Overview the facts involved with managing in a unionized environment Essay

Overview the facts involved with managing in a unionized environment how does it differ from managing in a non-union environme - Essay Example The employees who are in unions ensure that their rights are not undermined and even sick times are seen as an entitlement or right instead of a benefit, and even coaching is seen as discipline and employees will challenge it. Employees in unions feel that if the management was good, there would be no problems in the workplace, and this makes them strive for better management all year. Managing employees who are unionized will differ from managing non- unionized ones in various ways. Union Management Relationship Unions will make it their business to ensure that respect between the employer and employees is key, and the employer must respect the union as the only bargaining agent of the employees. Additionally, the union must also respect the employers’ right to manage the workers and direct them, and this means that both parties must acknowledge their rights and obligations. Employers are also expected to allow employees to join unions of their choice, and this will include t he rights to strike without fear of being punished, coercion or harassment from the employer. This mutual respect will create a workforce where if concerns are raised they will be looked into because all the parties are aware of their responsibilities, and this helps in eliminating disputes. A co-operative union management encourages all the parties to a collective agreement that will reconcile differences and foster good relationships through a collaborative manner that is build on principles of mutual benefit, fairness, respect, dignity and trust (HR Council for the Nonprofit Sector, 2012). On the other hand, workers who are not in a union may not get these benefits as the management may dictate on them on the work they are to do failure to which they will be punished. Collective Agreement Managers in a unionized environment must reach at a collective agreement, which is a written consensus between the employer and the union regarding the terms of employment for the covered employ ees. This agreement is legally enforceable, and an employer cannot change its provisions. It acts as a bargaining unit and will stipulate a fair and equitable pay and working conditions (HR Council for the Nonprofit Sector, 2012). A collective agreement will be used to settle disputes in the workplace as there are laid down regulations that will dictate the conduct of each party and this helps in creating a conducive workplace. On the other hand, managing employees who are not in a union is different as there may lack a collective agreement, and this may result to many disputes in the organization which will be hard to resolve. Union Structure A union undergoes certification, and after this, it is given the legal right as an exclusive bargaining agent for a group of employees in a particular organization. For it to be satisfied it must demonstrate that employees support it as their bargaining unit and once certified it acquires the right for bargaining for employees after the worker s have set out a constitution, laws and procedures for the union. A bargaining committee is selected which will speak on the employee’s behalf and the employer must recognize the union as the bargaining unit. Contrary to this, employees who are not in a union lack a bargaining unit and the management may

Apple Company Strategic Implementation Essay Example | Topics and Well Written Essays - 750 words

Apple Company Strategic Implementation - Essay Example This paper illustrates that leadership is important in making a business successful as leaders such as top managers ensure things are done appropriately to achieve the set goals. They transform potential into reality through the organization of work, commanding people under them by giving instructions, managing the companies resources, and giving motivation to other employees. Additionally, good leadership is very critical to the strategic implementation of companies policies. Strategic implementation requires good and effective participation from other departments and its success is largely depended on dedicated leadership that is familiar with the systems and processes involved. Hitt argues that to ensure successful strategic implementation leaders are set to communicate plans to their juniors. Good communication means the listeners are able to code and encode the information given to them and put it into action. For example, when describing how to use new software, the leader shou ld use simple terminologies understandable to the computer specialist. The leader should also be able to explain to the employees the relevance of the new policy to the company. Assigning duties helps in smooth implementation of business policies. The leader in charge should have the capability to select the most suitable people with the required skills and experience to perform a given task. Strategic implementation is a continuous process that requires monitoring to achieve the set goals. Good leadership keeps abreast with emerging issues and is able to handle them in due time. A good monitoring system should be set up to perform analysis of data generated during the process and make changes where necessary. The leaders should be willing to participate in the work to achieve the desired results. As a good leader in strategic implementation, one should possess qualities that can be emulated by the junior staff. If a leader is energetic, enthusiastic, and willing to give the best to the company then the rest of the staff is encouraged.

International Vintage International Essay Example for Free

International Vintage International Essay One of Morrisons stunning gifts is her skill in creating ethically unclear conditions for her audiences. In Sula, for one, the reader would be torn in analyzing the depth of character of Sula. Is Sula really the devil others profess her to be, a threat for the otherwise peaceful society? Or could it be that how a person views things as something bad or not depends on ones personal perspective? Sula lives her life without paying any heed to the norms which made the people of Bottom see her as a deviant person. By living her life an uncommon standard the people in their society decided to alienate or estrange her. Even though the society categorize Sula as nothing short of evil, believing that their lives would be a whole lot much better should Sula left, in reality, having Sula there to serve as the sole center of their bad lucks made them live happier lives than it would have been had Sula not lived in the area, thus making her some kind of a scapegoat in the process. In more way than the people in Bottom could imagine, Sulas presence brought more positive consequences than negative ones as they always like to claim. The communitys rationale for labeling Sula as evil is ridiculous. Their attitude only shows that their criticisms of Sula arose more from their need for a scapegoat or for someone to fall the blames into, and Sula happened to be that person. One instance of their preposterous claim could be found on the following quotation found in the book Sula did not look her age. (Morrison 115). Provided that it is true, that Sula did not age as much as the women living at Bottom did, I believe that is not proof enough to treat Sula as the devil incarnate. The people of bottom ignore the fact that most women living in their village only sleeps around (this include Sulas own mom, one of the most well-loved person living in town), and they make this as another of their basis for snubbing Sula. The womenfolk of Bottom detests Sula so much because Sula would lay their husbands once and then no more (Morrison 115), which the women took as some kind of an affront to their very being since they feel like Sula acts all mighty, snatching away their most valuable possession and then throwing it away as though it is nothing of importance. On the other hand, the men folk of the community spread gossips about Sula having had sexual intercourse with white men, which their community views as the lowest thing a woman of her own race could do. Although it is a fact that Sula sleeps with different men as though it is the most natural thing to do, this is more an indication of the way she was reared than of her own malice. If one stop to mull over the fact that Sula had no intimate knowledge of marriage, having lived in a house with women who thought all men available, and selected from among them with a care only for their tastes, (Morrison) and that townsfolk of Bottom have knowledge of Sulas own background and family, it is not really reasonable or just for the townsfolk to alienate Sula on the line of reasoning that she sleeps around with different guys, depending on who she wants to spend the night with. Should truth be told, the people of Bottom does not really care about treating Sula fairly, in that whether they are aware of it or not, they have been yearning for a lone object on which they could hold accountable for everything which would goes wrong, and Sula happened to be that one person they could hold accountable for everything wrong in this world because of her own deviant attitude and outlook in life. Sula, not caring about the way other people sees her and without paying any heed about how the people at Bottom uses hert as a scapegoat, provided positive consequences in the community, contrary to what the people living there loves to claim. In a way, Sulas presence brought considerable progress on the way people lives. Sulas presence brought fear and apprehension among the townsfolk and since they label Sula as the source of their troubles they saw the need to guard and love each other. Thus, contrary to their claim that Sulas presence brought them nothing but misery, in reality Sulas presence prompted them to be good and to love each other better. An example of this could be found among the womenfolk of Bottom, Sulas presence made them realize the value of their husbands making them love and cherish their husbands better than before Sulas return. Men living in Bottom are not really innocent when it comes to bedding other women and Sula is not the only woman they have bedded aside from their wives, yet among the women they have had Sula is the only one which prompted the women of bottom to have better attitude with their husbands. The women of bottom is also to blame for their husbands attitude because should truth be told, a man cherished by their wives is less likely to find another comfort from other women and Sulas arrival in town is like s trigger which prompts their women to realize this thing. Aula also made the townspeople better parents to their children as is the case with Teapots mom. Teapots mother, a drunkard, had not been paying much attention to her son which resulted to her son being hurt and although the doctor stated that the harm was caused by malnutrition, Teapots mother still saw fit to throw the blame to Sula, claiming that the latter hurt her son. After than incident, Teapots mom suddenly became a better mother, treating him with utmost concern and love proving once more that the menace of sulas presence is the absolute driving force for the community to change for the better. The people treated Sulas death as good news, though in reality, it really is a blow and the mass death tackled in the story symbolizes the great loss Sula really was for the Bottom. In fact, Sulas death caused the townsfolk to revert back to their old behavior, once more leaving the elderly to foster homes, the wives neglecting their husbands, Teapots mother abusing him again, and so on. This proves that Sulas absence made the townsfolk feel so hopeless bleak, and miserable. Sula is a motivation which prompted them to act better and like any good motivation, her loss, caused people to revert back to their old behavior. As strange as it may sound, the townsfolk actually needs Sula. Even Nel realized later that she made use of Sula as her own scapegoat, believing that the sorrow she felt was really from missing her husband Jude who had an affair with Sula, realizing too late that what she really missed is Sula, her friend, and not her husband. Being deviant could really make people alienate a person, as was the case with Sula. However, in Sulas case, the estrangement of Sula from the community saved the townsfolk from their own bad behaviors or conducts. Sula, actually caused the people at Bottom to live better lives, making them seek out each other to save themselves from the presence of evil (Sula) in the community. Sulas presence produced good results at the peoples lives at Bottom, in the same way that her death resulted to a loss of hope for the community. Works Cited Morrison, Toni. Acceptance Speech. Nobel Lecture. 7 Dec 1993 Morrison, Toni. Sula. New York: Vintage International Vintage International, 2004. Last Name of Student 5

Ryanairs Corporate Culture

Ryanairs Corporate Culture 1. Summary This report attempts to analyse the corporate communication strategies currently employed by Irish budget airline Ryanair with respect to the various communication frameworks in place, whilst focusing on both external and internal stakeholders. Finally an analysis of Ryanairs corporate culture and HRM strategy with respect to their influence upon employees within the organisation. 2. Introduction Corporate communication distinguishes itself from other forms of communication such as management by the means in which it bases itself upon the organisations corporate perspective, the stakeholders it addresses and the management activities within its scope (Cornelissen, 2005) According to Argenti Foreman (2002) corporate communication can take the role of two forms; as a ‘function which may be dispersed across an organisation, or as a ‘process to reach all of its constituencies. An appropriate definition from Argenti (2002) avers Corporate Communication as â€Å"the corporations voice and the images it projects of itself on a world stage populated by its various audiences; corporate reputation, corporate advertising and advocacy, employee communications, investor relations, government relations, media management and crisis communications†. A consequence of these characteristics is that they are complex in nature especially when referring to multi-national organi sations (Cornelissen, 2005) such as Ryanair therefore effective communication strategies demand an integrated approach to communications management. Successful communication strategies clearly identify the organisations differentiating factor, or the profile which it wants to portray to its stakeholder groups. In the case of Ryanair its differentiating factor is its ability to consistently offer â€Å"lowest cost scheduled airline tickets† (Hagele, 2006). Micheal OLeary (CEO) says of his corporate strategy â€Å" Its the oldest, simplest formula; Pile‘ em high and sellem cheapWe want to be the Wal-Mart of the airline business. Nobody will beat us on price. EVER†. A powerful but contraversial message communicated by OLeary, which as the paper will discuss later synonmous with Ryanairs communications strategies. The objective of this paper is to identify what global communication framework/ s Ryanair are currently using; analysis of both internal and external corporate communication strategies and their subsequent impact with reference to engaging both internal and external stakeholders. Finally identification of Ryanairs corporate culture and its influence upon people within Ryanair. The aim of this paper therefore after discussing the objectives is to decide whether the frameworks and communication strategies Ryanair use are effective in maintaining their position as the European low-cost budget airline for both internal and external stakeholders. 3. Communication strategy Integrated Corporate Communication framework within Ryanair Corporate Communication as an integrated framework for managing communication (Cornelissen, 2005) Ryanair holistically combines both marketing, advertising, technology and public relations practitioners together in an integrated communications framework model (Cornelissen, 2005) drawing upon management strategy, consumer behaviour and organizational theory (see appendix) to manage the companys reputation and maintain brand equity. Integrated communication is created at the corporate brand level for Ryanair with the goal of enhancing its positioning within the market as Europes ‘lowest price airfares whilst maintaining its competitive strategy. Unlike other organisations that have placed corporate communications managers into executive teams (Cornelissen, 2005) OLeary does not follow this example, preferring instead to ‘council its head of corporate communications Stephen MacNamara and head of marketing Dara Brady, and rather instead maintaining control over Ryanairs communication strategy in its entirety. OLeary orchestrates Ryanairs communication strategy from the ma nagement team down with a hierarchical approach, enabling communication from a corporate strategic level which is reflected within its corporate culture. What makes Ryanair such a success is its inherent ability to consistently communicate the same ‘offering and its core strategy to stakeholders of ‘low price regardless of the ‘landscape it finds itself within. O Leary is able to leverage negative publicity associated with an event or incident at Ryanair and exploit this free opportunity to promote greater exposure of the brand and re-iterate how successful they really are. For example by utilising existing media channels such as an internet bloggers page who has posted a negative blog regards Ryanair, the companys integrated communication framework enables a quick response from MacNamara who instead re-enforces how successful their business model is in providing the cheapest fares around. What makes Ryanair unique within the airline industry is their ability not to waiver from their strategy of low cost, even if this means the ‘customer is not always right (O, Leary, 2007). This approach to communication strat egy is strengthened by the ‘Input-Output model of stakeholder management discussed later in the paper and shown in the appendix. 3.1. Internal Communications The organisation defines itself as a low-cost airline; the consequence of this is that unlike other airlines that can pass on additional cost increases to the customer such as increasing fuel prices Ryanair are unable to do so. Therefore their communication frameworks revolve around low-cost channels such as face-to-face, traditional print media and a heavy emphasis on technology and web-based communications system such as the Ryanair intranet, enabling employees such as flight crew, maintenance and ground staff, amongst others to access critical information and maintain quality management. Ryanair attempts to communicate with its employees (Annual Report, 2009) through a variety of communication channels; an internal staff newsletter called â€Å"The Limited Release† provides employees with up-to-date plans, issues and challenges within the aviation industry, where further daily news bulletins are broadcast on Ryanairs internal TV network. Additionally the organisations Employee Representative Committee (ERC) (one per department) liaises with Ryanairs European Works Council to provide guidance on current aviation issues pertinent to employees. Therefore using an integrated framework encompassing word-of- mouth, electronic channels, and periodical print media has enabled the organisation to minimise tangible costs. Only recently OLeary was quoted in the media for criticising employees for ‘stealing Ryanairs electricity by charging their mobile phones! (ref). 3.2. External communications As an entrepreneurial organisation Ryanair believes it possesses the right to play outside the box and follow its own path, challenging the status quo of corporate communication and pushing the aviation industry boundaries. As a result OLeary, MacNamara and Grady follow an external communications strategy which more often or not is designed to provoke the audience rather than to attract (see appendix). What is consistent is Ryanairs approach which is synonymous with ‘old school Public Relation strategy; in that it focuses on communicating the same message repeatedly; ‘low fares through online, print and . channels in an attempt to reinforce the notion of ‘good value with consumers. However, whilst it can be argued that this strategy may seem archaic it actually proffers the advantage that Ryanairs positioning strategy is absolutely clear to its stakeholders; in that its offering is ‘low priced airfares and absolutely nothing else. OLeary has a reputation as a hard-nosed businessman choosing his words carefully but with the intent to cause as much controversy as possible which ultimately creates a paradox of both artistic creativity and destruction. ‘Screw the share price, this is a fare war† â€Å"We bow down to nobody. Well stuff every one of them in Europe, we wont be second or third and saying: didnt we do well? In business, honesty is a dirty word. People say the customer is always right, but you know what theyre not, sometimes they are wrong and they need to be told so† (Michael O Leary, 2007) Using a provocative vocabulary ensures that during crisis management strategies in the event of negative publicity OLeary is able to leverage as much exposure as possible for Ryanair which ultimately leaves the company at the forefront of consumers minds. The most recent examples of these have been the (perhaps?) ‘faux-pas of Ryanair employee responses back to online bloggers regards disag reements in online content complaints about customer service (see appendix) 3.2.1 Values To complete 3.2.2. Key stakeholders According to (Johnson Scholes, 2008), organisational stakeholders are those individuals or groups who depend on the organisation to fulfil their own goals and on whom, in turn , the organisation depends. Furthermore (Wall Rees, 2004) and (Johnson Scholes, 2008) suggested that stakeholders are other societal groups who are affected by the activities of the firm and whom in turn, the organisation depends. This section identifies the major stakeholders of Ryan Air and how they are important to the firm however Ryanairs stakeholders encompass a wide range of groups which can be classified as both 1) societal 2) economic (organisational) with each group unique in their expectation as stakeholders of Ryanair. The former range from pressure groups, competitors, suppliers and customers, where for example customers are legally entitled to fair trading practices; differs from the latter (organizational) comprising of shareholders and employees, who are entitled to extra rights under the rul e of corporate governance. The model which aligns most closely within Ryanair for both internal and external stakeholders, if OLearys approach to corporate communications is followed is the ‘Input-Output model of strategic management (Cornelissen, 2005) (see appendix). This emphasises that power lies within the organisation, upon which other stakeholder groups are dependent in respect to their relationship with Ryanair; this is illustrated by OLearys clear disregard for stakeholder perception across all groups. Internal Stakeholders Employees within Ryanair are according to OLeary ‘a cost (2006) until they are able to contribute fully to the business, demonstrated by the corporate culture of reducing overheads by externally sourcing cabin crew and making new employees pay for their training with the organisation until fully qualified and an ‘asset to the company. Further to this a compensations structure following the premise of ‘pay on the basis of transactions undertaken; meaning sectors flown (Mayer, 2008) ensures that cabin crew absorb a lot of the cost impact to delayed flights creating an incentive through commission to market other Ryanair products. Further to this the absence of any trade union or regulatory body at the request of O Leary ensures that whilst these stakeholders are ruled under ‘fair corporate governance they are seen to be disposable commodities. External Stakeholders -to complete Unlike more conventional stakeholder models OLeary does not apportion importance to external governmental or regulatory influences rather choosing instead to challenge them .i.e. the European Union over competition policy in 2006 (ref) and British airport accusations over ‘unfair charging practices over recent years. This strengthens the notion that the ‘Input-Output model of stakeholder management is correct; in reference to the power lying ‘within Ryanair rather than with its stakeholders. However effective communication is a key success factor of this organisation is respect to its approach of its relationship with new airports. MacNamara uses a tactic which involves generating awareness of potential new routes by announcing instead the new jobs it will create and the anticipated increase in volume of passengers Suppliers bargaining power for fuel is high, medium for aircraft and medium low for airports; sourcing, purchasing and procurement is done face-to-face negotiation like most b2b business. 3.2.3 Corporate Culture, brand, image and identity Corporate Culture Melewar (2006), corporate culture is impacted by history of the company, the founder of the organization and country of origin of the organization. There is link between corporate culture and corporate history because the interaction among the group can develop culture. Melewar (2006) stated that the founder of the company can affect the corporate culture The corporate culture of Ryanair is very much influenced by OLeary, strengthening the notion that the CEO can dictate the corporate culture of the airline. Schein (1992) posits culture to be â€Å"accumulated shared learning of a given group, covering behavioural, emotional and cognitive elements of a group members total psychological functioning† addressing a shared understanding of culture; contrasting with Johnson and Scholes (2002) who aver that â€Å"the basic assumption and beliefs that are shared by members of an organisation, that operate unconsciously and define in a basic taken for-granted fashion an organisations view of itself and its environment† addressing instead repeated behavioural patterns. When attempting to analyse Ryanairs corporate culture the former analogy becomes more prominent. Ryanair corporate culture is more focus as an airline company based in Ireland, representing the Irish culture: Organise, reliable, and kindly (Ryanair.com, 2009). Corporate brand Balmer (1995), corporate brand refer to corporate reputation, corporate image and concern on perception. It focus on all internal and external stakeholders, and boarder mix than traditional marketing mix, and it require commitment from all staff, senior management as well as financial support. From Balmer (2001), the favorable corporate brand came from organizational identity. Ryanair brand core is the ‘low cost flights for all. This brand core is applied to focus on the cost of Ryanair brand which is available at different levels for differents types of customers (Ryanair.com, 2009). It also emphasizes on the promise that the brand communicate to the stakeholders. Furthermore, the effectiveness of the communication depends on the gab between the performance and promise although in Ryanair we see more students, leisure people than business people. Nevertheless people from any background can afford to use the service. Corporate image Abratt (1989), Grunig (1993), and Van Riel (1995), there are three approached of corporate image which include psychology, graphic design and public relation. From Balmer (2001), the corporate image came from managing business identity. Moreover, corporate image related to immediate mental perception to the organization held by individual group. Corporate identity Abratt (1989), Balmer (1998) Olin (1990) and Van Riel (1997), corporate identity focus on culture, strategy, structure, history, business activity and business scope. Corporate identity is the mix of elements which give the organization their distinctiveness. And the key questions are who are we, what are structure, strategy, business, reputation, performance, business and history. Ryanair corporate identity is based on ‘bleueness (The corporate colour): meaning they are ‘up for it, ‘passionate, ‘sharp ‘mad about safety and ‘mad about cost. Bleue is what make Ryanair different. 3.2.4 HRM Strategy -to complete 4. Conclusions To complete 5. Bibliography Abratt, R. (1989), â€Å"A new approach to the corporate image management process†, Journal of Marketing Management, 5(1), 63-76. Annual Report, Ryanair.com. (2009), ‘Annual report 2009, [Online] at: URL: http://www. Ryanair.com/ [Last accessed 22nd March 2010] Argenti, P. (2003) ‘Corporate Communication, 3rd edition; Mcgraw Hill Argenti,P. (2009) ‘Corporate Communication, 5th edition, McGraw- Hill Education. Balmer, J.M.T. (1995), â€Å"Corporate branding and connoisseurship†, Journal of General Management, 21(1), 24-46. Balmer, J.M.T. (1997), Corporate identity past, present and future, works paper, University of Strathclyde International Centre for Corporate Identity Studies, Glasgow. Balmer, J.M.T. (2001), â€Å"Corporate identity, corporate branding and corporate marketing: seeing through the frog, European Journal of Marketing, 35(3-4), 248-291. Cornelissen, J. (2005) ‘Corporate Communication, Theory practice; Sage Publications Davies, A. (2002) ‘Public relations Democracy Part 2; Guirham, M. (1999) ‘Communicating Across Cultures; McMillan Harris et al, (2003) ‘International HRM; CIPD Johnson, G; Scholes, K. (2002) ‘Exploring Corporate Strategy, Prentice Hall Mitchell, Aigle Wood. Johnson, G; Scholes, K; Whtittington, R. (2008) ‘Exploring Corporate Strategy, Prentice Hall Mitchell, Aigle Wood. Oliver S. (2001) ‘Corporate Communication; Kogan, Page Mayer, S. (2008) ‘RyanAir and its Low Cost Flights in Europe: Marketing Plan Akamdemische Schriftenriehe; GRIN Verlag Melewar, T.C. (2006) ‘Seven dimension of corporate identity: a categorization from practitioners perspective, European Journal of Marketing, 40(7/8), 846-69. Tourish D Hargie O. (2004) ‘Key issues in organisational Communication; Routledge Van Reil Cees.B.M. (1992) ‘Principles of corporate Communication; FT Prentice. Van Riel, C.B.M. and Balmer, J.M.T. (1997). â€Å"Corporate identity: the concept, its measurement and management†, European Journal of Marketing, 31(5-6), 340-350. Wall, S and Rees, B (2004) ‘International Business, 2nd Edition , Pearson Education Limited. 6. Appendix Proposed Stakeholder model with Ryanair Input Output Model of Strategic Management (Cornelissen, 2005) Ryanairs response to an Irish blogger Jason Roe who highlighted flaws over the website layout; rather than thanking Mr.Roe instead staff commented: (source: ‘ Ryanair calls blogger lunatic; The Telegraph, 25th February 2009)

This Life Time Has 42048000 Minutes :: essays research papers

Listen up soldiers, we have a crisis on our hands. A silent army has been built up over hundreds of years and is the most deadly enemy we have ever had to face. This enemy you people have known since the day you were brought into this world. You are face to face with this enemy every day, unknowing that every step you take, every move you make, and every decision you face is contributing somehow to this army’s strength. In case you haven’t noticed yet, ladies and gentlemen, this enemy is ourselves. Slowly and surely we are destroying animals, ourselves and most importantly the only planet we have, Earth. You have probably all heard this speech a thousand times before, and well if this has to be the 1001 before we get off our lazy, self-destructing asses and do something to fix it, so be it! I admit I’m no better than the rest of you at the simple things in everyday life that are destroying this planet, but the whole issue pisses me off. Our whole existence revolves around money, and our personal benefit. We have forgotten how to do things for others, how to help the planet and, in turn, how to benefit the species. The fact is simple people, we’re killing ourselves. Many, however, don’t notice it. They believe what they’re doing is either beneficial, or that they are too small to do anything about it. Well most of them are right, most of us fall under some sort of higher power, which means that the root of the problems are mainly the governments. Don’t think that this is leading into one of those x-filesy, conspiracy theory type lectures, however if you’d like to call it that, I wont be one to judge. I do believe the governments know how to prevent and stop much of the problems in our world today. For example, it’s a widely known fact that we have the technology to use water instead of gas for cars, but the government wont allow production because they get money off gas, and to them it’s more important than a clean environment, more important than contaminating the water, or killing off animals because of the pollution even when the money they ge t from the gas ends up being put back into trying to control these problems anyway. And who was the guy who thought that burning fossil fuels would be a good source of energy anyway?

Biography of Nellie Tayloe Ross Essay -- Bio Biograhies Nellie Ross E

Biography of Nellie Tayloe Ross Nellie Tayloe was a woman of remarkable skills, responsibility and endurance. Before she became the first woman governor of the United States, Nellie was a kindergarten teacher and a presenter of informative papers at her local women’s group. She also helped her husband with his law practice as well as his governorship. Nellie was born in Missouri in 1876. â€Å"She was the sixth child and the first daughter of James and ‘Lizzie’ Tayloe† (Scheer, 2). Nellie was very private about her childhood and little is known about the family from which she came. The only story of her childhood that she ever shared was of her home being destroyed by a fire (Scheer, 1). In 1902, she became Nellie Tayloe Ross after marrying a successful lawyer and future governor of Wyoming, William Bradford Ross. Nellie was a stay at home mother with their four sons; twins George and James Ambrose, Alfred, who died at the age of ten months, and William Bradford II (Mackey, 26). In 1924, just one month before the general election, William Bradford Ross died of complications from appendicitis, leaving the democrats without a candidate (Thompson, 36-37). Many of Nellie’s friends, â€Å"... encouraged her to seek the Democratic Party’s nomination† (Mackey, 26). Analysis once suggested that â€Å"... women are put forward when their parties feel that they have little chance of winning and nothing to lose by nominating a controversial candidate† (Thompson, 36-37). Ross defeated Sullivan (the republican candidate) by more than 8000 votes. During her reign as Governor of Wyoming Nellie Tayloe Ross addressed many issues including the state’s budget deficit. While looking into the mining operations, Ross found that a lot of proper... ... A women’s dormitory, on the campus of the University of Wyoming, was named after her: Nellie Tayloe Ross Hall. In 1977, at the age of 101, Nellie died from a fall in her apartment near Washington D.C.. She was buried in Cheyenne, Wyoming (Scheer, 213-214). Her contributions to Wyoming helped pave the way for future generations of politicians as well as women and women’s rights. Works Cited: Mackey, Mike. "Nellie Tayloe Ross and Wyoming Politics." Journal of the West 42(2003): 25-31, 33. Scheer, Teva J. Governor Lady: The Life and Times of Nellie Tayloe Ross. Columbia, MO: University of Missouri Press, 2005. Thompson, D. Claudia. "Governor Lady: The Life and Times of Nellie Tayloe Ross." Annals of Wyoming 78(2006): 36-37. Van Pelt, Lori. "Discovering Her Strength: The Remarkable Transformation of Nellie Tayloe Ross." Annals of Wyoming 74(2002): 4.

Detailed Guidance Essay

The key to doing well on this task is detail. Several sections require that you analyze information. This requires that you read carefully, think deeply and show your insight that you gained from the information provided in the case study. A1. Utah Symphony Strengths and Weaknesses When picking out the strengths and weaknesses of symphony there isn ¿t a list to which you can refer. Rather, you will want to read the case study carefully and to use your insight to discover indications of strengths and weaknesses in the data provided in the case. Be sure to cite examples and to address all four required areas including: financial strengths/financial weaknesses & leadership strengths/leadership weaknesses of the symphony. The key will be to think deeply about the facts of the case and to provide insightful responses. When considering financial strengths and weaknesses some items that you might consider include: profitability, stability, capital availability, reliance on revenue streams, fundraising, endowment sizes, expenses structures, policies that effect finances etc. and anything that you believe would affect the finances of the firm in a positive or negative way. When considering leadership strengths and weaknesses your focus should be on the leaders of the symphony, Keith Lockhart. What his strengths that you can make a case would improve is effectiveness as a leader? What are his weaknesses that would lessen his effectiveness as leader? Another thing to consider would be if there are any vacant key positions that would influence the leadership of the organization. Be sure to expound upon each strength and weakness. For a hypothetical example; if I were to indicate that the opera had a profit I would further indicate whether this was a strength because it was significant or I could as easily support that it the profit was so small in relation to its expense structure that the level of profitability was actual a financial weakness.  Now that I had made a general claim I would bring in the numbers from the case study to support my claim and then move on to the next strength or weakness. The key will be to discuss each strength and weakness enough to establish that it is, in fact, a strength or a weakness. A1a. Steps for Utah Symphony Now you ¿ve provided some really good insight in your discussion about weaknesses for the symphony and in doing so you have identified a number of weaknesses. The evaluators will be looking to see that you ¿ve provide recommendations of key steps that Anne can take for each of the weaknesses that you identified in your discussion. Also, with regard to key steps you will want to identify specific actions that Anne can take. For examples if one of the weaknesses is poor fundraising you might suggest that Anne sets aside a period of time each week during which she can employ her fundraising skills to improve fundraising. The recommendations of steps that she can take can be common-sense, basic steps (nothing fancy) but that would be effective in dealing with the weaknesses. A2. Utah Opera Strengths and Weaknesses Review the case study carefully to find examples of the strengths and weaknesses in the financial and leadership aspects of the symphony. Be sure to cite examples and to address all four required areas including: financial strengths/financial weaknesses & leadership strengths/leadership weaknesses. The key will be to think deeply about the facts of the case and to provide insightful responses. When considering financial strengths and weaknesses some items that you might consider include: profitability, stability, capital, liquidity, revenue streams, fundraising, endowment sizes, expenses structures, policies that effect finances etc. When considering leadership strengths and weaknesses your focus should be on Anne Ewers. What are her leadership strengths? What are her strengths that you can make a case for would assist her ability to lead? What are her leadership weaknesses? Does she have any personal liabilities that would  weaken her ability to lead. Be sure to expound upon each strength and weakness. For a hypothetical example; if I were to indicate that the symphony had a profit I would further indicate whether this was a strength because it was significant or I could as easily support that it the profit was so small in relation to its expense structure that the level of profitability was actual a financial weakness. Now that I had made a general claim I would bring in the numbers from the case study to support my claim and then move on to the next strength or weakness. The key will be to discuss each strength and weakness enough to establish that it is, in fact, a strength or a weakness. A2a. Steps for Utah Opera Now you ¿ve provided some good insight in your discussion about weaknesses for the Opera and in doing so you have identified a number of weaknesses. The evaluators will be looking to see that you ¿ve provide recommendations of key steps that Anne can take for each of the weaknesses that you identified in your discussion. Also, with regard to key steps you will want to identify specific actions that Anne can take. For examples if one of the weaknesses is poor fundraising you might suggest that Anne sets aside a period of time each week during which she can employ her fundraising skills to improve fundraising. The recommendations of steps that she can take can be common-sense, basic steps (nothing fancy) but that would be effective in dealing with the weaknesses. A3. Scorecard Aspects Find and download the Balanced Scorecard document given to you in Task Stream. The balanced scorecard is not covered in your book. Look at the book from SkillPort  ¿ Performance Drivers: A Practical Guide to Using the Balanced Scorecard. This is where the template came from. Read chapter 1, 2 and 3 to best understand it.  ¿Compare the information in the current scorecards for each company to the cultures you can discern from the case study. Do you think the scorecards adequately address the strengths and weaknesses? Why or why not? B. Merged Company Balanced Scorecard (Create a Balanced Scorecard for the merged company using the strategic goals. These goals are given to you in the directions for the task (see information above the questions).  ¿Don ¿t just combine the symphony and opera goals, CSF ¿s and measurement.  ¿Use the strategic goals to develop a goal for each of the four aspects. Now, be creative, what should the critical success factors and measurements be?  ¿Make sure to create and include a vision statement and a business model statement (you can use the ones on the symphony and opera balanced scorecards as a model). When creating the goals for the individual sections of the balanced scorecard you will want to create goals that are specific to the section (finance, customer, internal etc.) but that, if achieved, would help the company to achieve the five first-year strategic goals that are identified at the top of the task. C. Merged Company Strengths and Weaknesses The key here is to analyze the company utilizing the balances scorecard as an analytical tool. In earlier sections you had to analyze strengths and weaknesses as you pull them out of the facts of a case study. However, now you have been introduced to a new analytical tool; the balanced scorecard and you will need to analyze each element of the balanced scorecard. You should analyze the strengths and weaknesses of the merged company addressing each section of the scorecard e.g. financial customer, internal process & learning and growth. D. Issues From reading the case study and after reading about change management in Chapter 18 of the Kreitner and Kinicki, discuss an issue in each of the 3 areas (finance, human resources, and customer satisfaction) then include good mitigating steps that Anne could take to prevent the problem.†¨Ã¢â‚¬ ¨D1. Mitigating Actions This section requires that you identify 3 actions that Anne can immediately take to mitigate the three issues you identified above. (You should provide one recommendation for each of the issues that you identified in part D.) You should not only identify, but should also  explain, exactly what Anne should do for each of the three recommendations that you provide. †¨E. In-Text Citations and References in APA Format Every reference that is listed on the Reference list should have been cited in-text in your response. If you did not cite something in-text it should be taken off of this reference list. However, at minimum you should cite the case study and the course textbook and there should be corresponding in-text citations within your response.