Second World War, the need to inspect the quality of goods and services availed to consumers became a common practice which led to the development of the Statistical Quality Control (SQC) theory which was formulated by Dr. Edwards Deming (Bagad 18). According to the theorist, the quality of products could only be ascertained by sampling random products produced from each batch. As such, this theory was based on the assumption that any manmade or technical error experienced in the production process would ultima tely lead to defects or other quality related issues to the end products. As such, the theorist believed that by eliminating the errors in the production process, the end product would certainly be of high quality. Testing the quality of manufactured goods was further necessitated by the fact that the Japanese manufacturing industry produced a lot of poor quality goods after the Second World War. As such, in the fifties, quality control became a major concern for most nations. Subsequently, in the 1970’s, the concept of total quality evolved. This was attributed to the fact that business organizations had acknowledged the value of quality control. As such, it was not only logical, but a strategic move to implement measures that included all employees in quality control processes. This notion was more efficient and covered a wide range of business activities towards the delivery of quality goods. TQM: Understanding the Concept As has been elaborated above, TQM is a management tool that facilitates leaders and managers to direct their organization into a successful future. It is a wide concept that requires commitment from both the management and organizational employees if it is to be successful.Advertising We will write a custom research paper sample on Total quality management: A Path to Sustainable Growth and Improvement specifically for you for only $16.05 $11/page Learn More As such, it not only aims at managing and assuring that quality is maintained in all goods or services produced, but extends to the management of the people and processes used. This approach ensures that each internal and external production stage promotes full consumer satisfaction (Mukherjee 23). Notably, whenever leaders integrate TQM concepts in their businesses, their organizations do the right things correctly with little to no complications. Maguad asserts that TQM, like any other management strategy utilizes the people-process- system cycle (181 ). This is because TQM focuses on consumer-supplier quality relations. However, the efficiency of this relationship is influenced by the level of commitment to quality, communication (as regarding to how the quality message is transmitted) and culture. Culture in this context influences the relationship in the sense that organizations have deep rooted cultures. As such, if an organization is willing to change its culture such that it promotes improvement in quality, then the organization will have a good consumer-supplier interface. However, if the organization is reluctant to cultural change, the interface will not work as it is expected to in terms of providing total customer satisfaction. This paragraph can best be elaborated by this diagram below. A diagram elaborating the TQM interface in an organizational setting This diagram shows how different internal and external factors are interlinked to ensure that the quality of the product meets or exceeds the expectations of the con sumer. It should be noted that in each interface is made up of various processes. As such, they all affect each other and failure in one interface leads to the organizations inability to deliver quality goods and services. According to the Department of Trade and industry (DTI) website, quality in TQM refers to the ability of a product or service to fully satisfy a consumers needs or fully meet them as expected (2).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More As such, the author(s) reiterates that quality is measured in term of a product’s or service’s performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price (DTI 2).† The author further suggests that an organization should always ensure that its products and services meet these requirements. The only way this can be ascertained is by conducting a market research (DTI 3). Empirical Research The rationale for the study and its methodology Prior to discussing the core tenets of TQM, we need to discuss the empirical survey that was aimed at examining customer’s perceptions of quality. This question is of great importance for modern companies since they need to understand which dimensions of quality are of the greatest value to clients. This information can help them to better develop products as well as services. The main objective of this survey was to determine what aspects affect the customer satisfaction and wh at factors affect their purchasing decisions. It should be noted that scholars distinguish different aspects of product quality, in particular, performance, functionality, reliability, serviceable life (Sower, 7). As far as service quality is concerned, researchers speak about such dimensions as reliability, responsiveness, and assurance (Kandampully, Mok Sparks, 54). In many cases, it is rather difficult to determine which of these dimensions of the greatest importance for customers. The survey that has been conducted relies on quantitative relied on quantitative research methods, namely on the structured interview. The respondents were asked a series of multiple-choice questions that prompted them to assess different aspects of product and service quality in terms of their importance[1]. The participants for the study were randomly selected and the sample was divided into two equal groups; male subjects and female subjects. The total sample size was 30; the participants were recr uited in near shops and supermarkets. Each of them was informed about the purposes of this survey. The participants were not required to name themselves or identify their income level and age. This information could made the findings more accurate, in this case, the respondents would have been more reluctant to take part in this survey. In total, this survey lasted for three days. Analysis of findings The responses of the participants indicate that customer perceptions and interpretations of quality are not universal. The most important quality dimensions of a product are performance and reliability, 17 respondents out of 30 identified make their purchasing decisions on the basis of these characteristics. Such attributes as serviceable life and design were of lesser priority to the priority. Yet, it should be mentioned that for female respondents design was of higher priority than for male subjects. Seven out 15 female subjects judged a product by its design. The second issue to be discussed is the quality dimensions of service companies. Judging from the responses of the participants, a large number of customers pay attention to reliability (10 respondents) and time-efficacy (12 respondents). However, one should not assume that politeness and responsiveness do not affect the clients’ decisions. Approximately 27 percent of customers (8 respondents) evaluate a service company according to the politeness of its workers. Additionally, the results of this survey suggest the manufacturing as well as service companies should involve customers into product development or assessment of performance. 83 percent of respondents (25 participants) agreed with this statement. It has to be admitted that this study has several important limitations. Perceptions of quality can be dependent on the income level of a respondent. For instance, customers, who are very sensitive about the price, may pay more attention to serviceable life of product. In contrast, customers, who are not price-sensitive, can attach more value to performance and design. During the survey, we could not ask the subjects about their income level since many of them might have refused to participate in the study. Hence, we do not know to what extent this variable affect people’s expectations and perceptions of quality. Those customers, whom we interviewed, attached more value to the quality of a product rather than its price (20 respondents out of thirty). The second limitation of the research is that the questions of this survey are not applicable to all kinds of products; they are more suitable for manufactured items. They may not be suitable for grocery goods or clothing. Thus, the researchers would have to ask different questions, if they want to focus on these particular goods. Implications and conclusions This survey can have several implications for business administrators and practitioners of total quality management. First of all, it shows that customers wish to b e more involved in the development of products and services. By acting in such a way, they will be able to strengthen their position in competitive environments. Most importantly, they will manage to enhance customer loyalty. This argument is quite consistent wit the core principles of TQM, since this approach focuses on customer satisfaction as the major objective of any company. Secondly, this research has shown which quality dimensions of products and services are of the highest priority for modern customers. By using customer surveys, the management can understand the expectations of their target audience and their needs. Principles of TQM A principle can be defined as the main belief of the founding concept that makes an action or reasoning valid. Like any other management strategy, Maguad reiterates that the most integral components of TQM are leadership and commitment (185). Leadership in this context refers to a process through which one person uses the help and support of o thers towards achieving a particular goal or task. As Maguad suggests, leaders are the people who are taxed with the role of marshalling the human resource in the organization for its growth and expansion (193). They do this by planning, organizing, leading and controlling the organizations activities and resources. Commitment is the level of loyalty, determination and motivation exhibited by members of an organization as they carryout their tasks. As mentioned earlier, various interfaces often work together to ensure that an organization produces quality products and services. Leadership is very important because a leader’s ability to delegate, make decisions, resolve conflicts and motivate employees determines whether an organization will be successful in its endeavors. On the other hand, commitment affects the performance and motivation levels exhibited by employees. If employees are committed, an organization is more likely to experience growth and increased profits becau se at the end of the day, an organization cannot function without the people factor. Considering these two core elements, it would be a worthwhile endeavor to shed some light on the basic principles of TQM. As may have been deduced throughout this research, TQM aims at promoting three main objectives: customer satisfaction, supplier satisfaction and continuous improvement of an organization’s processes. Customer satisfaction Customer satisfaction often refers to the ability of a product or service to fully satisfy the needs of the intended consumer. This should be the primary concern of any organization willing to survive the aggressive nature of today’s business environment. This is mainly because satisfied clients mean more sales, increased market share and unwavering consumer loyalty. These elements ensure that an organization makes profits which can be used to research for cheaper and better ways of production, expanding an organization’s market base and exp and the business. With these undertones, the question that is left wanting is; how does TQM ensure consumer satisfaction? Gilmore addresses this question by reiterating that TQM is an effective strategy that can be used to minimize variations in the production process thereby increasing the organization’s chance of producing quality products and services that meet (if not exceed) the needs and expectations of the consumers (207). The author further states that, in every organization there are various departments and offices that cater for different needs of the consumers. These factions make up quality chains which depend on each other to produce the final product or service. These quality chains stand at a risk of being broken due to human or technical errors. Such failures often sip through and multiply down the production process and may lead to failure of the organization to meet the requirements of the clients. As such, Kanji et al state that, TQM presents organizations with an opportunity to train their employees on different factors they should consider when handling tasks in the consumer-supplier interface (52). This in turn ensures that each employee has the necessary skills needed to achieve quality. Similarly, Gilmore argues that TQM focuses on identifying the potential areas that may cause problems and solve them before a product or service is made available to the market (208). Considering the definition of quality provided herein, we could argue that quality is consumer driven. This means that an organization must identify the needs of the clients and formulate the best means of meeting them satisfactorily. Gilmore states that a perfectly produced product or service is of no benefit to the organization if it fails to meet the needs of the client (207). As such, the author contends that TQM tools enable organizations to identify such needs by outlining market research methodologies and production processes that enhance accuracy and efficien cy in various consumer-supplier interfaces. In addition, Gilmore asserts that consumer preference and needs vary from one consumer to the other and from season to another (209). As such, the author contends that it is often difficult to determine what consumers need and expect from a product or service. However, the author states that TQM presents organizations with various tools and strategies which can be implemented to ensure that the products or services produced are always tuned to the needs and expectations of the target market. Some of the measures of TQM that can be used to address these changes include but are not limited to focus groups that concentrate on the needs of specified consumers, market surveys which gather information on current trends, competition and prices, and customer interviews which provide firsthand information on what consumers need and expect from a product or service. Such information enables organizations to implement processes that address these nee ds and expectations thereby guaranteeing consumer satisfaction (Gilmore 209). Supplier satisfaction A supplier is the person or organization that has consented to sell you various resources needed to produce your product. This principle of TQM requires organizations to form good relationships with their suppliers. Yong and Wilkinson states that TQM places great emphasis on an organization’s ability to satisfy its suppliers (250). The authors further contend that it is imperative that organizations provide their suppliers with clear and concise details on what they are supposed to supply and when they are supposed to supply. In addition, the authors suggest that the organization should make an effort to pay the suppliers in a fair and timely manner. In so doing, the supplier delivers quality goods and services which are then used by the organization to produce quality goods or services to its external consumers (Yong and Wilkinson 256). Failure to do so invariably leads to del ays in supply delivery, delivery of poor quality resources or even inconsistencies in deliveries. Such issues affect the quality of the products produced in terms of performance, availability, durability and reliability. These factors may cause consumers great dissatisfaction (Yong and Wilkinson 257). In addition, Maguad states that TQM also encourages organizational leaders and managers to motivate and boost the performance of their employees (internal suppliers) if quality is to be maintained (184). The author recommends that this can only be achieved if the people in charge provide the workers with clear and concise instructions, adequate working tools and equipments and favorable working conditions (Maguad 187). According to the TQM principle on supplier satisfaction, these factors combined with a fair reward and remuneration packages promotes commitment and motivation among the workforce, which leads to the efficient and timely execution of tasks within the organization (179). Additionally, such measures increase the productivity levels exhibited by employees, all the while enabling management to identify good employees as well as the issues that affect the performance of various employees. In summary, this principle of TQM indicates that, when an organization satisfies its suppliers (internal and external), the quality of the end product is more likely to satisfy the needs of the consumers as well as those of the organization. Continuous Improvement of the Organization’s Processes This is the third and equally important principle of TQM. According to Rahman, this principle is founded on the assumption that organizations must always improve their processes, strategies and methodologies if they are to keep up with the dynamic nature of the business environment (203). Rahman supports this assertion by contending that competition, technology and consumer preferences are improving and growing faster each day (201). As such, it is always wise for an org anization to improve its methods if it aims at staying ahead of the game. Similarly, this principle encourages managers and employees to work smart rather than doing hard work. According to Rahman some organizational leaders are under constant pressure to increase the organization’s productivity (206). As a result, such leaders try to improve the organization’s performance levels by coercing and forcing employees to work harder. According to the author, this only results to mishaps and poor performance because the workers are in most cases de-motivated and stressed (Rahman 208). These factors may cause them to loose focus and do shoddy jobs so as to finish the tasks on time. This in turn lowers the overall quality of the goods or services produced. Kanji et al state that this principle of TQM enables leaders to effectively find the source of the problem and device viable means of solving or avoiding them without necessarily pressuring the employees (50). In addition, t his principle also recommends leaders to encourage and allow constructive criticism and suggestions from employees. Considering that the employees are often at the forefront in production processes, they are best suited to provide information on how an organization can improve an organizational process. For example, Barad and Dror state that employees can offer valuable suggestions on whether a process is efficient or not. In addition, workers can suggest on whether a process should be improved or eliminated, and how such changes can best be implemented to avoid further complications (6630). Some of the process improvement strategies proposed by this principle include but are not limited to just-in time-production which reduces overproduction and production costs and variable reduction tools. These are examples of TQM strategies and tools that can be implemented to improve processes all the while reducing the amount of resources that is wasted. Similarly, Lynch and Keating II assert that the continuous improvement principle requires organizations to always find improve their productivity and growth by finding better means of carrying out business activities through learning, effective decision making processes and problem solving (353). TQM recommends the Plan-Do-Study-Act cycle (PDSA) as being among the most effective models to implement if continuous improvement of organizational processes is to be achieved. Below is a diagram elaborating the cycle. A diagram illustrating the PDSA cycle This cycle promotes quality in the sense that the management plans for what needs to be improved and makes decisions on how best such improvements can be implemented. The second step requires the implementation of the improvements that have been recommended. This simply means that the organization does what it has planed to do. Thirdly, after implementing/doing what was planned, the management and other concerned parties monitor how the improvements impact business processes. In this stage, information can be collected regarding the problems, effectiveness and further improvements (recommendations and suggestions) that need to be addressed. The information collected from the third stage is used to improve the strategy or process such that it remains without any flaws. Jjjhjhjh states that this model has proven to be of great importance in effective decision-making processes, problem solving and risk management in many organizations. TQM as a Strategy for Human Resource management Human resource management refers to the strategies and policies that an organization implements so as to plan, control, organize and lead its workforce towards attaining the set organizational goals and objectives (Lammermeyr 175). In most cases, organizational failure is attributed to poor human resource management. As such, having efficient HRM strategies is not only logical, but a prerequisite for successful and efficient execution of tasks by employees. TQM consists of a ra nge of tools that can be implemented by an organization’s human resource department to ensure that it plays a greater strategic role in an organization. Some of the tools include but are not limited to the following. Cause-and-effect diagrams According to Wallace and Stahl, if management is to effectively identify and rectify various problems that affect the quality of the products or services produced, all employees must have the necessary skills needed to handle such problems (37). The authors acknowledge that production of quality goods or services is an organizational concept. This means that each individual within the organization has a role to play in enhancing quality productions. As such, the authors state that the cause-and-effect diagram enables human resource managers to identify the problem, its causes and effects (Wallace and Stahl 37). After collecting this information, the managers can develop training programs which equip employees with the skills needed to ta ckle or avoid these potential problems in a timely and efficient manner. As such, these charts enable the human resource department to design policies that ensures that the workforce performs as expected and meets the client’s needs effectively. Flowcharts Flowcharts are schematic diagrams which indicate all the steps that should be followed in order to execute a process or operation efficiently (Wallace and Stahl 37). Wallace and Stahl state that flowcharts are a form of a visual tool that can be easily used and understood (38). By making these charts available at all operation sites, the human resource ensures that workers know what to do and how to address a problem if it arises. This is mainly due to the fact that flowcharts enable workers to develop clear mental images of how various tasks are supposed to be carried out. The provision of these charts enables human resource managers to promote quality productions because the flowcharts act as a point of reference to emplo yees who do not know what to do in various situations. Checklists Checklists are documents which contain a list of all known issues and the frequency of their occurrence. Wallace and Stahl state that these lists look simple at first glance but are quite effective when it comes to gathering information about the quality or defect of certain processes (38). Checklists may be used by human resource managers to identify and prioritize various potential issues that may affect the quality levels exhibited by an organization. Through this list, the human resource manager can make necessary changes, and decisions relating to which issue is most threatening and delegate qualified people to find a solution before things get out of hand. Customer Satisfaction Aspect of TQM As has been revealed within this research, TQM focuses on the strategies that can be implemented by organizations to ensure that they meet or exceed the consumer’s expectations and needs. TQM equips organizations with various tools and strategies that can be implemented to ensure that it meets the needs of its clients. To begin with, Kanji and Wallace reiterate that TQM requires organizations to do extensive research on its client’s needs and expectations. This can be done by establishing focus groups that gather information about the needs and expectations of a specific group of consumers (Kanji and Wallace 980). In addition, Kanji and Wallace assert that, TQM also enables organizations to collect more relevant information through consumer interviews, research on market trends and behaviors; and acts as a guide to which products or services an organization should produce (983). Similarly, TQM principles provide organizational employees with guidelines on the questions they should ask themselves and the clients in regards to the quality level they expect from a given product. Some of the questions incorporated within the TQM philosophy as regarding to customer satisfaction aim at finding out: who the customers are, their specific needs and specifications and methods of collecting this data (Lammermeyr 177). In addition, employees are able to evaluate whether they can meet such requirements and how they can measure their ability to satisfy those needs. On the same note, organizations are able to figure out whether or not, as well as their ability to monitor and continually meet the changing needs of their clients. In summary, TQM enables organizations to research, plan, implement, monitor and improve their processes such that they constantly and continually guarantee consumer satisfaction. TQM and sustained Organizational Growth Notably, TQM does not only focus on the quality of the products or services produced by an organization, but also, on the factors that affect the processes and people factor that work in a given organization. By using TQM tools and strategies such as the PDSA cycle, research methodologies, checklists and flowcharts among others, organizations are able to identify and meet the needs of their clients, pinpoint potential operational problems and defects that may affect the quality of the products or services produced and develop strategies to counter, mitigate or avoid them. In so doing, organizations implementing such strategies and tools enjoy a large market share, reduced cost of production, increased profits and a reliable consumer base. These are some of the core factors that ensure that an organization enjoys a sustainable growth regardless of the harsh situations presented by today’s business environments. In addition, TQM educates leaders and managers on the importance of various elements (consumers, suppliers, employee empowerment and organizational visions and cultures) that should be considered during the production of goods and services. By considering these elements, organizations are better placed to handle or avoid potential problems that may hinder the organizations from experiencing sustainable grow th. Similarly, TQM emphasizes on leadership, commitment, culture and communication as the key concepts that should be considered by organizations willing to succeed in their endeavors. If these concepts are efficiently implemented, they provide a recipe for organizational growth, competitive advantage, development and survival amidst changing business environment. Conclusion Managing the quality levels exhibited by an organization in terms of products, services and processes is seldom an easy undertaking and in many situations, businesses have failed in this regard due to lack of know-how by the business owners. As such, it is always important to ensure that the philosophy of TQM is implemented before an organization initiates a project, process or operation before pouring all its investments into it. On this note, this study has provided a detailed and informative guideline as to how business entities can apply TQM concepts in all their activities. Notably, most businesses aim at i ncreasing their profitability by either sales or profit maximization. These strategies may be effective in the short run but may fail to guarantee the organization its survival in trivial times. However, focusing all efforts towards meeting or exceeding the needs and expectations of the consumers ensures that the organization is on the first row in terms of sustainable growth, marketing and management strategies and supply of quality products and services. This research paper set out to explore the renowned philosophy of TQM. To this end, the evolutionary history and an overview of the same has been offered. In addition, the basic principles of TQM have been highlighted and discussed. Similarly, ways in which TQM addresses customer satisfaction, sustainable organizational growth and enhances human resource management as a tool for strategic management have also been addressed. As has been revealed herein, TQM has proven to be a cornerstone on which businesses can improve their perfo rmance and quality levels exhibited by their products and services. As such, business and organizational leaders should strive to ensure that their businesses utilize this viable concept. Bagad, Victor. Total Quality Management. USA: Technical Publications, 2008. Print. Barad, M., and Simon Dror. â€Å"Strategy maps as improvement paths of enterprises.† International Journal of Production Research 46.23 (2008): 6627 – 6647. Gilmore, Harold. â€Å"Product and Service Quality-The South Pacific Way, Fiji Islands: A Case Study.† Quality Engineering 11.2 (1998): 207 – 212. Print. DTI. Total Quality Management (TQM): From Quality to Excellence, 2009. Web. Kandampully Jay, Mok Konnie and Sparks Beverley. Service quality management in hospitality, tourism, and leisure. London: Routledge, 2001. Print Kanji, Gopal, et al. â€Å"Performance Measurement and Business Excellence: The Reinforcing Link for the Public Sector.† Total Quality Management Business Ex cellence 18.1 (2007): 49 – 56. Print. Kanji, Gopal, and William Wallace. â€Å"Business excellence through customer satisfaction.† Total Quality Management Business Excellence 11.7 (2000): 979 – 998. Print. Lammermeyr, Horst. â€Å"Human relationships: the key to total quality management.† Total Quality Management Business Excellence 2.2 (1991): 175 – 180. Print. Lynch, Richard, and Lawrence R. Keating II. â€Å"Problem Solving Workshop Based on Total Quality Management (TQM) Principles.† The Serials Librarian 25.4 (1995): 353 – 356. Print. Maguad, Ben. â€Å"The modern quality movement: Origins, development and trends.† Total Quality Management Business Excellence 17.2 (2006): 179 – 203. Print. Mukherjee, Peter. Total Quality Management. New Delhi: PHI Learning Pvt. Ltd., 2006. Print. Rahman, Shams-Ur. â€Å"Total quality management practices and business outcome: Evidence from small and medium enterprises in Wester n Australia.† Total Quality Management Business Excellence 12.2 (2001): 201 – 210. Sower V. E. Essentials of Quality with Cases and Experiential Exercises. NY: John Wiley and Sons. 2010. Print Wallace, Thomas, and Robert A. Stahl. Sales forecasting: a new approach : why and how to emphasize teamwork, not formulas, forecast less, not more, focus on process improvement, not forecast accuracy. USA: T. F. Wallace CO, 2002. Print. Yong, Josephine, and Adrian Wilkinson. â€Å"Rethinking total quality management.† Total Quality Management Business Excellence 12.2 (2001): 247 – 258. Print.

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Federalists Domestic Challenge essays Three of the most significant domestic challenges that the Federalists faced was the land policy, which organized the sale of lands. Another domestic challenge that they faced was the Alien and Sedition Acts, which regulated immigration and citizenship in the United States. Last, but not least, The Whiskey Rebellion, in which the Federalists dealt with rebellion of backcountry farmers. The Whiskey Rebellion was caused by Hamiltons tax on liquor that he levied in 1791. This tax made alot of backcountry farmers really mad, and eventually caused them to begin to resist, and eventually turned into a revolt. The full-blown rebellion started in 1794. The farmers became so infuriated by the tax that they began to terrorize revenuers and taxpayers. In response to this Washington issued a proclamation that called out the militia men to handle the situation. They received no response from the farmers, so on September 24, they issued the proclamation for the suppression of the rebellion. General Henry Lee and his army marched out to the backcountry. As soon as they began to put heat on the rebellors the band vaporized. The army arrested and imprisoned twenty men. This event gained strength and reputation for the government. However, the people sympathetic to the frontiersmen soon became Republicans. The Federalists issued the Alien and Sedition Acts in 1798. These acts consisted of four separate acts that mainly reflected hostility towards foreigners, mainly the French and Irish who were Republicans. These four acts were: The Naturalization Act, The Alien Act, the Alien Enemy Act, and the Sedition Act. The Naturalization Act increased the time that an immigrant had to be a resident from five years to fourteen years, in order to become a citizen. The Alien Act gave the president the power to deport any alien that he felt was Dangerous to the country. The Alien E ...

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