Celebrities as Role Models Essay Example | Topics and Well Written Essays - 1000 words

Celebrities as Role Models - Essay Example Additionally, many Americans still know these names and the accomplishments attached to them. But, in recent decades, the most respected and famous names are individuals who have had virtually no positive impact upon society. These people are celebrities. They are people such as Britney Spears, Paris Hilton, and Ray Lewis. Unfortunately, individuals in society often seek to imitate those people who society values. American society values the celebrity, so many people choose to imitate the actions of celebrities. While it is safe to assume that most adults can make moral judgments about a celebrity’s actions and then choose to condone or condemn the behavior, most children lack the intellectual development needed to make these types of judgments. As such, children are prone to imitating the negative actions of the celebrity role models society presents, and this imitation has lasting effects on the child’s development. One area of a child’s development that celebr ity role models affect is moral development. Originally, American society promoted figures whose behavior and accomplishments were morally upright. Every child learned the example of Abraham Lincoln, who could not tell a lie. Schools and other socializing institutions used these figures to teach children the morals that they should adopt and imitate. Currently, American society promotes celebrities whose morals are questionable, at best, and reprehensible, at worst. As Paul Hollander states regarding how American society chooses celebrities in â€Å"Why the Celebrity Cult?,† â€Å"Moral qualifications in particular are unimportant and irrelevant—it is being well known that matters not moral character.† This statement does not mean that all celebrities are immoral, as many do promote moral values and causes, but children are exposed to many negative influences in the celebrities society pushes at them. Take an example of a celebrity who Disney touted as a model f or children, Miley Cyrus. In her show, Hannah Montana on the Disney Channel, Miley Cyrus portrayed a character that embodied moral values that were positive. However, this role did not give her the level of celebrity that she currently enjoys. That resulted from videos of her smoking a drug from a bong, taking controversial sexualized photographs for a magazine, and performing sexualized dance routines while still under the age of eighteen. The message to children in this case is clear. One does not become famous for performing as a positive role model but by performing controversial acts in which children should not engage, acts such as drug use and the sexualization of children. Another area of the child’s development that celebrity affects is intellectual development. Instead of promoting figures known for their intellectual accomplishments, American society ignores these influential people in preference to celebrities. Early American hero Benjamin Franklin was a positive role model who had great success as an inventor and scientist, uncovering many scientific concepts and applying them in a range of devices. Writers who achieved fame early in American history were known for the excellence of their intellect. Mark Twain skewered society with a rapier wit. To be famous, a child would want to imitate the intellectual accomplishments of these figures. Now, the celebrities that children seek to imitate â€Å"aren’t particularly well-educated and informed. They’

You Sherlock Holmes are now knighted Essay Example for Free

You Sherlock Holmes are now knighted Essay He also thought that I was the best detective in Europe. I took him into my study. We both sat down in the study and he said that he was no other than the king of bohemia, my heart started to go a little faster. (But when I was I detective I took cocaine to sharpen my mind and also to carm me down! ) I asked him what his problem was and what he wanted me to do. The king told me he wanted me to get him a picture that Irene Adler had. I wondered silently, the importance of the picture, so I asked him out right The very words he said were that Irene was going to make this picture of him and her, public. If Irene Adler were to make this picture public, then the king of Bohemia would be ruined. The king then went away, I needed to research Irene Adler. So I looked up Irene Adler in my index. My index told me that she was pretty, very popular and she has a very quiet social life, I thought she is only a woman what is the worst that she can do? I was very determined to get the picture because if I were to get this picture then I would get a large bag of gold and a enormous amount of money. Watson and I had now found out a little more about Irene Adler. But for now we needed to get the picture she had in he hands. I went to Briony lodge in a hansom cab. (Which was where Irene Adler was. ) I was there outside Irene Adlers house. I waited for about half an hour, but nothing happened. Then there was some one came out of the house. The person who come out was of briony lodge was Godfrey Norton. Godfrey and Irene went on to the church. Just as they were setting off to the church I could remember hearing Irene screaming twenty sovereigns if you get to the church in twenty minutes. I didnt know what to do, should I look around Irene Adlers house or should I follow them to the church. I had come to my decision. I followed them to the church. I arrived at the church. To my surprise Godfrey Norton had seen me lurking at the back of the church. Godfrey said to me come on we need another person to witness this wedding or else it wont be legal. Now that I had now seen Irene Adler I needed to get the all-important picture that she had. But I thought where would she have the picture hidden? Watson and I tried to guess where Irenes most important place was. I decided that her house would be the safest place for Irene to hide the all-important picture. Watson and I needed to come up with a way to get into her house. I sat down with Watson and I began to tell Watson my Machiavellian plan. First Watson threw a rocket, so that Irene would go to the picture thinking it was fire. While all of this was going on, Holmes in his clergyman disguise would follow Irene to the picture! That was our plan but would it work? All we needed to do now was to but the plan into action. Watson and I went over to Irene Adlers house, to my astonishment there was a fight out side Irenes house. I went to protect Irene from the tussel. I survived, and then went on into Irenes house. I was in the house where the picture of the king was. I waited for a little while then gave the signal for Watson to throw the smoke rocket into the house. Watson threw the rocket into the house, when the rocket entered the fire alarm went off. I followed the beautiful Irene Adler. I was correct in thinking that she would go to the picture. I went home to tell Watson I knew where the picture was! The following day the king came back to my house and demanded me to get the picture. I told the king that Irene Adler was married and that she would not even hesitate to make the picture public. After the case I received a letter; the letter informed me that Irene was working against Watson and me. I then thought that Irene was a lot smarter than I had anticipated. As a result of my work, the king was grateful and rewarded me with jewels. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Arthur Conan Doyle section.

Stakeholder Management and Culture Management

Stakeholder Management and Culture Management The process of identifying and managing project stakeholders and culture is one of the most important processes in project implementation because not only is project success judged by stakeholder satisfaction, but because every stakeholder makes an essential contribution to the project (Verzuh 2008, p.48). Beside stakeholder identification and management, project managers are required to establish a balance between implementing global standards and responding to local needs in their efforts to effectively manage the diffusion of stakeholder principles and practices (Nicolod 2007, p.484). Despite the great importance associated with stakeholder and culture management processes, these thorny processes or areas in project implementation have received less attention especially when comparisons are done relative to other areas that depend on these processes (Sharp et al. 1999, p.1). Such areas include, but are unlimited to, scenario-based requirements and user involvement in the project development stages. It was from this perspective that this paper decided to make the following contributions on this topic: first, a study was developed based on the theoretical framework involved in the identification and management of stakeholder relationships. The project went on to review literature that helps its users to understand clearly the balance that needs to be struck between understanding of organizational culture and stakeholder management. It is from the above perspective that this case study aimed to study the role and the influence of various stakeholders in the implementation of projects. In tackling this case study, the author began by stating the aim the need for studying this topic. This was followed by a review of the literature. The literature review clearly established who the project stakeholders were. In addition, their role and their influence in the project were clearly identified. Moreover, the literature review defined organizational culture and went on to establish its link with stakeholder management. After reviewing the literature, the author, in a holistic view, explored how a reputable Saudi technology firm, Zuhair Fayze Partnership (ZFP), identified and managed its stakeholders during a multi-million project implemented by the company. This project, which was undertaken in the year 2001 involved the analysis, design, development, installation and commissioning of a Facilities Information System to the Royal Saudi Air Forces (RSAF)- a renown aviation branch that services all Saudi Arabias Airbases. Having explored on the findings from his study, the author conclude by giving a critical analysis of his experience. It should be highlighted that this case study, having been compiled after the implementation of a military IT project, presented a unique structure and experience. This was so because it involved the development of a military system and as such some of its details could not be studied openly due to security restrictions. As such, some knowledge gaps might be present in this case study thus constituting its major limitation. 2.0 Aim and rationale of this paper This papers aim was to identify who the key project stakeholders were, how they were managed and how their expectations come to influence the success of the FIS project. In addition, the author assessed how organizational or national culture shaped the expectations of key stakeholders. All these were intended to help him and the users of this paper to develop suitable and effective stakeholder management strategies in their current or future project assignments. More so, in writing this paper, it should be noted that the author was motivated by the fact that despite the many developments in techniques and development tools to effectively manage projects, several projects have still experienced difficulties that have affected their overall quality leading to time and cost overruns. Mohammed (2006) in reviewing Morris and Hough (1987) research on an estimated 3500 projects established that overruns were the norm in project implementation since they ranged between 40 to 200 percent. The figure below depicted general statistics associated with project success from this research. Parameter %-age rating Succeeded 29 Failed 18 Challenged 53 Table 1 showing the statistics of project success and failure Pie chart 1 depicting the statistics of project success and failure 3.0 Literature review 3.1Project stakeholders Singleton (2007) defined stakeholders as organizations or individuals who are actively involved in projects and whose interests may be negatively or positively affected in the courses of completion or execution of these particular projects (p.12). According to him therefore, stakeholders were made up of two categories; indirect stakeholders and direct stakeholders. Indirect stakeholders were summed up by those individuals who, despite having some level of influence or interest in the operations of the business, were not directly involved in the operations of the project. On the other hand, direct stakeholders were composed of individuals who were directly involved in the operations of any project lifecycle. As such, they were affected by the particular project, had the power to influence it or had stakes in the successful completion of the project. The following figure 1 showed the levels of stakeholder influence and interest. High Interest Manage them closely Keep informed of project operations High Influence Low Influence Keep satisfied Monitor their operations Low Interest On their part, Walker and others (2008), in trying to establish a valid description of who a stakeholder was, discovered that stakeholders were groups or individuals who possessed some right aspects or interest in the operations of a project and thus contributed to or were impacted by say, the outcome or the work of the project (p.648). To them, stakeholders could be classified into four groups namely; upstream stakeholders, downstream stakeholders supply-chain partners, project team stakeholders and external stakeholders. Figure 1 below showed these groups of project stakeholders. Walker and his group (2000) in assessing the influence of project stakeholders and their mapping by project teams, came to the conclusion that identifying stakeholders could help trigger a course of investigation that leads to a better understanding of the nature and types of power and influence that may be exerted on, within and to project management teams (p.648). Frooman (1999) expounded on this point by stating that in identifying the project stakeholders, the project managers were likely to determine whether their projects were to be awarded with the needed resources. On their part, Post and others (2002) though acknowledging Freemans popularised description of a stakeholder as the interests and entities that are either involuntarily or voluntarily involved in a firms operations, went on to develop their own stakeholder view that stressed on the need for stakeholder relationships in any project that involved creation of any organizational wealth (p.1). In addition, Sharp and others (1999) just simply defined a stakeholder as any individual or group who affected or were affected by achievement of a projects objectives (p.1). They went ahead to list various categories of stakeholders as including managers of a project, end-users, engineers involved in system analysis, design and development, customers who are going to make use of the developed system, external bodies for instance system regulators, domain experts and many more (Sharp et al.1999, p.1-2). The three scholars expounded on their definition by giving another perspective that stakeholders may be composed of three categories namely those external on the project team; but who are internal in the organization, those internal on the project team and those who are external to both the organization and the project team (Sharp et al. 1999, p.2). 3.2 Understanding organizational or national cultures Weiss (2008) defined organizational culture as the shared values and meanings as held by organizational members in common, and are articulated and practised by an organizations leaders (p. 300). To Weiss therefore, corporate culture is transmitted through: Leadership styles and values as espoused and practised by organizational leaders. The heroes and heroines that the company rewards and holds up as models (Weiss 2008, p.300). The rights or symbols valued by organizations. The way of communication that exists between project heads and their stakeholders. Weiss (2008) went ahead to highlight that though organizational cultures were both invisible and visible, informal and formal, project managers needed to study and understand organizational cultures through observation, listening and interacting with project or organizational stakeholders. Furthermore, they could study organizational culture in the following ways: studying an organizations physical setting and reading company policies to familiarise themselves with its expected norms or behaviours. On his part, Chinyio (2007) defined organizational culture as involving the level of deeper and basic beliefs and assumptions as shared by the members of organizations, that unconsciously operate and defined in the basic taken for granted fashion, as organizations view of themselves and their environment (pp.176-177). Ideally, House and his group (2002) in their GLOBE research program theoretically defined organizational culture as any shared motives, beliefs, values, interpretations and identities or meanings of important events that emerge from most common member experiences and are passed across generations of age (p.5). Furthermore, in helping us to broaden our understanding of culture, Schein (1996) highlighted that culture manifested itself at 3 levels namely the level of deep tacit assumptions, the level of espoused values that reflected on what a group wished to be and the day to day behaviour. For any project success, project implementers needed to have a clear understanding of all the identified levels. From their perspective, Osland and Bird (2000) noted that there was a tendency for observers to confuse individual with group values (p.69). As such, there was need for project expatriates to carry out keen observations to identify the variance in behavioural norms for individuals, organizational cultures, subcultures as well as changing sections of the society (p.70). More so, Schein (1996) when analyzing why innovative projects failed to proliferate and survive noted there was lack of alignment amongst the following categories of culture: the operator culture which existed amongst the subordinates of an organization, the engineering culture which existed amongst the middle level managers and the executive culture which was present amongst the company top management (p.9). 3.3 The link between stakeholders and organizational culture Studies on project management have shown that coupled with leaderships, organizational cultures are central to projects operating efficiency and overall effectiveness. Studies have generally revealed that cultures are the glue that holds other organizational dimensions (strategy, structure, people and systems) together (Weiss 2008, p.300). Project success will only be achieved if project leaders come to associate themselves with modelling, building and helping to sustain ethical and legal organizational or national cultures via comprehensive and properly defined compliance and ethics programs. 3.4 Key steps in stakeholder management Singleton (2007) identified the following as the key steps in any stakeholder management process: Identification of key stakeholder groups Determination of stakeholder influences and interests Development of management strategies for each identified groups. On his part, Gibben (2010) postulated that before going ahead to implement any project, project leaders or managers needed to take into account the following issues (p.14); Clearly identify project stakeholders; Gather key data or information of the identified stakeholders; Use the collected data to determine or identify stakeholder priorities; Establish the strengths and weaknesses of the various stakeholders; Identify the stakeholder support; Predict the stakeholder behaviours. This can be determined by studying organizational culture and finally; Prepare a stakeholder management strategy. All the above stages can be summarized under stakeholder analysis approach. Tellingly, Strong and Rath (2005) argued that the approach of stakeholder management contained three key steps namely; stakeholder identification, stakeholder analysis and stakeholder planning (p.173). Furthermore, on their part, Carayannis and his group (2005) stated the following as the key steps involved in stakeholder management (p.184). Identifying and classifying the stakeholders of the project (against, neutral, for) and analyzing their possible project impacts. This could be done using the project lifecycle. Isolating and analyzing project stakeholders with any likely negative impacts Incorporating and involving key primary project stakeholders (included and not limited to the clients, labour union, suppliers, contractors, consultants, and government agencies) in the project plan and in every subsequent phase of the project Ensuring that the required information is regularly availed to the identified stakeholders at appropriate times. This will ensure that the identified key stakeholders will clearly concur with project objectives leading to a successful completion of the particular project. 3.5 Stakeholder management strategies These are the approaches used by project managers in minimizing the influences caused by the identified project stakeholders. From his research, Karlsen (2002) found out that in most projects, systematic or formal stakeholder management strategies did not exist (p.22). From his research, stakeholders were managed on a random basis since there were no plans, processes, methods or well-functioning strategies. As a result, project managers decided on the best solutions of managing any identified stakeholder weaknesses. However, Wolper (2004) went ahead to propose the four generic strategies of managing stakeholder relationships (p.172). These were: Collaborating cautiously with the stakeholders who were found to have a mixed blessing relationship on the project. Involving and trusting the supportive stakeholders Implementing defensive strategies that are pro- active in nature for the non-supportive stakeholders; and Monitoring the stakeholders with little/marginal relationships with efficiency. 4.0 Project case study 4.1 How ZFP identified and managed its key stakeholders This being a military technology system, ZFP used a different but distinct approach of implementing the system. The process of stakeholder identification was the third in its project implementation stages after the definition of the strategic issue and the determination of underlying factors. The following is a detailed analysis of how ZFP carried out this important but mostly overlooked process of project implementation. The company project implementation committee started by identifying the key stakeholders. In doing this, the committee categorised the stakeholders into two broad categories. These were the primary and secondary stakeholders. The following were identified as belonging to the primary stakeholder category: Customers or users of the FIS system (Saudi Arabian air force soldiers) Project managers, supervisors and engineers from ZFP and RSAF. RSAF shareholders (all Saudi Arabian air force bases: Dhahran, Tabuk, Taif, Al Kharj and Khamis Mushait and the Saudi Government) Suppliers/contractors/subcontractors of hardware and any software packages Project steering committee Primary stakeholders were considered as those individuals or groups who had key interests in the FIS project. As such, they were likely to be affected by the operations in the FIS project lifecycle. On the other hand, secondary stakeholders were described as those individuals who had no or very few interest on the FIS project. They were considered vital in this project since their actions may have, in one way or another influenced the quality of the general system that was to be developed then. For instance, the steering committee had pointed out that the Saudi Arabian media constituted a key secondary stakeholder since any negative covering on this huge public and military project might have caused great damage to the successful completion of this project. This was so because negative publicity towards the project may have raised public outcry which would have resulted in the Saudi treasury suspending the financing of this complex and multi-million FIS project. Besides the media, other individuals or groups who made it to the secondary stakeholder category included and were unlimited to the following: The licensing agency (Malath Cooperative Insurance Reinsurance) Saudi Arabian environmentalists The general Saudi Public Professional organizations in the Saudi Kingdom for instance, Legalized Institutes for Project management in Saudi Arabia. Competitors (those firms who lost their bids to deliver the system) Anyone one who validly claimed to have a stake in the FIS project Having successfully identified FIS project stakeholders, the steering committee left it to the project manager to analyse their influence and create a management strategy for this project. As such, the project manager, after close consultation with project supervisors, developed the following as the stakeholder analysis and management strategy: Stakeholder(s) Interest/Issues of concern Action (s) Saudi air force soldiers, RSAF shareholders, management teams and project engineers They were to be the key users of the system and as such were to provide a supportive relationship. Were low as potential threats but high on ensuring potential co-operation. Since they had a supportive relationship, their relationship management was likely to be managed on a rare basis. ZFP was to involve these supportive stakeholders in all its relevant project issues. The licensing agencies, environmentalists, professional organizational, competitors and the general Saudi public These were to present three types of relations; mixed blessing, non-supportive and marginal stakeholder relationship. As a result of these relationships, they were to constitute high potential threats and thus needed high potential co-operation from the project managers to address their hidden and bad intentions. These categories of stakeholders were to be managed through cautious, monitoring and proactive defence strategies. Besides using these strategies, generic strategies, most appropriate to any new diagnostic category, was to be adopted. For instance, instead of ZFP defending itself against negative publicity, it was to develop a high quality system at an affordable competitive price. The quality of the FIS system would thus speak for itself leading to the non-supportive relationships losing their credibility in their efforts to dispute the project Table 2 showing how ZFP analysed and developed stakeholder management strategy 4.3 How stakeholder expectations affected the successful delivery of the project. As noted earlier, the declaration that a project was successful can only be justified if the specific project clearly answered to the needs or expectations of most, if not all, stakeholders. In this technology project, the identified primary and secondary groups of stakeholders had their own unique expectations which were clearly and appropriately addressed by the overall project manager (with the assistance of the steering committee members). 5.0 A discussion of my experience 5.1 Identification of key stakeholders As previously highlighted, the steering committee that was chosen to oversee the implementation of this huge IT project had, in liaison with the project manager, held several sessions in the initial stages upon which key FIS project stakeholders were identified. From the workshops held, it was established that two categories of stakeholders claimed ownership to this project. These were the primary and secondary stakeholders. Primary stakeholders were constituted by Saudi air force soldiers, RSAF shareholders, project management, project engineers, project suppliers, contractors and sub-contractors amongst others. Secondary stakeholders were constituted by the licensing agency (Malath Cooperative Insurance Reinsurance), environmentalists, professional organizational, competitors and the general Saudi public. 5.2 Understanding key stakeholder expectations Other than the RSAFs managing providing a detailed description of the requirements of the FIS system that was to be developed, the project manager and the steering team had to do their best to ensure that additional funds were provided to the various phases of the project on a need basis. Moreover, the management from both companies were frequently updated on the status of the FIS project amongst other stakeholder expectations. In the end, a hi-tech Facilities Information System was delivered, installed and commissioned to the delight of the many project stakeholders. 5.3 The assessment of key stakeholder influence The FIS project steering members and the overall project manager carried out a comprehensive analysis of the two categories of stakeholders. This was done with the main intention of determining their influence and the need to counter it. During this analysis stage, four stakeholder relationships were identified by the management team. It is from these relationships that the influences of these stakeholders were determined. The two types of relationships were: The supportive relationship which was constituted by all the primary stakeholders as listed above. This category of stakeholders posed a low potential threat to the success of the FIS project since they fully supported the aim and goals of the FIS project. They thus worked hard to help achieve the project aim and goals. The non-supportive relationship was made up of a few secondary stakeholders for instance the competitors. They formed a most distressing relationship and as such were high potential threats. 5.4 management of key stakeholder influence In managing the influences of key stakeholders, the steering committee members decided to use a collaborative and proactive defence to address the influence of the non-supportive stakeholders. In adopting this strategy, the management intended to turn the negative non-supportive relationship into a supportive stakeholder relationship. For example, when environmentalists tried to inquire on the suitability of the FIS system in conserving the environment, the steering committee took it upon them to organize a consultative and awareness forum where this specific stakeholder was comprehensively updated on the strengths of the FIS system in conserving and preserving the environment. At the conclusion of the forum, all stakeholders had joined the supportive stakeholder relationship. The influences of supportive stakeholders were addressed through a strategy that was dubbed as trustworthy involvement. This strategy placed little attention to the management of these stakeholders since they posed a low threat to the survival or successful completion of the FIS project. 5.5 Understanding the organisational culture Having established the above stakeholder management strategy, ZFP held meetings and reviewed organizational policies. This was carried with the main intention of understanding RSAFs organizational culture. From the reviewed reports and the observations made, it was established that most air force soldiers in the four airbases were technology gigs and as such, would comfortable interact with the high-tech FIS system that was being developed. 5.6 Understanding national culture characteristics of its team members and identified key stakeholders Being a Saudi Arabian technology firm and boasting a hundred percent Saudi workforce, ZFP did not experience difficulties in understanding cultural characteristics of the Saudi Kingdom. The steering committee had noted that most Saudis were tolerant, self-directed, efficient, logical, task-oriented, multi-tasking, collaborative, team-players and entrepreneurial. These characteristics were manifest in most stakeholders and were even identified by the project manager as the key strengths that propelled the FIS project to emerge a success. 5.7 How my observations compared with the literature The author had reviewed a lot of literature both from the class lectures and electronic sources. This literature had comprehensively covered amongst others the following objectives: To study some of the stakeholder concepts To understand the nature of stakeholder engagement in various projects To clearly define who the stakeholders were and go ahead to state their role in project implementation To understand the various stakeholder influences and how stakeholder management strategies were developed to counteract the established stakeholder influences. To define national and organizational culture and to establish their link with stakeholder management. Having participated in almost all project phases and keenly observed the various project activities, the author highlight that ZFP, as a reputable technology firm, was worth its reputation as one of the best Saudi Arabian technology firms. This is because of the systematic manner in which its employees implemented the various project phases. For instance, before identifying the key stakeholders, the steering team had clearly stated and established the strategy for this project. This had been followed by a comprehensive review of the factors influencing the project. The stakeholder management, though overlooked in most worldwide projects, received its value of attention with key stakeholders being clearly identified, their analysis being carried out and a management strategy established to counteract their influences. All this matched the concepts studied in the literature review. 5.8 Effective implementation of the project As the saying goes, it is always hard to achieve 100 percent success in any (project) endeavour. Despite the FIS project being declared a success, it should be noted that this project, if objectively analysed, had some weaknesses in its implementation stages. The following recommendation can be made on the stakeholder and culture management phases; which were the key themes of this study: The project management team should specifically identify the key stakeholder in any future project. This will help the management to carry out comprehensive analysis of the specific stakeholders. As such, they will adequately propose as many options of managing their influences. This is vital because it was noted that the management team had generalized some of their stakeholders. For example, instead of just listing competitors as secondary stakeholders, they should have gone ahead to identify who constituted these technology competitors. For instance, The Consolidated Contractors International Company had in many cases emerged as the greatest competitor to ZFP. There was thus need to establish a management strategy that could counteracted its influence in such multi-million technology projects. Conclusively, it should be emphasized that the presented case study has reviewed theoretical and highlighted the observations from a practical perspective. Through theoretical literature review, the author had the opportunity to expound on his knowledge on the categories of individuals that summed up the project stakeholders. Furthermore, the author found out that rational approach to stakeholder management involved exhaustive identification of stakeholders through mapping of their project roles. To add, the idea that the implementation of suitable communication processes to projects with multiple stakeholders reinforced my knowledge that communication was the key aspect of winning the support of project stakeholders. In the end, in identifying the limitation of this study, the author points out that the observations made in this project were restrictive in nature. This is because the author, being a learner, was not granted permission to study all project aspects due the restrictive measures that accompanied this military project. There is therefore need for further research to examine relationships between performance and corporate actions, key aspects which have been studied on a sketched outline in this case study.

Straight from the CEO :: GCSE Business Marketing Coursework

Straight from the CEO A Review of the Literature (Dauphinais and Price, 1998) The minds of CEO's are, in aggregate, a tremendous center of power in society. Upon these minds - how they tick, how they prioritize, how they view the vectors of change depends on the transmission of know-how, technology, capital, and jobs. In addition, as globalization increases, the socioeconomic impact of their thoughts becomes all the greater (p. 15). This book provides a broad cross sample of the global CEO population. Insightful interviews have been collected, which contain lessons from both the brawny companies that have been forced to reinvent themselves, as well as from some of the brainy upstarts that needed to be rather unconventional to gain access to the global playing field. CEO's of top world corporations tell how they handle globalization, customer service, motivation, leadership and other management issues. Gone is the day of the stern looking, tight lipped, antisocial dark suit who sits positioned in the large corner office secured by twelve foot walnut doors with gold handles. Today's workers demand involvement and interaction from upper management, no longer do the baby boomers see fit to have P and L figures discussed between upper management only. In order to be a successful CEO in today's society you must be able to demonstrate an understanding of the dynamics of value enhancement, to be aware of opportunities and to exploit them. The future and success of the company depends on how you view the company and how your employees view you. A CEO's understanding can have no limits, adapting to change is just a small step in dealing with the organizations future. When we discuss change we have to keep in mind that, the largest of corporations feel the pressures of change on a global level, competing with our global trading partners such as Japan, China, and Europe. In order to be global a corporation must be able to compete on a worldwide basis and to do this manager's must be able to think globally. Percy Barnevik of ABB Asea Brown Boveri Ltd comments: "Global managers are not born-they must be developed" (p. 40). Developing managers in global thinkers has to start with understanding of the differences between U.S. and the international culture. For example, several months ago a potential client came to town and of course we wanted to leave an impressionable opinion by having lunch at the new Japanese restaurant that everyone in town raved about.

Native Son Theme Analysis Essay

In his novel, Native Son, Richard Wright reveals his major theme of the Black population in America in the 1930’s. In the opening scene of the novel, Wright introduces his condemning message towards the ugliness of American racism and the social oppression of Blacks in his time. The opening scene of Native Son functions by foreshadowing future events that occur throughout the novel involving major symbols that are introduced in the scene to represent other elements in the novel. The scene also establishes an atmosphere of hopelessness and despair as it presents the Thomas apartment setting and its contrasting image of the Dalton mansion. The function of the scene is established by three major elements which is the alarm clock, the rat-catching, and the apartment setting. The first element that is introduced is the ambiguous alarm clock. The alarm clock that awakens Bigger Thomas and his family at the opening of the novel is a major symbol that Wright uses to attack American racism. The loud ring the alarm clock gives off serves as a wake-up call Wright wants his audience to hear. Wright uses the alarm to represent his assertive message to the American public of the destructive effects of racism and oppression American society has accepted. His call for change is like a prophetic warning such as Elisha gives, in Biblical context, demanding the need for social change before it is too late for the nation of ancient Israel. Similar to Elisha’s warning, Wright predicts revolutionary violence and social upheaval if racism and oppression is not stopped in American society. Another function of the alarm clock is its foreshadowing of Bigger’s symbolic awakening in the course of the novel. The clock in the opening scene represents Bigger as a powder keg, both of which are waiting to go off at any moment. Bigger’s climactic point of his explosive act of killing Mary serves the same function as the alarm given off from the clock whereas both wake and opens the eyes of those who hear it or see it. The alarm clock symbolizes Bigger’s new realization that he should not feel guilty for the killing of Mary because of the living conditions White society forced him to live into, which made him into what he is. Another important element in the opening scene that Wright uses to attack racism and oppression is the rat-catching. In the commencement of the novel, Bigger discovers a huge black rat and his mother and sister jump in hysteria. Bigger then corners the rat, and as the rat attacks back, he strikes it with a skillet; then smashes it superfluously until it became a bloody pulp and showed it to Vera. The rat-catching scene is significant because it foreshadows Bigger being tracked down and caught in the course of the novel. In the scene, Wright portrays the black rat as Bigger Thomas. Wright makes them resemble like each other because of their color and their unwanted presence. Like rats, the Black population are viewed as vermin and unwanted pests by White society. With this perspective, the public oppresses and controls the Black population to prevent them from getting near towards Whites in American society. Both Vera and Mother Thomas’ hysteria towards the rat resembles White society’s hysteria toward Bigger’s murder and assumed rape of a White woman. Vera and Mother Thomas’ reaction towards the huge black rat is that of disgust and fear of what it may do. In comparison, when the public found the truth behind the killing of Mary, they panicked and feared of what a Black murderer and rapist is capable of doing. Wright uses this episode to reveal the intense hate the racist American society has towards the Black population. He also uses it to call attention to the excessive paranoia the public exhibits which is a link to the intensity and depth of American racism. Another foreshadowing in the novel would be the representation of Bigger’s capture through Bigger’s cornering of the rat. In the beginning of the novel, Bigger blocks the exit of the rat such as how the police block the exit on Bigger later on in the novel. The foreshadowing extends also at how the rat attacks viciously at Bigger’s pant leg such as how Bigger shoots back at his capturers to prevent being caught. These aggressive scenes between survival and fear points out the result and effects of American society’s strong racist views as Wright describes the capturers drive to capture what seems dangerous and fearsome to them. The last and final foreshadowing in the opening scene would be Bigger’s superfluous bashing of the rat and his act of showing the bloody rat to Vera. The scene is used to portray Bigger’s excessive beating at the time of capture and Buckley’s exhibition of Bigger’s capture and death. The excessive beating of both the rat and Bigger relate the abuser’s need for their thirst witnessing pain being inflicted upon their subject. They are also similar because their unnecessary abuse is a signal of the intense hate the abuser had towards them. Also, the exhibition of Bigger by Buckley presents the similar racist connotations as the beating does. In the novel, Buckley holds Bigger as a political advantage, stressing a racist message to Blacks to show them what happens to the unwanted Blacks when they break the law in Richard Wright’s time which consists of strict and racist laws. One last important element of the opening scene is the setting of the dilapidated Thomas apartment. One function of this apartment setting is to set the atmosphere for the novel as a whole. The run-down and squalid apartment gives a sense of hopelessness and despair. The gloomy aspect of the setting describes the victimization of the Thomas family done by the society in which they are living in. Another function of the apartment setting is that it is a microcosm for how Blacks live throughout the city of Chicago. The apartment is a small, congested room fixed with a kitchen and no walls to separate the men from the women. The inappropriateness of their apartment is exemplified when both Buddy and Bigger have to turn their heads away while Mother Thomas and Vera dress. These unacceptable living conditions are created by an oppressive society and creates an unstable Black society which produces people such as Bigger who turn out to be exactly what White society believes they are like. The apartment setting is also part of a geographical contrast with the Dalton mansion. The apartment shows the unfair distribution of wealth as the Dalton mansion exhibits aristocratic characteristics with its multiple rooms and white columned porch; while the Thomas apartment has a mere single room, which occupies an entire family, and consists of a rat infestation. The contrast helps enforce the sense of the inequality and injustice while it also presents a divided Black and White society made possible by a racist country. Altogether, the opening scene functions to attack American society and its oppressive standpoint towards Blacks in Richard Wrights time. Wright establishes the scene’s function by using these three major elements: the alarm clock, the rat-catching, and the apartment setting. Richard Wright central theme of change is produced by the opening scene to correspond with the rest of the novel as it stresses the warning of a possible revolution and social upheaval if conditions do not change in American society.

Gothic Architecture in Medieval France

Gothic Architecture in Medieval France As with most modernization, new concepts are often refined versions of previous techniques. Although structural design during the Middle Ages was already advancing at a large scale, distortions of the classical style were not too apparent until the Gothic era occurred. Taking place during a time of turmoil with the Hundred Years' War and the Black Plague, the Gothic age emerged right as European society was forced into a reflective change. With an increase in trade and a growing violation, an associated development of cities also occurred.Since it was more plausible to centralize churches and monasteries within towns, advancements of stone architecture began in order to meet the needs of the general public. First appearing in Northern France in the mid-12th century, Gothic style began mainly in these newly built or restored cathedrals. The modernization that took place within Gothic architecture directly reflected the changes that were taking pl ace within French society. The two main structural improvements of Gothic architecture were minted arches and ribbed vaulting.Building upon the design of the intersecting arches of groin vaults (primarily seen within the Romanesque period), Gothic architects created rib vaults as a result of using diagonal and transverse arches that intersected crosswise. By switching from curved to more-pointed arches, builders were able to maximize height-space and have all the arches at approximately the same level, regardless of the arches' widths. This allowed the inside of cathedrals to be very spacious and give the appearance of openness.Another structural advantage of the pointed Gothic vaults is its downward weight distribution. Because they require less reinforcement to keep them in position, large windows could be placed underneath the arches instead of supports, making it possible to let more light into the room. These areas were often filled with another prominent Gothic feature: staine d-glass windows. Although it was not originally produced during the Gothic Era, stained-glass gained its standing with its use in cathedrals.By taking advantage f the usable space under pointed arches, architects were able to replace walls with stained-glass and transfer natural light into the building, creating a colored ambiance. Abbot Auger, the Abbot at Saint-Denis (a cathedral noted for being a precursor in Gothic architecture) coined the phrase lug nova, meaning â€Å"new light† to describe the effect of the stained-glass. Aside from transmitting light into the cathedral, the windows acted as a way to present religious illustrations and depictions of Holy Scripture.Although the glass is much more unstable than the rounding stone encasement and structure, Gothic architects were able to reinforce the glass with iron and other materials to make it withstand much weathering. A structure combining glass and stone support that became typical within French Gothic architecture was the rose window, a large circular window that combined the designs of the inside and outsides of the cathedral. The aim of overstated design of cathedrals was not limited Just to the inside of the buildings.While the stonework within the churches was more minimalist, the outsides were overfed with facades of religious sculptures. Acting as a central point to these facades, rose windows were covered in detailed stone work that was best seen from outside the cathedral. It was also a notable gothic style to have the sculptures of saints in a more unassuming manner. The statues began to have individual personalities and more nonjudgmental postures, showing the separate identities of the saints. Another feature of sculptural design was gargoyles.Acting as a way to direct rain water away from the building, gargoyles have played a key part in keeping he stone cathedrals from eroding and to minimize other water damage. Although occurring during a time of struggle, the Gothic era depicts the progression of France throughout this time. The advancements and stylistic techniques that were created continued throughout much of France's history and even spilled into English regions. Considering many of the cathedrals of this time have remained in decent condition even 800 years later, it is safe to say that Gothic style has passed the test of time.