A Stage Model for Transitioning to Kam Essays

A Stage Model for Transitioning to Kam Essays A Stage Model for Transitioning to Kam Essay A Stage Model for Transitioning to Kam Essay A stage model for transitioning to KAM Iain A. Davies, University of Bath, UK* Lynette J. Ryals, Cran? eld School of Management, UK Abstract This paper investigates the under-researched area of key account management (KAM) implementation through a systematic review of the literature, syndications with a panel of industry exemplars, and a survey investigating how organisations implement KAM. Through this we identify a stage model that identifies not only how companies currently transition to KAM in practice, but also suggests how they could improve their chances of success in transitioning to KAM. We demonstrate the fundamental elements of a KAM programme and the extent to which companies feel KAM has met their pre-implementation expectations. Keywords Key Account Management, Strategic Account Management, Sales management, Industrial marketing, Implementation INTRODUCTION Key Account Management (KAM) has emerged, over the last 30 years, as one of the most significant trends in business-to-business marketing practice (Abratt and Kelly 2002; Homburg et al. 2002). It focuses on adding value to relationships and creating partnerships with a company’s most important and strategic customers (Ewart 1995; McDonald et al. 2000). The emergence of KAM has been driven in companies of all sizes by an increase in large, powerful, global, centralised purchasing customers becoming the norm across multiple industries; KAM provides our current best model for servicing these customers (McDonald et al. 997). Despite the rapid growth in the use of KAM by companies, research into the process of KAM implementation and how companies transition from traditional sales to KAM orientation has been scarce (Kempeners and Hart 1999; Napolitano *Correspondence details and biographies for the authors are located at the end of the article. JOURNAL OF MARKETING MANAGEMENT, 2009, Vol. 25, No. 9-10, pp. 1027-1048 ISSN0267-257X print /ISSN1472-1376 online  © Westburn Publishers Ltd. doi: 10. 1362/026725709X479354 1028 JMM Journal of Marketing Management, Volume 25 1997; Sengupta et al. 997; Wengler et al. 2006; Zupanic 2008). This is a gap that urgently needs to be filled. Without some agreement about which approaches to KAM implementation work (and which do not work, called for by Zupanic 2008), there is a danger that companies will continue to struggle or even fail to implement KAM appropriately (Homburg et al. 2002; Napolitano 1997). In this paper we use empirical evidence to develop a cross-industry stage model of how companies transition to KAM, including what elements of a KAM programme they implement through this process and the success this has led to. We identify the elements of KAM implementation programmes through an in-depth systematic review of the literature. Using a survey based on this input we investigate 204 companies with explicit, formal KAM programmes and build a model of the key principles important to KAM implementation over time. A syndicate of seven leading companies was also used in isolation of the results of the survey to add context and analytical input. The synergy between the two methods provides a robust and original contribution to both KAM practice and literature. KEY ACCOUNT MANAGEMENT The emergence of relationship marketing in the late 1980s led to a growing interest in getting and keeping customers through relationship management (e. g. Christopher, Payne and Ballantyne 1991; Gronroos 1994, 1997; Sheth and Parvatiyar 1995; Aijo 1996; Gummesson 1997). Relationship marketing was extended and developed during the 1980s and 1990s, particularly in business-to-business markets where formalised programme s of customer management have gained increasing importance including: national account management (Shapiro and Moriarty 1980, 1982, 1984a, 1984b; Stevenson 1980, 981; Tutton 1987; Wotruba 1996; Weilbacker and Weeks 1997; Dishman and Nitze 1998); major account management (Barrett 1986; Colletti and Tubridy 1987); and, more recently, to manage the most strategically important relationships of the business, KAM (Wilson 1993; Pardo, Salle and Spencer 1995; Millman and Wilson 1995, 1996, 1998; McDonald, Millman and Rogers 1997; Abratt and Kelly 2002; Homburg et al. 2002) or even Global Account Management (Yip and Madsen 1996; Millman 1996; Millman and Wilson 1999; Holt 2003). For ease of use we will continue to use the acronym KAM to refer to these related bodies of work. KAM is a systematic process for managing business-to-business relationships that are of strategic importance to a supplier (Millman and Wilson 1995). It first emerged as a response to the pressures placed upon supplier companies by globalisation, increasing customer power, procurement sophistication and the need to find new ways to work with the most important customers (Pardo 1997; Wengler et al. 2006). It involves the adoption of collaborative ways of working with customers rather than traditional transactional and adversarial relationships (McDonald Woodburn 2007). Therefore it represents a fundamental change in the way companies operate their sales and marketing functions, not leading to a tactical shift in operations, but a more broad ranging change management programme (Storbacka et al. 2009). Studies in the early 2000s found a substantial concentration of supplier business into a decreasing number of key accounts, and that the service demands of such key accounts were increasing (Gosman and Kelly 2000, 2002). The ability to extract better service levels and, possibly, lower prices from suppliers meant that the benefits Davies and Ryals A stage model for transitioning to KAM 1029 to the customer of being given preferential treatment are clear and indeed there is evidence that customers may demand or instigate KAM amongst their suppliers for such reasons (Brady 2004; Homburg et al. 2000; Wengler et al. 2006). Therefore close collaborative relationships with suppliers are thought to yield between 10% and 100% more value than less collaborative nes for the customer (Hughes Weiss 2007). The benefits of KAM to the suppliers are less clear-cut, since customers may try to â€Å"bargain away† benefits in the form of lower prices (Kalwani and Narayandas 1995) sometimes resulting in relationships with the largest customers becoming unprofitable for suppliers (e. g. Cooper and Kaplan 1991; Reinartz and Kumar 2002). Napolitano (1997) goes as far as to suggest that the majority KAM programmes a ppear ineffective as a result. This shows that the benefits to suppliers of KAM are not automatic and require careful management. Although evidence exists that long-term relationships with larger customers can pay off for suppliers through higher revenues and faster growth rates (Bolen and Davis 1997), even where power asymmetries are considerable (Narayandas and Rangan 2004), we still lack a clear generalisable view of how companies implement KAM, and the respective levels of success this achieves (Kempeners Hart 1999; Sengupta, Krapfel and Pusateri 1997; Wengler et al. 2006). We therefore explore this in our next section. IMPLEMENTING KEY ACCOUNT MANAGEMENT There is limited research on how KAM is implemented. A few scholars have attempted synthesis of the existing research to form frameworks and surveys for further research on KAM implementation (Homburg, et al. 2002; Wengler et al. 2006; Zupanic 2008) and a similar process has been undertaken for this paper. Table 1 (overleaf) represents a synthesis of the elements that the literature suggest firms implement as part of their formal KAM programmes. Broadly speaking, these elements represent the core components to most KAM implementations, with suppliers doing more or less of certain activities at different stages of the KAM programme’s life cycle. In Zupanic’s (2008) synthesis the elements of KAM are separated into the activities of the individuals within the organisation (Operational KAM) and those at the organisational level (Corporate KAM). Although a neat separation, the activities of the individual in a formal KAM program are likely to be driven from an organisational level decision and as such we have not separated these out in our analysis because we are interested in what the organisation is attempting to implement. Furthermore, we have not differentiated the elements of KAM based on the A-R-A model (Activities – Resources – Actors) as undertaken in the seminal work by Homburg et al. (2002), because we are interested in the elements of KAM that companies are implementing, rather than the artefacts or interested parties which result from implementation. This is a fundamental difference in how we look at KAM in this paper compared to both Homburg et al. (2002) and Zupanic (2008). We are investigating KAM as an ongoing transitioning process rather than the pre-existing, fully implemented programme assumed in these previous works. For instance, of the eight typologies which result from the Homburg, et al. (2002) synthesis and survey, only two types of KAM [1] Top management KAM and 4) Cross-functional dominant KAM] represent effective KAM programmes and there is little explanation of what these KAM programmes are like or how the organisations achieved them. 1030 JMM Journal of Marketing Management, Volume 25 TABLE 1 Elements of KAM implementation in the literature Elements of KAM Implementation Senior manager buy-in Papers Brady 2004; Homburg et al. 002; Montgomery et al. 1998; Napolitano 1997 Napolitano 1997; Workman et al. 2003; Yip and Madsen 1996 McDonald et al. 2000 Description Manger buy in is necessary for success Increased overall knowledge of KAM improves A pioneer often pushes KAM through the organisation Company wide knowledge of KAM A KAM Champion Active involvement of top management in KAM An organisational culture that supports KAM Napolitano 1997; Millman and Manger buy in and active Wilson 1999 ; Workman et al. involvement is necessary for 2003 success Homburg et al. 002; Millman and Wilson 1999; Pardo 1999; Workman et al. 2003 Culture is one of the three biggest influences on KAM implementation in MW and HWJ discuss espirit de corps Espirit de corps Everyone in the organisation understanding KAM Defined key account selection criteria Homburg et al. 2002; Brady 2004; Reisel et al. , 2005; Workman et al. , 2003; Yip and Madsen, 1996 Gosselin and Bauwen 2006; McDonald et al. 2000; Ojasalo 2001; Spencer 1999; Wong 1998 Gosselin and Bauwen 2006; McDonald et al. 2000; Ojasalo, 2001 Customer portfolio matrix Clearly identified key accounts Individual key account plans Identify those accounts that are growth attractive McDonald et al. 2000; Ojasalo, Each account should be 2001; Ryals and Rodgers, planned separately to ensure 2007 appropriate service Evaluation procedure in KAM is lacking Social exchanges such as KAM can provide competitive benefits Strategic relationship can lead to mutual investment Look at the lifetime value of customers Evaluation procedure in KAM is lacking Cont’d A well developed Napolitano 1997 feedback process with key customers Joint activities with key accounts Joint investment with key accounts A business case for KAM Targets for key accounts Koka and Prescott 2002; Workman et al. , 2003 Koka and Prescott 2002; Ojasalo, 2001 Reinartz and Kumar 2000, 2002 Napolitano 1997 Davies and Ryals A stage model for transitioning to KAM 1031 Elements of KAM Implementation Benchmarking against other organisations for KAM Measurement of the performance of the KAM programme Appointed Key Account Managers Fully trained Key Account Managers Papers Napolitano 1997 Description Evaluation procedure in KAM is lacking Evaluation procedure in KAM is lacking Skill sets for KAMs are different to those in sales Montgomery et al. 1998; Napolitano 1997; Ojasalo, 2001 McDonald et al. 1997; Weeks and Stevens 1997 McDonald et al. 1997; Ojasalo Skill sets for KAMs are different to those in sales 2001; Shetcliffe 2004; Weeks and Stevens 1997; Yip and Madsen 1996 Alonzo 1996; Guenzi and Pardo 2007; Arnett et al. 005 Clear move since the mid1990’s towards teams of sales and account managers Account managers are usually rewarded with higher salary and less bonus KAM organisations should be differently structured to Sales organisations formalised arrangements for accounts lead to improved co-ordination Key accounts are better served and therefore the managers need influence over gaining the necessary service levels Key account should get higher service levels Key account should get higher service levels KAM teams Specific motivation and Ryals and Rodgers 2006a; reward schemes for Weilbaker 1999 Key Account Managers Changes in organisational structure to accommodate KAM Coletti and Tubrity 1987; McDonald et al. 1997; Millman and Wilson 1996; Pardo 1999 Established policies Gosselin and Bauwen 2006; and procedures for McDonald et al. 2000; Senn handling key accounts 1999 Key Account Managers having good access to internal resources Ojasalo 2001, 2002; Workman et al. 003; Ryals and Humphries 2007 Differentiated and higher service levels for key accounts IT support for KAM Workman et al. 2003; Ivens and Pardo 2007 Brady 2004; Ojasalo 2001; Workman et al. 2003 The other six typologies [2) Middle management KAM; 3) Operating level KAM; 5) Unstructured KAM; 6) Isolated KAM; 7) Country Club KAM; 8) No KAM] represent either highly inefficient KAM (typologies 2, 3, 5 and 6) or are not a formal KAM programme (Typologies 7 and 8). This may be an artefact of the sampling method because only 9% of the respondents were actually Key Account Managers (Kams), but this still leaves us with little understanding of how companies could implement KAM better, or move from one of these inefficient models to a better performing, more robust model. Wengler et al. (2006) provide us with a detailed exploration of some of the 1032 JMM Journal of Marketing Management, Volume 25 rationales for companies implementing KAM, as well as a limited exploration of what the programmes can look like. Indeed Wengler et al. (2006) indicate this same tendency to view KAM implementation as a long transitioning process when they suggest â€Å"Implementing Key Account Management thus requires a lot of coordination effort and intensity (Moon and Gupta 1997) and often seems to be a long-lasting, laborious process† [p. 108]. They are also able to identify that companies are utilising customer prioritisation processes, changing the role of Kams in the organisation and defining different levels of responsibility for the KAM programme. However their low respondent numbers (only 49 respondent companies had actually implemented KAM) and limited exploration of the different elements of KAM still leave us with few generalisable indicators of how companies transition from sales-led to KAMled organisations. This considerable gap in the previous research is explored in this paper RESEARCH APPROACH AND METHOD To meet our exploratory research objective of understanding how companies transition to KAM we developed a 7-point Likert scale survey applicable across industries based on the literature summarised in Table 1. We specifically targeted companies with existing formal KAM programmes and sought information around three research questions: Why they implemented KAM; to what extent the elements of a KAM programme were implemented; and, how successful their KAM programme had been. The aim was to gain broad insight across multiple industries. For a field of research in its third decade it is surprising that the KAM literature has still produced few generalisable empirical insights. The majority of the extant literature is conceptual (Cheverton 2008; Ojasalo 2001, 2002; Pardo et al. 2006; Piercy and Lane 2006a+b; Ryals and Holt, 2007 etc. ), with the majority of empirical work preferring case studies (Helander and Moller 2008; Natti et al. 2006; Rogers and Ryals 2007; Ryals and Humphries 2007; Spencer 1999) or interviews (McDonald, Millman and Rogers 1997; Pardo 1997; Zupancic 2008), which, although useful for building rich context and new insights, offer little in the way of generalisability. Much of the existing quantitative research, as summarised in Table 2, suffers in terms of generality due to small sample sizes (most too small to use with ANOVA, MANOVA, SEM or LCM packages effectively without data augmentation through bootstrapping), and surprisingly few studies actually investigate key account managers (Kams), preferring to focus on customers or colleagues to gain insights. Both of these could be explained through the difficulty in identifying Kams within organisations because: they rarely have KAM in their title, are few in number compared to their sales or marketing equivalents, and are sometime not well known within their own organisation as distinct from either of these two groups. Problems of this sort affected earlier pilots of this study and to overcome this we targeted Kams specifically through executive education programmes, as did Guenzi et al. (2007, 2009), McDonald et al. 1997), Montgomery et al. (1998), Ryals and Rogers (2007) and Wengler et al. (2006). The survey sample comprised attendees at a series of KAM-specific executive educational programmes, making it a highly purposive sampling method. To gain a large enough sample size the data took 3 years to collect; analysis of variance (ANOVA) tests between the years of collection suggested no significant differences Davies and Ryals A stage model for transitioning to KAM 1033 TABLE 2 Summar y of quantitative studies in KAM Authors Guenzi, Georges Pardo Ivens Pardo Ivens Pardo Ryals Rogers Guenzi, Pardo Georges Gosselin Bauwen Wengler, Ehret Saab Reisel, Chia, Maloles Arnett, Macy Wilcox Homburg, Workman Jr. , Jensen Georges, Laurent; Eggert, Andreas Workman, Homburg Jensen Abratt Kelly Homburg, Workman Jr. , Jensen Montgomery, Yip Villalonga Sengupta Krapfel Sharma Year Survey’s target Sample Size 127 297 297 37 127 115 91** 353 60 385 102 385 190 385 191 176 109 % of Which KAMs 100% 0% 0% 43% 100% 100%* 1 8. % 0% 50% 9%†  0% 9%†  48% 9%†  0%†¡ 100% 0% 2009 KAMs 2008 Purchasers 2007 Purchasers 2007 International companies + customers 2007 KAMs 2006 Account Managers 2006 Sales Engineers 2005 Operations 2005 Selling teams 2002 Head of Sales Organisation 2003 Purchasers 2003 Head of Sales Organisation 2002 KAMs and Customers 2000 Head of Sales Organisation 1998 Senior International Execs. 1997 NAMA members 1997 Purchasers 100% is assumed as the actual figures are unreported, the evidence shown elsewhere however may suggest this assumption is in error ** Only 54% actually had a KAM programme †  49% of the sample were Sales and Marketing VPs indicating a responsibility for KAM, however 171 (45% of the sample) had no formalised KAM Programme according to the results of the Homburg et al. , 2000 paper. †¡ GAM survey with only 136 reported using GAM between collection years. Over the 3 years a total of 286 delegates attended these events and 212 surveys were returned, eight of these indicated they did not yet have a formal KAM programme leaving 204 usable surveys (71. 3% response rate). Surveys were handed out before the commencement of the course to be completed during registration and collected as the course began, to minimise the impact of the course on the responses (Table 3, overleaf, shows descriptive statistics for the respondents). 1034 JMM Journal of Marketing Management, Volume 25 TABLE 3 Descriptive statistics on respondents Number Region of companies UK North America Northern Europe Southern Europe Middle East and North Africa Australasia Industry Service Professional Financial Service Industrial Complex Manufacture Manufacture Unknown Years in Sales/KAM 1-5yrs 6-10yrs 10-15yrs 15-20yrs 20-25yrs 25-30yrs Years of KAM Programme 6 48 48 41 49 18 204 49 63 40 36 12 4 204 77 46 53 28 204 113 22 38 18 9 4 204 DATA TESTING AND ANALYSIS A second method was used to add greater depth and clarity to our definitions and understanding of transitioning to KAM through a year-long syndication with senior representative of seven mixed-industry companies with a strong track record of KAM (although not identified in this research for reasons of commercial sensitivity, some of these companies have previously been used as exemplars in other scholars work, including Yip and Bink 2007; Ryals and McDonald 2008 and Eccles et al. 2009). All were companies with established KAM programmes and they cooperated with the principle aim of identifying a process for implementing KAM that could be transferable across industries. They provided a 5-phase model of implementation running through Scoping KAM (Yr 1), Introducing KAM (Yr 2), Embedding KAM Davies and Ryals A stage model for transitioning to KAM 1035 (Yrs 2-4), Optimising KAM (Yrs 4-6), and Best Practice / Continuous Improvement (Yrs 6 and over). They were adamant that, across all their industries, it takes at least this long to have a properly-established KAM rogramme and that, especially in the later years, re-engineering KAM was always needed. They did however admit that the Scoping KAM period is a theoretical â€Å"ought to happen† stage as, in reality, it happens in parallel with, or even after, implementation. We therefore merge Scoping and Introducing KAM phases and show them as one initial 2 year Introducing KAM phase. These insights were used to segmen t data for analysis purposes and provide structure for demonstrating the process of transitioning to KAM. Analysis was conducted using mean comparison tests to identify differences between groups within the data. ANOVA assumes normality of data, which rarely occurs with Likert scales. Kolmogorow-Smirnov and Shapiro-Wilk normality tests demonstrated that 18 of the 25 elements of KAM distributions were probably not normal, mostly cause by -/+ kurtosis. However, visual inspection of the Normal QQ diagrams suggest that 20 of the elements appeared evenly distributed and 16 of the items passed the Levene test, again suggesting fairly even distribution. Bearing all these in mind we conducted and compared both Kruskal-Wallis H nonparametric and Games-Howell Post-Hoc ANOVAs as they both have reduced distribution assumptions. We found almost unilateral agreement between the two tests so report the more powerful and more easily interpreted Games-Howell Post-Hoc ANOVA. RESULTS The first important result from the data was the lack of significant differences based on industry. We found the only major area of difference amongst the four industry groups was in relation to how successful the respondents thought their companies were at KAM, with the professional and financial services companies rating themselves significantly higher and manufacturers significantly lower than the other groups. This suggests that at least the elements of KAM are similar across industries. The main area of difference however emerged when we segmented the data based on the timescales suggested by our transitioning syndicate, breaking the data into four groups based on the age of their programme (Table 4 shows the Games-Howell results for the elements of the KAM programme and Table 5 shows the success measures). We discovered that, as the syndicate had indicated, there was a general progression of gearing up and implementing, rejuvenating and expanding the KAM programme which provide a statistically significant ifference between groups in the different stages of transitioning to KAM. On the vast majority of scales the companies were implementing elements of KAM at a noticeably increasing rate over the life span of the programme. This indicates that, firstly, the programme takes many years to put in place and, secondly, that there is a progression through the different elements the organisation focuses on in each stage. Figure 1 synthesises what the syndicate said and what the data represent about the transition to KAM. Figure 1 (overleaf) shows KAM to be relatively slow to take off when introduced but then builds up rapidly during the Embedding and Optimising stage before slowing into a process of Continual Improvement. We also see this pattern replicated in Table 4 (overleaf) where the extent to which companies are implementing different elements of KAM is limited all the way up to the end of year two, but then begins to rise rapidly, before slowing after six years. The best example of this is Senior manager 1036 JMM Journal of Marketing Management, Volume 25 FIGURE 1 Transitioning to KAM summary High Revise program to new knowledge Restructure org. and processes Involve top Mgt. Redefine program Become customer centric Rejuvenate program Become more selective Expand knowledge in org. Continuous Improvement Capability Gear up Locate Champion Build the case Appoint KAMs Define KA’s Introducing KAM 1 2 Embedding KAM 3 4 Time (yrs) 5 6†¦ Train specialist KAMs Indiv customer plans . Targets and Measurement Optimising KAM Low buy-in (4th from bottom) where the average extent of buy-in within Introducing KAM companies is relatively low, before a significant (at the

The architecture of the building was made by Frank Essays

The architecture of the building was made by Frank Essays The architecture of the building was made by Frank Lloyd. It was formed as the Davenport Municipal Art Gallery in 1925, with the passage of a law allowing the city to accept a gift of 330 artworks from a former mayor Charles A. Ficke, and open a museum. It was renamed the Davenport Museum in 1987. It continued to be a city-run museum until the opening of its new building in 2005, which was named in honor of a gift from the V.O. and Elizabeth Kahl Figge Foundation. Mr. Ficke's original collection of European American and Spanish Viceregal art has grown through the efforts of generations of philanthropists and civ ic leaders and now includes the Grant Wood Archive and works by other American Regionalists artists, and extensive collection of European, contemporary works. The Figge has quite a bit of work in its permanent collection even though a lot of it is not on display. A lot of it is in Storage which is in the basement. They not only store and show art but they also restore the pieces to the best of their abilities. The Figge Art Museum's permanent holdings include many nationally and internationally known objects and bear witness to more than seven decades of philanthropy and civic pride. The collections, organized in seven areas, offer a distinctive look at regional, national and international at from the 15 th century to the present. The different collections consist of The American Collection, The Midwest Regionalist Collection , The Mexican Colonial C ollection, and The Haitian Collection. The American Collection includes works from the Colonial period to 1945, with particular strengths in the 19 th century landscape traditions of the Hudson River School artists Asher B. Durand, John Kensett, Albert Bierstadt and others. C.A. Ficke's original gifts in this area have been enhanced by a number of generous donations including in the Wheatfield, by Winslow Homer, and In Gentle Slumber, by George Eastman. The Midwest Regionalist Collection focuses on the works of Grant Wood, Thomas Hart Benton, John Steuart Curry and other Midwestern artists who defined this style in the 1930s and 1940s. The Figge's Midwest Regionalist Collection boasts the only painted self-portrait of Grant Wood, whose enigmatic portrait of Midwesterners, American Gothic, is perhaps the most Recognized painting in American art. A full-color catalogue featuring work of Grant Wood. The Mexican Colonial Collection documents the growth of paintings in New Spain in the 17 th and 18 th centuries out of the traditions of European religious paintings of the same period. Many of the DMA's holdings in this area are part of the original museum gift from C.A. Ficke and are perhaps the most distinguished in the country. The Haitian Collection documents the flowering of a rich artistic tradition within the island nation of Haiti since the 1940s. In 1967, the Davenport Museum of Art established on of the first collections of Haitian art in the United States. Donations made by Dr. Walter E Neiswanger, a long-time museum patron and trustee, form the majority of th4e comprehensive collection which ranges from the first generation to the most recent developments. One piece of art at the figge that I liked a lot was one from the Midwest regionalist collection. The piece is m ade by Thomas Hart Benton, and is called Spring Storm. The composition of the painting presented many of the juxtapositions, which are things that are brought together or side to side that contrast each other. This is what Thomas Hart Benton favored. It allowed him to depic nature sculpturally, using his favorite formal principle of the "bulge and hollow," rhythmically distorting structures to achieve a serpentine line, the line favored by 16 th -century Mannerist painters. The lines draw our attention to the center of the composition, to the bolt of lightning that had startled the horse. It is not painted on the surface, but carved into it, through paint, down to the composition board beneath. If you cover one halve of the painting then it looks like its peaceful but if you do it to the side that is light then it looks like it's dark and stor my outside. The offer of Education was another piece

Employment law Essay Example | Topics and Well Written Essays - 3000 words - 1

Employment law - Essay Example The justification will generally be under exceptional circumstances which not all organisations can meet when challenged at the Employment Tribunal. Such a justification will be found in posts for which the employer already has a retirement of age far below 65 due to nature of the jobs such as emergency services requiring a certain level of physical fitness or those requiring high level mental fitness such as air traffic controllers. Justifications can also be found in areas where Default Retirement Age (DRA) does not apply such as partners in a law firm. As DRA has been scrapped, employers must ensure that management of their employees’ performance is not discriminatory and not inconsistent to avoid possible litigation from the disgruntled employees who may be discriminated against on the grounds of age. Employer should apply non-discriminatory and consistent policies across the organisation. Employer should ensure that the managers are updated with latest procedures and trai ned in handling employees’ performance. Employers should conduct regular meetings or discussions with their employees regardless of their age for their performance review, know their expectations and future plans within the organisation. It is not discriminatory if all the employees are taken into confidence regarding their future plans without singling out the older workers. The meetings or discussions should be held with transparency and honesty. No discriminatory questions should be posed which would imply that an older worker is ready for retirement. The appraisal process is the ideal time for such discussions. It does not mean employers have to treat all the employees in exactly the same manner but should make sure there is consistency and fairness. In case of underperformance of an employee, employer must identify the cause. Neglecting on the poor performance by older workers can also be categorized as a discriminatory act of the employer by other employees. Employer sh ould avoid assuming that older workers are associated with underperformance. All cases of underperformance should therefore be dealt with promptly through right and fair procedures and any resultant dismissals should only be on the basis of capability. Employers must also make sure that they comply with Equality Act when dealing with older employees who might have acquired disabilities in their old age and therefore not discriminated against (Thompson, 2011). The instant case relates to the grievance of Albert 64, an employee on the verge of retirement that he is being forced to retire under the pretext of poor performance. With more than twenty years of service, he started declining in performance of late only after his wife fell sick resulting in additional responsibilities for him at home. Although he wanted to work at home one day a week, his request was declined as his manger Chris did not want to set a precedent in finance department where Albert worked although a female emplo yee of the administration department had been permitted to work at home one day a week. While at first, Albert’s poor performance was being discussed with him personally at regular meeting, later he was being called in for specific purpose of discussing his poor performance only with which he felt uncomfortable and was convinced that the management’s aim was to terminate his service on capability grounds. At first glance it appears that Albert’

Analysis Essay Example | Topics and Well Written Essays - 500 words - 14

Analysis - Essay Example Also, rewards rupture relationships at the workplace because employees because it creates a competitive and hostile environment, which leads to poor connections between employees. Another explanation can be that rewards ignore reasons behind the success of the company. Maybe increase in company’s profitability, or growth in sales is not necessarily related the incentive program for employees. Also, rewards cause a risk-aversion because employees would try to do only what they are required and would not look to improve their work or to find new solutions to problem that appear. Finally, rewards undermine interest which means that people who want to work will do that without any incentive. The article overviewed the relationship between incentives and performance, and the reasons for which payments does not lead to a better work. I agree with this final conclusion, because incentives for managers (e.g. stock options) have lead in some cases to a lower long-term performance for companies because they were interested only on the short performance in order to exercise the options, and not on the long perspective of the value of the company. Successful implementation of management’s innovations must follow some principles. The first one is related to organizational culture, which means that the values and customs of the specific company could lead to a better or lower implementation due to the reaction to changes. The second principle connects innovations with corporate, divisional and plant strategies. Another principle pays attention to the current state of the company; if a company is suffering structural changes, innovations may not be appropriate. Also, it is considered that a link between human and technical side of change is necessary. Moreover, it is vital to train and educate the employees in order to face the changes of the organization. The final principle relates to indicators of performance. When implementing innovation,

Marketing Strategy for Next Generation Gym, UK Essay

Marketing Strategy for Next Generation Gym, UK - Essay Example It is a combination of all these factors that lead young people and professionals to join gyms and sports facilities all over the world, and the UK is no exception. In fact the trend for a healthier and happier lifestyle is catching on here. Being in good shape and eating a healthy diet not only help get us noticed and appreciated more at the office and on the street, but also make us irresistible to the opposite sex (Adcock et al, 2001, 17). Most of all, it makes us happy. This paper will look at the comparatively new concept of pay as you go gyms in the UK, with particular reference to Next Generation Club Gyms, a business registered in Hertfordshire, UK. It also has a branch in Swindon. Pay As You Go, a New Concept in the Sports Industry In fact, Next Generation Club Gyms have been the subject of quite rapt attention by sport enthusiasts and marketers alike, since it has introduced the concept of pay as you go in the UK. Similar in concept to schemes for mobile phones, this new in novation has made it easier for people who would like to get into shape or practice some sort of sport activity not on a regular but on an infrequent basis, when they get the time. Of course, it is always better to follow a regular schedule when you can but many of us have varying responsibilities at different times of the day, week or month which does not give us the opportunity to live a really scheduled life. For example, a salesman who has to travel to customers for offers and closing deals can hardly know in advance where he will be at a certain time of the day or how long the next sales call will take. One can similarly get stuck with a last minute assignment at the office, or have to stay an extra shift because somebody is ill or cannot make it. For these individuals, pay as you go certainly makes sense (Perner, Pricing, 2011). When you come to think of it, pay as you go also makes sense for lazy individuals who are not self determined enough to follow a regular schedule. So the idea certainly has merit for most of us. Pay as you go is not only cheaper; you can book a time slot in advance and ensure availability of facilities and equipment that lets you exercise, swim or play tennis at ease and without waiting in line for people to clear out before you get a chance. The concept caught on in the USA some time ago but has only been recently introduced in the UK (Garvin, 1988, 20). Available Facilities and Activities Presently the activities available at Next Generation Gym Club in Swindon are swimming, exercise, racquets and relaxing opportunities. Swimming allows you to relax after a hard day’s work, play casually in the pool or if you are more competitive, even learn some new strokes and increase your lap speed. There are swimming lessons for kids and grownups as well, including aqua aerobics for anyone who is interested. Training for body strength and flexibility include Body Blast, Body Pump, Body Pump Express, Pilates, Spin, Yoga and Boxercise , all scheduled at different times. A monthly schedule is drawn up in advance. Facilities for NG Kids include rugby, basketball, soft play activities, make and create, karate, teen gym street dance academy and booking for parties. There are also squash, tennis and badminton facilities with professional coaching available. The cafe and

Physical Evidence Is The Element Of The Service

Physical Evidence Is The Element Of The Service The Marketing Mix model can be used by Able journeys as a tool to aid in defining the marketing strategy. Marketing manager use this method to try and produce the best possible response in the target market by blending many uneven in the best way. It is important to understand that the Marketing Mix principles are controllable variables. The Marketing Mix can be adjusted on a common basis to meet the altering needs of the target group the other actives of the marketing environment. The 7-Ps or extensive Marketing Mix of Booms Bitner is a Marketing Strategy tool that increases the number of expedient variable from the 4 in the original Marketing Mix Model to 7. The usual Marketing Mix model was mainly bound for useful for tangible goodss. The 7-Ps model is more helpful for services industries debatably also for knowledge-intensive surroundings. The standard variables used in constructing a marketing mix are price, promotion, goods place. The service marketing mix comprises off the 7ps. These include: Goods Price Place Promotion People Process Physical evidence. Product In the past, the thoughts were, a good goods will sell by its own. Nonetheless there are no dire goods any longer in todays extremely competitive souk. In addition, there are numerous laws giving consumers the right to send back goods that he perceives as bad. Consequently, today the org. defines the uniqueness of its goods or service that congregates the needs of their consumers. Essentially a good is a substantial object or an insubstantial service which is produced heavily or manufactured on a large scale with a exact volume of components, Intangible goods are frequent service support like the tourism trade the hotel trade. Usual case of a mass produced substantial object is the disposable razor. A less obvious but ubiquitous mass produced service is a computer operating system. It includes:- Functionality; Quality; Appearance; Packaging; Br; Service; Support; Warranty. Price The price is the amount a consumer pays for the goods. It is determined by a number of factors including market share, competition, material costs, goods identity the consumers perceived value of the goods. The business may increase or decrease the price of goods if other stores have the same goods. Although competing on price is as old as mankind, the consumer is often still sensitive for price discounts special offers. Price has also an irrational side: something that is expensive must be good. Permanently competing on price is for many companies not a very sensible approach. It includes: List Price; Discounts; Financing; Leasing Options; Allowances. Place Place represents the location where a goods can be purchased. It is often referred to as the distribution channel. It can include any physical store as well as virtual stores on the Internet. Some of the recent major changes in business have come about by changing Place. Think of the Internet mobile telephones. (How) are the chosen target groups informed or educated about the org. its goodss? This includes all the weapons in the marketing armory advertising, selling, sales. It includes:- Locations; Logistics; Channel members; Channel Motivation; Market Coverage; Service Levels; Internet; Mobile. Promotion Promotion represents all of the communications that a marketer may use in the marketplace. Promotion has four distinct elements advertising, public relations, word of mouth point of sale. A certain amount of crossover occurs when promotion uses the four principal elements together, which is common in film promotion. While the other three Ps have lost much of their meanings in todays markets, Promotion has become the most important P to focus on. It includes: Advertising; Public Relations; Direct Sales; Sales; Media; Budget. People All people that are directly or indirectly involved in the consumption of a service are an important part of the Extended Marketing Mix. Knowledge workers, employees, management consumers often add significant value to the total goods or service offering. An essential ingredient to any service provision is the use of appropriate staff people. Recruiting the right staff training them appropriately in the delivery of their service is essential if the org. wants to obtain a form of competitive advantage. Consumers make judgments deliver perceptions of the service based on the employees they interact with. Staff should have the appropriate interpersonal skills, aptitude, service knowledge to provide the service that consumers are paying for. Many British org.s aim to apply for the Investors. In People accreditation, which tells consumers that staff are taken care off by the company they are trained to certain stards. Process Procedure, mechanisms flow of activities by which services are consumed (consumer management processes) are an essential element of the marketing strategy. Processes are basically systems used to assist the org. in delivering the service. Imagine one walk into Burger King orders a Whopper Meal gets it delivered within 2 minutes. What was the process that allowed him to obtain an efficient service delivery? Banks that send out Credit Cards automatically when their consumers old one has expired again require an efficient process to identify expiry dates renewal. An efficient service that replaces old credit cards will foster consumer loyalty confidence in the company. Physical Evidence The ability environment in which the service is delivered. Both tangible goods that help to communicate perform the service, the intangible experience of existing consumers the ability of the business to relay that consumer satisfaction to potential consumers. Physical Evidence is the element of the service mix which allows the consumer again to make judgments on the org.. If one walks into a restaurant his expectations are of a clean, friendly environment. On an aircraft if one travels first class he expects enough room to be able to lie down! Physical evidence is an essential ingredient of the service mix; consumers will make perceptions based on their sight of the service provision which will have an impact on the org.s perceptual plan of the service. The first two more Ps are explicit (People, Process) the third one (Physical Evidence) is an implicit factor. Broadly defined, optimizing the marketing mix is the primary responsibility of marketing. By offering the goods with the right combination of the seven Ps marketers can improve their results marketing effectiveness. Making small changes in the marketing mix is typically considered to be a tactical change. Making large changes in any of the seven Ps can be considered strategic. The term Marketing Mix however, does not imply that the 7P elements represent options. They are not trade-offs but are fundamental marketing issues that always need to be addressed. They are the fundamental actions that marketing requires whether determined explicitly or by default.

societhf Rejection of Civilization in The Adventures of Huckleberry Finn :: Adventures Huckleberry Huck Finn Essays

Rejection of Civilization in The Adventures of Huckleberry Finn In the novel Huckleberry Finn by Mark Twain, Huck decides to reject civilization. At the end of the story Aunt Sally wants to civilize him, but he refuses. He says "I reckon I got to light out for the territory ahead of the rest, because Aunt Sally, she's going to adopt me civilize me, and I can't stand it. I've been there before." Huck decides to choose against society because of all the harsh realities that he has seen first hand. Huck's early doubts of the civilized world all started with Pap. During most of his childhood, Huck had been abused both physically and mentally by his redneck guardian Pap. This man had walked into and out of Huck's life on numerous occasions. He was the only father figure in Huck's life and failed miserably at the job. Pap was the first representation of civilization to Huck and it was a sour one. It was also civilization that awarded custody of Huck to Pap. He had been screwed over too many times by the civilized world, and that was the main reason he decided to leave home. Huck ran from his troubles at home down the Mississippi River. The river is where he found his sanctuary. Jim and Huck were always safe, independent, and free out on the raft. It seemed that every time they would go to shore, something negative involving civilization would arise. The dark side of human nature and suffering would meet up with the two of them. They always stumbled upon the under-belly of society. The symbol of human suffering was the Grangerfords family. When Huck found himself in front of their farm after the ship wreck, his first impression was a positive one. He thought that the Grangerfords were a pleasant, normal family. However the dark secrets that existed within the family could make skin crawl. The paintings and writings made by Emmeline Grangerford, who died when she was fourteen, are of rather morbid subjects. She was a messed up child that came from a bizarre, disturbed family. They had a feudal war going with another family where constant deaths and suffering took place. Just before Huck leaves, his age equivalent and societhf Rejection of Civilization in The Adventures of Huckleberry Finn :: Adventures Huckleberry Huck Finn Essays Rejection of Civilization in The Adventures of Huckleberry Finn In the novel Huckleberry Finn by Mark Twain, Huck decides to reject civilization. At the end of the story Aunt Sally wants to civilize him, but he refuses. He says "I reckon I got to light out for the territory ahead of the rest, because Aunt Sally, she's going to adopt me civilize me, and I can't stand it. I've been there before." Huck decides to choose against society because of all the harsh realities that he has seen first hand. Huck's early doubts of the civilized world all started with Pap. During most of his childhood, Huck had been abused both physically and mentally by his redneck guardian Pap. This man had walked into and out of Huck's life on numerous occasions. He was the only father figure in Huck's life and failed miserably at the job. Pap was the first representation of civilization to Huck and it was a sour one. It was also civilization that awarded custody of Huck to Pap. He had been screwed over too many times by the civilized world, and that was the main reason he decided to leave home. Huck ran from his troubles at home down the Mississippi River. The river is where he found his sanctuary. Jim and Huck were always safe, independent, and free out on the raft. It seemed that every time they would go to shore, something negative involving civilization would arise. The dark side of human nature and suffering would meet up with the two of them. They always stumbled upon the under-belly of society. The symbol of human suffering was the Grangerfords family. When Huck found himself in front of their farm after the ship wreck, his first impression was a positive one. He thought that the Grangerfords were a pleasant, normal family. However the dark secrets that existed within the family could make skin crawl. The paintings and writings made by Emmeline Grangerford, who died when she was fourteen, are of rather morbid subjects. She was a messed up child that came from a bizarre, disturbed family. They had a feudal war going with another family where constant deaths and suffering took place. Just before Huck leaves, his age equivalent and

Mario’s family Essay

Mario’s family happens to be in the lower bracket of society. As Mario got home one night, Gloria, his wife, asked for money, which they needed to feed their daughter. Mario told her that he doesn’t have money. Gloria didn’t believe him, and asked him to tell the truth. Mario told his wife the truth – he was fired from his job. The reason is because of an apple. He stole an apple for his daughter because he thought that she would like it – this part shows his love for his daughter. He left with Pablo, his old crime buddy, even if Gloria pleaded very hard for him not to go with the man. Another summary of The World Is An Apple When Mario got home. Gloria saw Mario and she was asking for some money to feed there children to Mario. Mario said that he have no money because he did something. Gloria didn’t believe on what Mario said and said to tell the truth. When Mario answered it, Gloria was shocked on what she heard because Mario lost his job. Gloria asked Mario if how he lost his job and Mario answered it and Gloria was shocked again because Mario said that he lost his job because of an apple. Gloria said that how can he loose his job by just taking one not a dozen not a crate but one apple and Mario answered that he just saw it rolling and he found himself putting it in his bag because Tita would love to have it, and Mario told Gloria that there’s no need to worry because he found a new job. Suddenly Pablo was there ruining the whole conversation and asked them if how is there daughter doing and he’ll loan a few pesos to help there daughter and Gloria said that no thank you because Mario stopped depending on Pablo. Pablo said that Mario’s new job was with Pablo and when Gloria heard it he told Mario that it’s a bad doing and risky. But Mario didn’t listen and walks away with Pablo and told Gloria not to worry because he will come back early morning and don’t wait for him. Gloria cries and shouting Mario, while Tita was crying also because he heard the conversation.

Examining Of The Book Of Joshua Religion Essays

Examining Of The Book Of Joshua Religion Essays Examining Of The Book Of Joshua Religion Essay Examining Of The Book Of Joshua Religion Essay The Book of Joshua was likely written between 1400 and 1370 B.C. It begins after the decease of Moses. Joshua is called upon by God to take the Israelites across the Jordan River and to settle down in the Promised Land. God says that in any military run, the Israelites will win every bit long as they obey his Torahs. Subsequently, Josh send in two undercover agents into the metropolis of Jericho to look into the district. When the undercover agents are known of their presence in Jericho, a cocotte named Rahab tells them that the metropolis is afraid of the Israelites success. She seeks safety by seting her religion in God, and tells them that the metropolis is in a diminished status. After happening this out, Joshua makes the Israelites cross the river, which was led by priests transporting the Ark of the Covenant. As they enter the H2O, the H2O prohibitionists and allows the people to traverse on dry land. When they approach Jericho, Joshua encounters a cryptic adult male, who says that he commands Gods ground forces, but that he is impersonal to both sides. Joshua acknowledges the adult male, but pays no attending to his commitment. God tells Joshua that Joshua must take the Israelites around the metropolis for six yearss with the Ark, and that on the 7th twenty-four hours, they will process around the metropolis seven times and the walls will be broken down. Joshua rallies all of the Israelites and tells them to kill everyone except for Rahab. They besides will non plunder any spiritual points, but alternatively fire them as court to god. After this happens, Joshua becomes a major figure across the lands, but in their following struggle in the metropolis of Ai, God does non assist the Israelites win, and are defeated. Joshua asks why, and says that Achan stole spiritual points from Jericho. After Achan is stoned with his household beside him, the following effort against Ai is successful, and the Israelites celebrate by doing an communion table to God. While the Israelites had great success, the people of Gibeon were afraid of them and sent in some undercover agents of their ain, claiming to be travellers of the land. Joshua makes a treaty rapidly without any determination from God and subsequently discovers that they Gibeonites are indigens of the land to be conquered. So the Hebrewss do non assail the metropolis, but five other male monarchs that are local, assail the metropolis of Gibeon. The Israelites come to the assistance of Gibeon and destruct the five male monarch s ground forcess. Joshua helps the combat by commanding God to halt the Sun in the sky during the battle, God obeys and the Hebrewss are successful. This is the lone clip in history of all time told that God of all time obeys a human. The Israelites continue to suppress the lower and southern metropoliss of Canaan, killing all of the people of the lands as God asked. However, much of the land remains to be taken over, the people of Israel Begin to settle down in the land, spliting it among their ain 12 folks. After many old ages of peace for Israel, the deceasing Joshua makes a farewell dictum, and tells the Hebrewss to be strong and obey all of God s Torahs. They must non hold any graven images and non get married with any of the indigens of the lands. The people assure Joshua that they will obey, nevertheless Joshua reluctantly accepts the people s word and is worried that they will non listen to him, cognizing that the obeisance will be rather hard to maintain. Fictional characters in the Book of Joshua and their Importance Some of the cardinal characters in the Book of Joshua are Joshua himself, A Rahab, Achan, Eleazar, and Phinehas. Joshua, being the character of the book becomes the leader of the Israelite folks after the decease of Moses. His name was Hoshea, but Moses decided to name him by Joshua. Joshua was one of the 12 undercover agents that were sent by Moses to research the land of Canaan, and after Moses died, he was the leader that took the Israelites into Canaan to suppress the land. It s said that Joshua lived between 1450-1370 BC which was someplace in the late Bronze Age, and harmonizing to Joshua 24:29, he dies at the age of 110. Rahab Another one of the most of import characters in the Book of Joshua is a cocotte named Rahab. Rahab ran a little in that was built into the outside wall of the metropolis of Jericho. The metropolis itself really had 2 walls for the excess munitions. Rahab foremost is cited in the book when the two undercover agents sent by Joshua and the Israelites halt at Rahab s hostel and are be aftering to get away from the metropolis, since the male monarch of Jericho someway found out that the undercover agents were at the hostel and sent his work forces to travel catch them. Meanwhile, the Hebrewss are camped across the Jordan River, to the cognition of the male monarch and his people. The word spread throughout the metropolis that God was on the Israelites side. Rahab had heard that of this was certain that the metropolis would be defeated by the Israelites. Rehab hid the two undercover agents in the top of her hostel and told the male monarchs work forces when they arrived that the work forces had already left before dark. After the male monarchs work forces had left, the undercover agents came down and told Rahab that they would save her life when they conquered the metropolis. All she would hold to make is hang a ruddy cord outside her window so that all in her hostel would be spared. Something interesting that can be found out from reading the Book of Matthew is that in chapter one you find out that Rahab married a adult male called Salmon. He was the great-great gramps of King David ( who killed Goliath ) . 26 Generations subsequently, Mary, Jesus female parent, was married to Joseph, who came from David s lineage. However, when the reader finds this out, it means that Rahab is really Jesus grandma of many coevalss ago, a fact I personally find interesting. Achan Another of import character in Joshua is Achan. He is the Israelite who disobeyed God by taking spiritual ownerships in the conquering of Jericho, while God commanded that any ownerships would non be taken, or they will be burned in his Name. Archan was judged faster than the Israelites were in the 40 old ages of rolling the desert, looking for the Promised Land. The premise is since he knew that taking ownerships was against God s will, God was able to penalize him faster. Archan s noncompliance caused the Israelites first conflict against the metropolis of Ai to be unsuccessful. Thirty-six Israelites were killed, and they were inquiring why God had non helped them achieve triumph. Subsequently on Joshua finds out that Achan had taken spiritual belongings and wants Joshua and the Israelites to lapidate him and his household to decease. Disobedience itself is a wickedness and disobeying God is one of the worst things that one of his ain kids can make. Achan did non hold to be killed, since he could hold repented, but even when he was confronted by Joshua, he did non atone. Therefore, he was stoned to decease. Eleazar Eleazar was the Levite priest that took over the topographic point of his male parent, Aaron when he died. He created the plating of the communion table out of the fire pans of Korah s assembly and performed the rite of the ruddy heifer. He had the following of import character in the Book degree Fahrenheit Joshua, Phinehas. He assisted in the distribution of the land Canaan after the Israelites took over. When he died, he was buried at Gibeah, which had been allotted to his boy Phinehas in the hill state of Ephraim ( Joshua 24:33 ) . The high priesthood stayed in the Eleazar lineage until Eli became the new high priest. It was later put back into Eleazar s household when Zadok was cast out by Solomon. Phinehas Phinehas was the boy of the old high priest, Eleazar. He played a function when the folk of Reuben and Gad went out to take over the lands beyond the Jordan. They together build an communion table on the other side of the river. While the remainder of the Israelites wonder if it is a breakaway motion, they send Phinehas to look into in Joshua 22:9-34. The Israelites believed that the folks were interrupting the religion of the God of Israel. However the leaders of the kins explain, No! We did it for fright that some twenty-four hours your posterities might state to ours, What do you hold to make with the Lord, the God of Israel? A The Lord has made the Jordan a boundary between us and you-you Reubenites and Gadites! You have no portion in the LORD. So your posterities might do ours to halt fearing the Lord. ( Joshua 22:24 ) . When Phinehas had head what Reuben, Gad, and Manasseh said, they were pleased and said that they acted dependably towards the Lord and that they rescued the Hebrewss from His manus. The Reubenites and the Gadites game the communion table the name of A Witness Between Us that the Lord is God. Book of Joshua and the New Testament The Book of Joshua besides made a fulfilment in Colossians in the New Testament. The Israelites had moved approximately in the wilderness 40 old ages until all the work forces who were of military age when they left Egypt had died, since they had non obeyed the Lord. For the Lord had sworn to them that they would non see the land he had solemnly promised their ascendants to give us, a land fluxing with milk and honey.A A So he raised up their boies in their topographic point, and these were the 1s Joshua circumcised. They were still uncircumcised because they had non been circumcised on the way.A A And after the whole state had been circumcised, they remained where they were in cantonment until they were healed ( Joshua 5:5-8 ) . These poetries from the Old Testament in the Book of Joshua would shortly associate later to Colossians subsequently on in the New Testament by stating that For in Christ all the comprehensiveness of the Deity lives in bodily signifier, A and you have been given fullness in Christ, who is the caput over every power and authority.A In him you were besides circumcised, in the seting off of the iniquitous nature, A non with a Circumcision done by the custodies of work forces but with the Circumcision done by Jesus ( Colossians 2:9-11 ) . By circumcising oneself each adult male that does it is fundamentally stating that they are giving themselves to the full to Christ. They are purging all wickednesss from them, and that it represents non merely a Circumcision from the custodies of adult male, but it is done with the Spirit of Christ besides. The work forces in the Old Testament who circumcised themselves were obeying the compact that God made with Joshua, and anyone who was circumcised was able to come in the Promised Land. Those who did nt, either were nt allowed in, or died. Verses 1-9 [ of Joshua 5 ] describe God s commandment that those who were born in the wilderness were to be circumcised when they came into the Promised Land. By so making, God rolled away the reproach of Egypt from them, intending that He cleansed them from the wickednesss of their former life.A Colossians 2:10-12 describes trusters as holding been circumcised in their Black Marias by Christ Himself, by whom we have put off the iniquitous nature of our former lives without Christ ( Book of Joshua ) . The Messages and Lessons of the Book of Joshua Some of the chief key points in the Book of Joshua are that: God is Faithful, His word is true, God is a Holy Judge, and even when God s workers die, His ain work supports on traveling. When I say that God is faithful, I mean that if person who worships Him is faithful to Him, God will be faithful back. Anyone who does what God asks of them will be rewarded and hold His favour. As proven in the Book of Joshua, you can see many illustrations of where God helps those that are faithful. Some illustrations are Rahab assisting the two undercover agents infiltrate and escape from Jericho. As a wages for assisting His workers, God and Joshua spare her and her household s life. At the same clip, Joshua is obeying God s word and is assisting him win all of the conflicts to take over the lands of Canaan. This is another illustration of fidelity to God, and the wagess he will give you for staying that manner. When I say that God s word is true, I mean that when God promises something as a wages for fidelity to Him, He will ever maintain His word. This applies to making things against God s word every bit good. As we saw earlier, Archan disobeyed God when he took spiritual ownerships from the metropolis of Jericho. This in bend caused God to be angry and to maintain to the trade that He made with Joshua. This led to the Israelites losing to the metropolis of Ai in the first conflict against them. It was so found out that Archan had stolen something from Jericho, and God and Joshua decided to hold him stoned to decease, along with his household. This shows that in good or bad, God will maintain to His word. Honoring the faithful, and penalizing the unfaithful to His word. When I say that God is a Holy Judge, I mean that He has the right to penalize evildoers and honor the faithful. He can do any determination He wants on a state of affairs, and the people that are faithful to Him will hold with whatever He says ; that is, if they are faithful to His word. God s judgement is ultimate and concluding and is ever the right determination, since God is higher than us. Finally, when I say that when God s workers die, His work keeps traveling on, it means that even when his retainers and Prophetss and priests pass on to Heaven, He will ever hold a replacing for them. Even if it is non clip for person to go through on, God will hold a program and a topographic point for him or her in Heaven. God will ever populate on in person else when a individual dies. Whether it be a household member or friend, He will ever be someplace in the universe, at all times. God s work is neer done and He will ever hold something new traveling on in everyone s lives. Everyone has a intent in this life and merely God Himself knows what is in shop for each individual. Decision The Book of Joshua is a all-around book, although comparatively short, it shows many sides of the Old Testament that are of import throughout the whole Bible itself. In my sentiment, The Book of Joshua is likely my favourite book that I have read so far out of the Old Testament. It shows the fidelity, award, and committedness that God gives to His people, and inspires me to listen and mind to His word. Overall, the narratives and lessons learned in the Book of Joshua are decidedly something for every human being that believes in God to populate by. These lessons are something that can maintain our relationship with God favourable, and if we all abide by what God has told us to make, and live the lives that he has presented before us, we know that we will finally be rewarded. All we have to make is merely have religion. Citations The Bible NIV Book of Joshua. A Bible Gateway. N.p. , n.d. Web. 3 Nov 2010. lt ; hypertext transfer protocol: //www.biblegateway.com/ gt ; . The Book of Joshua. A Got Questions The Book of Joshua. N.p. , n.d. Web. 3 Nov 2010. lt ; hypertext transfer protocol: //www.gotquestions.org/Book-of-Joshua.html gt ; .

Opaque and Articulate Design Essay Example

Opaque and Articulate Design Essay Example Opaque and Articulate Design Essay Opaque and Articulate Design Essay Looking at another field of study, industries also affect the society’s sustainability. In a study by Dewick and associates, they analyzed the environmental impacts of the production of yogurt throughout the years. As they have found out, environmental impacts are largely generated from the industrial production of yogurt where waste products and air pollution are included. Nevertheless, no technological advancement has ultimately solved this problem since the process of yogurt production is still the same as the first time it was employed. The authors recommended that new technology should be used to further reduce the environmental impact that yogurt production can cause. The authors believed that for a technological change to happen, it should be accompanied by a social change. It is by accomplishing this dual change that sustainable production can be achieved and thus, resulting to a sustainable community. Products of different industries always have environmental impacts no matter how minute they are. Nevertheless, it is better to assess the negative effects in processing such products. A useful method of obtaining the information needed is the use of environmental life cycle assessment or LCA. In this technique, the authorities try to examine the effects of the product from its birth to its waste disposal after the consumer has used the product well. This can be useful in assessing the sustainability of a community. Nevertheless, the LCA is not perfectly appropriate in evaluating the impact that a product may cause to the environment. Self-Assessment Throughout the paper, sustainability has been discussed in detail and its factors in different fields and industries have been tackled. Long journals have been summarized briefly and coherently yet; it would not be enough to just read the paper but journals that were cited as well. A variety of perspectives was employed to explain sustainability and how it will be attained. However, no specific agencies responsible for the implementation of the sustainability design projects were mentioned. It is remarkable that sustainability can have a broad scope of implementation, from the field of arts to industrial science. Academic journals were used in the paper to better communicate the need to initiate sustainable design projects. Nevertheless, it would have been better if the paper have based its arguments on more references rather than the journals listed alone. Sustainability is one way of showing the world that the health of nature matters to us. Sustainable design projects should be initiated and developed to decrease the negative environmental impacts that man’s creations and existence bring. It does not mean that everyone should find a reliable design project to fund such as those discussed; however, everyone is encouraged to formulate little ways to increase society’s sustainability. One does not need to be part of expensive research laboratories to be of help to humanity and the environment. BIBLIOGRAPHY Borgmann, Albert. â€Å"Opaque and Articulate Design†. International Journal of Technology and Design Education 11 (2001): 5-11. Cogdell, Christina. â€Å"Products or Bodies? Streamline Design and Eugenics as Applied Biology†. Design 19, no. 1 (2003): 36-53.

MSc Subsea Engineering and Management Personal Statement

MSc Subsea Engineering and Management - Personal Statement Example My discipline is Civil Engineering and with appreciable grades (Grade standing 2:2). I intend to continue my education in engineering even after my B Engineering. For that purpose, I considered many fields for further education, but seeing the plethora of opportunities and better professional prospect in the field, I decided to pursue further education in Subsea Engineering. Subsea engineering is an emerging field in the 21st century, when demands for energy resources and the concerns for environmental issues have been of the top of the list. As subsea engineering deals with both of the realms, it has seen a substantial surge in the sector. The realm of subsea and subsequently its application is growing day by day. Humans’ curiosity of exploration as well as the thirst for energy resources, both have led to intensive exploration of resources of the sea globally. Booming search for Oil and Gas reservoirs under seabed has open new opportunities for Subsea engineering. Such a rapid expansion in offshore oil and gas exploration has emulated robust demand of engineers specialized in subsea operations. However, there are other sectors also, where Subsea Engineering is applied. Some of these sectors are marine biology, undersea-geology, undersea mining, and offshore wind power industries. Subsea Engineering today is mainly focused on oil and gas sector. With the passage of time, many big names of international repute are now turning their focus on energy reserves in deep beds of the sea. Similarly, research explorations on the environment and geology have also opened new avenues for the discipline of Subsea Engineering. Its high market demand and future prospects have garnered my attention. As an Engineer, I am truly fascinated about the work and life of a subsea engineer that is full of adventures and thrills peculiar to the field of engineering (Harris, 2011). As I was intended to continue my

Strategic thought and its practice Essay Example | Topics and Well Written Essays - 2000 words

Strategic thought and its practice - Essay Example Examples of this include a shift from retail trading into chain store, from single product into diversification or from supplier to manufacturer. A new strategic thought could also be a response to the changes or expansion in the market of the given business. Where there is change or expansion of market, the business should ensure that its new strategy that will enable it respond to the demands, needs and preferences of this market. Changes within an organization not only revolve around its business strategies but also its governance. Changes taking place within the leadership or governance of an organization either make it more or less effective in achieving its business goals and implementing its business strategies. Young (2010, p154) concurs with this by stating that the emergent patterns of governance affect the effectiveness of a business regime and this is important for solving problems in its business environment. This implies that if the changes in the organization are makin g its more effective in implementing business strategies, the leaders of the organization are in a position to develop complex business strategies meant to achieve a higher competitive advantage for the business. For example, such a business could formulate a strategy for penetrating into international markets, expanding the product base for its local markets or formulate new and more productive work strategies. Industry conditions Industry conditions describe the nature of the business environment an organization operates in. It includes the characteristics of its customers, number of competitors and power of the organization verses that of its competitors. Ohmae (1982, pp 47)... The researcher states that the success of an organization depends on the level upon which it achieves its main goal and various sub-goals. This requires that an organization formulate strategies for attaining its goal and sub-goals. Strategy simply put, refers to an action plan specifically designed to achieve a certain goal. Petraf explains that a strategy provides a comprehensive way of pursuing economic ends by providing a long-term scope and direction through which an organization configures its scarce resources in the challenging environment. This is to say that a strategy sets a direction for focusing efforts. This way, a strategy enables an organization to achieve a business advantage by meeting the needs of its market or various markets and to fulfil the expectations of stakeholders. It should be noted that an organisation cannot depend on one strategy all its lifetime. Rather, there are conditions that stimulate or necessitate change in strategic thought over time and the ne ed for strategy implementation in order to achieve the new goals of the business, and to facilitate the realisation of the organization’s mission. This means that conditions of strategic thought and practice are of great interest to the management of every organization, state, and group of workers. Strategic thought and its practice is of great importance for any business that is aiming to thrive and profit from it its current and diverse socio, economic and political environments.