Business Environment Essay Example for Free

Business Environment Essay Introduction Analyze the relevant factors in the business environment of this company. If you don’t find information in the article on some of the facets of the business environment, feel free to speculate or to use other sources. For each trend, explain if it represents an opportunity or a threat. Business environment comprises of external and internal factors that influence the performance of the company. The case of Ahava reveals that its performance, successes and challenges faced by the company can be traced to the nature of environment, both internal and external, where the company operates. To start with the internal environment, it is apparent that the company’s success is mainly because of the internal forces or factors. The first internal factor is the good organizational or corporate culture as evidenced by high entrepreneurial spirit of the founders. It is because of this spirit that the company was founded. The case shows that Ahava was founded when Ziva Gilad and other partners noticed female tourists bottling mud to take home and opted to start a business of selling the same mud but in processed form to tourists (Lev-Ram, 2009). Organizational or corporate factor is a source of opportunity to the business. Other internal factors include proper management, and innovation and invention. All these factors offer opportunity to the company. Apart from the internal environment, there are many external factors that influence the performance of the company. The first external factor is the political factors. The case reveals that the company is under the threat of political forces such as Israeli-Palestinian conflict. The case reveals that most of the countries in Europe have even started sanctioning the products from the Israel. Another external factor that influences the performance of the Ahava is the ready market. The case reveals that the cosmetic products produced by the company have huge ready market, both locally and internationally. This is evidence by the assertion made by Iva Litovsky that Thousands of tourists come to the Dead Sea for the spas and the treatments (Lev-Ram, 2009). This is an opportunity to the company. Another external factor constituting the external environment that influences the performance of the Ahava Company is the minimal competition. The case reveals that Ahava has competitive advantage over its competitors in many respects such as acquisition of raw materials, advertising and even the sales stalls. Explain the strategy of the firm, in terms of targeting and positioning. The case reveals that the company has good targeting and positioning strategy. Right from the time it was founded, the case reveals that the company has been having good targeting strategy. In fact what compel the founders to venture into the business is the ready market provided by thousands of tourists who come to the Dead Sea for the spas and the treatments (Lev-Ram, 2009).   The case also reveals that the company is uniquely positioned to capitalize on the areas natural resources and translate them into an export product. Explain how the targeting and positioning for this firm’s products are reflected in the marketing mix. Marketing mix is summarized by 4 ps. The 4Ps are represented by product, place, price and promotion. The targeting and positioning are reflected by two Ps of the marketing mix, the place and promotion. Concerning the place, the case reveals that the company was positioned in a place where the market is high. Dead Sea is the most suitable place through which the company could sell its products because thousands of tourists could come for the spas and the treatments (Lev-Ram, 2009). In addition, the company is expanding its place to international level. The case shows that the company has expanded its market to America and Europe. As far as promotion is concerned, the case reveals that the company has put in place many measures to market its products both locally and internationally. This is evidenced by the fact that since 2000s, the Ahava started to pour the necessary resources into marketing, advertising and branding abroad (Lev-Ram, 2009). References Lev-Ram, M. (2009). Turning Dead Sea mud into money; Transcending politics and ecology, an Israeli cosmetics firm goes global.   CNN. Last Updated: December 10, 2009: 9:51 AM ET

Genting Group PEST Analysis

Genting Group PEST Analysis Genting Group is a subsidiary and affiliates operating under the Genting name and is recognize as one of the Asias leading and best manage multinationals company. There are currently 5 public companies and 3 jurisdictions in the group which is also operate under the name of Genting with a combined market capitalization of over RM131 Billion (US$41 billion) as at 30 November 2010 (Genting Group, 2010). The 5 public companies in the Genting Group which is including Genting Berhad, Genting Malaysia Berhad, Genting Plantations Berhad, Genting Singapore PLC, which is also the subsidiary company and Genting Hong Kong Limited is an affiliates company (Genting Group, 2010). These public companies and their subsidiaries and affiliates are involved in different businesses, including leisure hospitality, power generation, oil palm plantation, property development, biotechnology and oil gas. In this group, they have over 58,000 employees, 4,500 hectares of prime resort land and about 133,000 hectares of plantation land. Gentings well-known consumer brands in the leisure hospitality sector such as Resorts World, Maxims, Crockfords, Awana, Star Cruises and Norwegian Cruise Line (Genting Group, 2010). Genting Berhad is an investment holding and management company of Genting Group. The founder of the Genting Group Tan Sri (Dr.) Lim Goh Tong by the late in 1965, when he start the opening development works of constructing a 20 kilometre private access road, across rough mountainous terrains from the foothills to the top of Mount Ulu Kali which is located at 2,000 metres above sea level (Genting Group, 2010). On 30 July 1968 the company was set under the Companies Act 1965 in Malaysia under the original name of Genting Highlands Hotel Sdn Bhd to operate a hotel and casino, and to develop an integrated tourist complex in Genting Highlands. Gentings company registration number is 7916-A and the company changed its name to Genting Highlands Hotel Berhad and its switch into a public company on 24 July 1970. It believed its current name of Genting Berhad on 9 June 1978 (Genting Group, 2010). Genting Berhad 39.5% is owned by Kien Huat Realty Sdn Bhd, a private company controlled by the late Tan Sri (Dr.) Lim Goh Tongs family. Genting Malaysia Berhad also known as Genting Malaysia which is a private limited company on 7 May 1980 in Malaysia by shares under the name of Resorts World Sdn. Bhd. and the company was under the Companies Act of 1965 in Malaysia. The registration of the company is 58019-U and on 14 July 1989 the company changed its name to Resorts World Bhd and also change into a public company (Genting Berhad, 2010). On 30 August 1989, Genting Berhad and Genting Malaysia start a restructuring work, which resulted in Genting Malaysias control from Genting Berhad its whole gaming, hotel and resort operations including of goodwill and other related assets. Since 22 December 1989 Genting Malaysias shares have been listed on the Main Board of Bursa Malaysia (Genting Berhad, 2010). Genting Malaysia is mostly running in the hospitality and leisure business and the activities include theme parks, gaming, hotels, seaside resorts and entertainment. The most important place is Resorts World Genting which is included family leisure and entertainment resort at the peak of Genting Highlands successfully attracted 19.5 million visitors in 2009 (Genting Berhad, 2010). Known as Resorts World Genting, the resort include six hotels with 10 thousand rooms, over sixty fun rides, hundred seventy restaurant dining and some shopping outlets. Besides that there is also mega shows theatre, business convention facilities and endless entertainment in the resort (Genting Berhad, 2010). The six hotels at Resorts World Genting are Maxims Genting, Highlands Hotel, Theme Park Hotel, Resort Hotel, Awana Genting Highlands, Golf Country Resort and First World Hotel which is the worlds largest hotel with 6,118 rooms as acknowledged by the Guinness World Records and Ripleys Believe It or Not. Resorts World Genting was voted the Worlds Leading Casino Resort in the year of 2005, and 2007 to   2009 and Asias Leading Casino Resort from 2005 to 2009 by World Travel Awards (Genting Berhad, 2010). Apart from the Genting highland resort, Genting Malaysia also owns and operates two beautiful seaside properties name Awana Kijal Golf, Beach Spa Resort in Terengganu and Awana Porto Malai in Langkawi (Genting Berhad, 2010). The macro environment analysis of the company What is the PEST about? It is very important that an organization considers its environment before beginning the marketing process. In fact, environmental analysis should be continuous and feed all aspects of planning. In the macro environment PEST is mean that the P stand for Political factors, E stand for Economic factors, S stand for sociocultural factors, and T stand for technological factors (MarketingTeacher, 2010). The political arena has a huge influence upon the regulation of businesses, and the spending power of consumers and other businesses. Economic factors which are the marketers need to consider the state of a trading economy in the short and long-terms. This is especially true when planning for international marketing. Sociocultural factors are mean that the social and cultural influences on business vary from country to country. It is very important that such factors are considered. A technological factor is vital for competitive advantage, and is a major driver of g lobalization (MarketingTeacher, 2010). PEST analysis of Genting Malaysia. (P)olitical: In Malaysia, gambling legalization still faces cultural, religious and political opposition. However, politicians as policy-makers obviously support the conduct of Casino de Genting. On the other hand, other political issues that may be ignored that the casino is owned and operated by a powerful and influential group with high political connections. The money generated in such casino could be used in accessing political parties and contributing to campaign efforts or other political-related activities  (ThinkingMadeEasy, 2010). Because the Malaysian government experienced difficulties in stamping out horse-race betting as well as numbers games after independence was attained in 1957, the government officials set regulate gaming and privatising state-run lotteries and also taxing the trade. However, ethnic Malays are barred by law from casinos lone casino, the Casino de Genting which located 35 miles outside of Kuala Lumpur. Their ethnic Chinese countrymen, nevertheless, are free to mingle with the foreigners at the tables and slot machines. An idea to tap foreigners for gambling revenues, Malaysia becomes a home base for companies that operate only in other countries aside from the domestically operated Casino de Genting (Genting Group, 2010). (E)conomic: In spite of prohibiting Muslims and local citizens from playing, Casino de Genting is prosperous, and is expected to continue to do so. The casino has provided a major number of jobs as well as revenue for the government. The economic power of the country lies in the fact that Casino de Genting is a part of an important tourist destination. Casino de Genting is under the service industry which also provides profitability to other industries and sectors in Malaysia such as hospitality, transportation, retail and food and beverage. Casinos are also important venue where the interplay of goods and services takes place as well as the transfer of ownership, making it a productive sector (ThinkingMadeEasy, 2010). The continued support of the government to promote tourism in Malaysia proved to be significant in the success of Casino de Genting. The Visit Malaysia 2007 tourism programme was deemed successful, not to mention the lower currency rate in the country. Malaysian tourism strategy could highlight the superb gambling experience Casino de Genting could offer in their future tourism programmes. Major Asian cities with wealthier populations and foreign nationals access would be also an opportunity for Casino de Genting to exploit. As the only way forward, the growing consumer demand and market outlooks are forecasted to continually grow in scale and scope (ThinkingMadeEasy, 2010). (S)ocial: Social problems associated with casinos make governments hesitant in pushing gambling efforts. Even so, there are governments which chose to lessen the negative social impact by means of restricting the access of some or all locals or by building casinos in remote areas. The social problems that casinos cultivate include surging of mafia gangs, money-laundering, prostitution and other drug-related crime, and these social dilemmas are regarded to produce high social costs. Casino de Genting is not an exemption, like any other casinos in Asia and all over the world, casinos are perceived to be breeding grounds of high profile crimes and organised crimes (ThinkingMadeEasy, 2010). Besides that, there is a various training and conferences and team-building events were held in 2009, including GENMs 21st Senior Managers Conference at Sentosa Resort Spa in Singapore with the theme Branding and Leadership in a New Competitive Environment and GENMs 16th Human Resources Conference 2009 themed Championing HR Fundamentals held at Awana Genting Highlands. Team building workshops, annual family day events, Employees Appreciation Night and Genting Employees Carnival were also held by the business divisions of the Group to foster team spirit amongst executives and staff (Genting Group, 2010). (T)echnological: Casino de Genting combines the appeal of fast paced technology and the cyberworld. This slot machine haven is equipped with a wide selection of state-of-the-art electronic table games and cashless gaming systems for its machines, with neo-coloured lights and rich graphics, which aims at providing the customers with the ultimate gaming experience. Casino de Genting also makes use of eSourcing through Group Centralised Procurement (GCP). As such, requests for quotations/ proposal/ information will be conducted online and only online registered suppliers will be invited to undergo the selection process. Further, the casino also invests in SAS software to better understand the customers and extract from the informations gathered the most suitable strategies in dealing with them (Resorts World, 2010).   Ãƒâ€šÃ‚   2: The international consideration In the year of 1993, Genting expanded its leisure and hospitality businesses into cruise line operations by establishing Star Cruises Limited. Star Cruises was listed in the Singapore Stock Exchange in April 1998 and in the Stock Exchange of Hong Kong in November 2000. In 1998, Genting Malaysia undertook an equity investment in Genting Hong Kong Ltd (formerly known as Star Cruises Limited), the leading cruise operator in the Asia Pacific. Genting Malaysia currently owns about 18.4% of Genting Hong Kong Ltd (ICMR, 2004). After all a while, Genting Singapore PLC (Genting Singapore) is a leading integrated resorts development specialist with over 20 years of international gaming expertise and global experience in developing, operating and marketing internationally acclaimed casinos and integrated resorts in different parts of the world, including Australia, the Americas, Malaysia, the Philippines and the United Kingdom (Genting Singapore PLC, 2010). It is a subsidiary of Genting Berhad and was incorporated in 1984 to invest in leisure and gaming-related businesses outside Malaysia. Genting Group is a collective name for Genting Berhad and its subsidiaries and associates. Genting Group is one of Asias leading and best managed multinationals. The Group is renowned for its strong management leadership, financial prudence and sound investment discipline (Genting Singapore PLC, 2010). Genting Singapore is listed on the Main Board of the Singapore Exchange Securities Trading Limited (Singapore Exchange). Genting Singapore has an experienced management team that is focused on and committed to growing its business globally. The Group is the largest casino operator in the UK and is developing a world-class integrated family resort in Singapore. Genting Singapore is continuously reviewing new opportunities in the gaming, leisure and hospitality businesses (Genting Singapore PLC, 2010). On 15 October 2010, Genting Malaysia completed its proposed achievement of casino businesses in the United Kingdom, Genting UK from Genting Singapore PLC. Genting UK is the largest casino operator in the UK and a leading innovator in the provision of high quality, customer focused gaming. Genting UK operates 5 casinos in London under renown brands including Crockfords, Maxims Casino Club, The Colony Club, The Palm Beach and London Mint; and a further 41 casinos located within the UK provinces under 3 key brands, namely Circus, Maxims and Mint. These casinos offer visitors a memorable experience with its various slots and table games in addition to restaurants, bars and other entertainments (Genting UK, 2010). On 13 September 2010, Genting New York LLC an indirect wholly-owned subsidiary of Genting Malaysia was selected as the developer and operator of a video lottery facility at the Aqueduct Racetrack in the City of New York, United States of America. The facility, set upon an area of 413,000 square feet will be known as Resorts World New York. Features of the facility includes approximately 4,500 video lottery terminals, 7,000 car parking lots, a 450-seat 2-storey fast food promenade, 2 high-end restaurants with 200-person capacity, a sports bar restaurant and lounge. Phase 1 is expected to contain approximately 1,600 VLTs to be completed by late spring 2011 and be fully operational by the end of 2011 (Lovett, 2010). 3: The growth of business Ansoffs product market matrix is a well known marketing tool was first published in the Harvard business review 1957 in an article called strategies for diversification. It is used by marketers who have objectives for growth. Ansoffs matrix offers strategic choice to achieve the objectives. There are four categories for selection which is Market Penetration, Market Development, Product Development and Diversification (MarketingTeacher, 2010). In the Genting Berhad, the corporation is targeting the new market in New York City, United States. So the company is using the market development section because Genting Berhad is selling the Casino and Hotel Product, so with the existing product range in the new market. This means that the product remains the same but it is marketed to the new audience (MarketingTeacher, 2010). Organization introduces their new products to the new market such as new countries in order to gain more customers and profit (ThinkingMadeEasy, 2009). In this New York gambling project, Genting Berhad spends $1.3 Billion according to its proposal submitted to state authorities. Genting New York will pay a licensing fee of $380 million, above the minimum $300 million required by the state. Genting New York intends to spend up to another $350 million to develop the facility, which upon full completion will span 413,000 square feet and contain more than 4,500 video lottery terminals, or electronic slot machines (Low, 2010). Dubbed Resorts World New York, the proposed three-storey facility will also contain several restaurants, water features, an outdoor terrace connected to the Aqueduct racetrack which will be able to accommodate up to 10,000 people and a 2,200-bay car park. Genting New York said it aims to complete the entire development of Resorts World New York within 12 months from the date it obtains formal approval from the state to proceed. As part of a wider development plan, Genting New York is also proposing to build three hotels of differing standards, shopping, recreation, spa and other resort facilities at a total cost of $650 million, and the whole project would take 1.3 Billion (Low, 2010). 4: New venture The Porters 5 Forces tool is a simple but powerful tool for understanding where power lies in a business situation. This is useful, because it helps corporation understand both the strength of the current competitive position, and the strength of a position corporation considering moving into. With a clear understanding of where power lies, corporation can take fair advantage of a situation of strength, improve a situation of weakness, and avoid taking wrong steps. This makes it an important part of corporation planning toolkit. Conventionally, the tool is used to identify whether new products, services or businesses have the potential to be profitable. However it can be very illuminating when used to understand the balance of power in other situations too (MindTool, 2010). The Five Forces Analysis assumes that there are five important forces that determine competitive power in a business situation. These are Supplier Power, Buyer Power, Competitive Rivalry, Threat of Substitution, and Threat of New Entry (MindTool, 2010). Threats of New Entrants Apart from the existing regional competitors, there are no major domestic competitors for Casino de Genting. There are rumours of potential new entrant of Genting Berhad will go into Macau (Ang, 2009). Malaysian analysts had said that the investments could pave the way for Genting to acquire a stake in MGM or to take over the US casino operators investment in MGM Grand Macau (Reuters, 2009). Substitute Products Domestically, there are no substitute products and services being offered by Casino de Genting. However, if we are going to look at the regional schema, China would be the greatest rival. There are at least four major gaming establishments in China as spread in Beijing, Hong Kong and notably, Macau (ThinkingMadeEasy, 2010) In terms of differentiation, Casino de Genting is strategically located complementary to other tourist destinations such as resort and hotels and theme park. Casino de Genting has a distinctive competency of the mixture of Monte Carlo and Las Vegas gaming environment and experience (ThinkingMadeEasy, 2010)    Bargaining Powers of Supplier Casino de Genting has a more advantageous position that its supplier. This is because the Genting Group has the sole autonomy on the gaming products and services, and that suppliers could be easily changes once the group becomes unsatisfied of a certain product or service. Gaming products and services that Casino de Genting considers are audio or visual, electrical and signage, chips and cards and game equipments as well as gaming development, cash handling and facility design and construction (ThinkingMadeEasy, 2010).    Bargaining Power of Buyers Based on the responses, the bargaining power of buyer is definitely weak due to the monopoly in Genting Highlands Resort. As a world-class gaming entertainment area, Casino de Genting has standards suitable for international clientele. If the group desires to monopolised the prices of the products and services, it will have the freedom to do so, which leave the buyers at a disadvantaged position (ThinkingMadeEasy, 2010).    Competitive Rivalry As already mentioned, Casino de Genting has no domestic rival to date, only regional rivals. The strong leadership position of Casino de Genting, however, would not be easy to defeat (ThinkingMadeEasy, 2010). Conclusion The overall appeal and demand of the gaming hospitality experience depends not on a single element. However, the casino brand design must put at the core a distinct defining factor for example the customers, it is also not enough that a casino collates extreme responses because strategic business decisions would not be met if feedbacks are either too good or too bad. Important to have for every casino is an ongoing talk to real casino customers in order to put real meaning to the figures in reports. The best customers also are perceived to be the most honest customers in the pool. They will say what they want, what they need and what is lacking about the brand and how it could be improved (ThinkingMadeEasy, 2010). Genting Group and the Casino de Genting must always bear in mind that customer is now a priority. All the decisions, whether top down or bottom line, shall put the interests of the customers. Several casino properties until now operate in line with the built it and they will come concept. But such stance is now an old mindset. What came to be as important as the corporate image or brand is the maximisation of the role of the customers in optimising the casino operation and the gambling industry as a whole. Competitive advantage is not enough but Casino de Genting must always strive for sustainable competitive advantage. It is recommended that Casino de Genting shall invest more on customer research and in those managers who will advocate customer knowledge management. Nevertheless, Casino de Genting must consider separately internal and external customers. There must be a 360-degree view of the customer by which the modern service standards must be based (ThinkingMadeEasy, 2010).

British Broadcasting Company (BBC)

British Broadcasting Company (BBC) The British Broadcasting Company (BBC) was established on October 18, 1922. It was established under the hands of some wireless manufacturers including Guglielmo Marconi (Marconi), inventor of the radio. In 1927, the companys name was changed to the British Broadcasting Corporation. The BBC is the largest and popular broadcasting companies in the world. The BBC London office alone has 10,000 employees. It is publicly-owned and funded by a television license fee that everyone with a television has to pay. The structure of the BBC is very complex. There are more than 150 subsidiaries and joint ventures, divided into 16 main divisions and out of which nine are broadcasting divisions. In Britain the BBC has got eight television channels and ten radio networks along with 46 local and national radio stations. It has its own website called online site bbc.co.uk. The nine broadcasting divisions are: * Television * Radio and music * News * National and regions * Sports * Factual and learning * Drama, Entertainment and CBBC * New media and technology * BBC world service and global news The BBC networks (like BBC1, BBC3, and Radio 1) are managed by these nine areas. The other five divisions provide the support to program-making and channel-running. Without these the BBC couldnt function. * BBC People * Finance, Property and Business affairs * Marketing, Communications and Audiences * Policy and legal * Strategy and distribution Literature review: Strategic management is a systematic analysis of external and internal environmental factors in order to provide necessary information for effective management practices. In short the strategic management process is explained as below: 1) Formation of vision 2) Preparing mission statement with respect to vision 3) Framing objectives with respect to mission 4) Developing strategies to achieve objectives 5) Implementing strategies 6) Evaluating performance. Cultural web of BBC: Aligning your organizational cultural with strategy. Culture determines how we do the things around us. Once organization adopts some ways of doing particular things in a particular manner and people following it makes the culture. It is very difficult to change the culture of an organization, but dyke was very much success in changing the culture of BBC from bureaucratic to clan control. The difficulties associated with BBC are: 1) Launch of ITV (independent Television) has decreased BBCS market share to as low as 28% 2) Reduced viewers because of the introduction of satellite and cable television in the UK. 3) In 1990 BBCS in- house production department was affected by the broadcasting act of 1990, which states that all television channels are required to source 25% of their television programs from independent producers. 4) The another problem faced by the BBC was low employee morale 5) The work is decentralized 6) No co-ordination between employees of the firm was the major problem 7) There was no mutual trust and employees were not willing to collaborate with each other. The models followed by the BBC before Dyke took the charge: Bureaucratic model: BBC was following bureaucratic model, which Dyke found, it was not suitable to the BBC because, those models will aim at only efficiency through framing strict rules and regulations. Everyone in the organization is bound to follow the rules even though the rules do not meet the persons capabilities. Some employees who have new ideas were also lacking behind because of these rules, which generally restricts their responsibilities. The models and programs of BBC implemented after dyke took the charge: 1) The rational goal model: this model focuses on the organizations ability to achieve its goals. An organizations goals are identified by establishing the general goal, and finding easy ways to achieve the general goals in turn which lead to achievement of organizational goals. 2) The managerial process model: A productivity of various managerial processes like decision making, planning, budgeting, is analyzed for achieving goals. The benefits of this model are: * Improves supervisory behavior and concern for workers * Increases team spirit, group loyalty, and teamwork among workers and between workers and management * Develops confidence, trust and communication among workers and between workers and management * Gives more freedom to set own objectives. 3) Organizational development model: This model also increases the organizations ability to work as a team and to fit the needs of its members. The benefits of these models are same as Managerial process model. 4) The structural functional model: this model tests the durability and flexibility of the organizations structure for responding to a diversity of situations and events. The benefits of this model are: * Helps the organization to be secured in relation to the social forces in its environment. * Improves stability of lines of authority and communication. * Improves stability of informal relations within the organization. * Continuity can be seen in policy making. 5) McKinsey Seven S models: this model helps in facing the competitors by analyzing Strength, weaknesses, opportunities, threats {SWOT} of BBC and there by working with respect to the areas where the BBC is weak. The diagram below explains the seven S of this model. Mckinsey 7 s model Clan control: MR. Dyke followed Clan control policy which represents cultural values almost the opposite of bureaucratic control. Clan control works well with values, beliefs, corporate culture, shared norms, and informal relationships to regulate employee behaviors and achieving organizational goals. Critical analyses of the programs implemented in BBC are: MAKING IT HAPPEN On February 07, 2002, Dyke announced the new program One BBC: Making It Happen, in-order to drive internal change at the BBC. The goal of this program was to make the BBC the most creative organization in the world by the year 2007. Dyke wanted to achieve this by giving more freedom to the people, encouraging new ideas, and changing the work culture. He also aimed at building trust among the employees, making them feel more valued, and improving the leadership capabilities of the people in higher positions. In the first step, Dyke and the BBCs senior management identified 7 areas where changes will make a huge difference. Dyke wanted the BBC employees to give their suggestions on how to improve the company in the seven areas through an appreciative inquiry process. For this, he initiated a consultation program called Just Imagine in which seven teams formed on the basis of the seven areas for change; he consulted the staff and managers across the organization. The teams headed by a leader, would record the various suggestions and ideas, come up with proposals for change, and report these to the Executive Committee. Along with 7 teams, 17 divisional teams were formed to carry on Making It Happen at the divisional level and developed the change plans. The consultation process started with the teams hosting the sessions which included a group of employees ranging between 25 and 200 at a time. During the sessions, the employees were asked to explain their most memorable experience at the BBC and the situations that helped in creating the experience and the steps to be taken to make the memorable experience a routine at the BBC. By September 2002, nearly 7,000 employees had voluntarily participated in the sessions, providing ideas and suggestions along with a number of issues. For instance, some employees highlighted that the BBC lacked a proper induction program, which had resulted in a number of new employees leaving the organization within six months of their joining. BBCS SEVEN THEME TEAMS †¢ Inspire Creativity Everywhere: Led by Helen Boaden, Controller Radio 4. This team gathered feedback on ways to improve creativity across the organization. †¢ Connect With All Audience: Led by Jane Root, Controller BBC Two. This team collected ideas on how to connect with audiences of all ages. †¢ Value People: The team, led by Jerry Timmins, Head of Americas, World Service, recorded ideas to create a better relationship among the employees. †¢ We Are The BBC: The team, led by Roger Mosey, Head of Television News, consulted employees and asked them about the steps to be taken to promote oneness among the employees. †¢ Just Do It: The team enquired the steps to be taken to reduce bureaucracy and transform the BBC into a can do organization. The team was led by Sara Geater, Director of Rights and Business Affairs. †¢ Lead More, Manage Less: This team believed that management is about leadership and emphasized that employees should be led rather than controlled. It dealt with what the employees wanted from their leaders. The team was led by Andy Griffee, Controller, and English Regions. †¢ Make Great Spaces: Led by Shar Nebhranjani, Head of Finance, New Media, the team dealt with making the working environment more exciting and creative. Dyke also introduced upfront for London based employees and the outcome is the formation of 6 groups. They are: †¢ One BBC: To create a closer organization. †¢ Leadership: To have great leadership. †¢ Audiences: To inspire and connect to a diverse audience. †¢ Creativity: To be the most creative organization in the world. †¢ Great spaces: To create better places to work. †¢ People: To provide better benefits, etc. THE BIG CONVERSATION On May 15, 2003, Dyke arranged a nationwide meeting of the BBC staff, which he called The Big Conversation. The London station was connected to all the BBC offices across Britain. Nearly 17,000 employees participated in the live interactive event and raised about 3,500 questions. This program was aimed at communicating the steps that would be taken to implement the changes. According to Dyke the important issue that came out of this conversation is related to complaints related the poor management standard. Many employees complained that they were being bullied rather than managed. Dyke found out that the BBC had good leaders, but not many, as there werent any leadership development programs. He was looking for employees to be led well. Any person handling more than 2 employees was put under the program and BBC willing to spend up to  £40 million on leadership development over the next 5 years. BBCS LEADERSHIP PROGRAM This program was developed using the feedback of Just Imagine sessions. The employees wanted to have a good relationship with their managers and good leadership across all levels. Its been found that BBC had 52 different leadership development programs across 17 divisions and that this had resulted in a difference in leadership capabilities across various divisions. During consultations the employees said that they felt the nice when their managers, supported, motivated, trusted and treated them with respect. These aspects were kept in mind while describing the qualities of a leader. The training program would run for six months. The leadership program was developed by BBC senior managers and the Ashridge business school staff. The BBC also involved some of its partners and customers in developing the leadership program. The program, designed around BBC values, was aimed at change in the behaviour of the employees with their subordinates and also aimed at training them to deal with problems that they could encounter as leaders such as managing incompetent staff. Before the start of the program, the managers are nominated for the training by their reporting manager and they were given 360-degree feedback in the company of a professional psychologist. This provided them with their objectives, which will be used for evaluating the progress after the training. The program started for all the 3 levels of leaders with 1 day workshop in which they learned about BBC leadership and important concepts of leadership such as collaborative working etc. Learn gateway provided learning content and material for the employees after the training. Connect gateway enabled the employees to share their knowledge; skills while Talk gateway enabled helped to debate, discuss various topics. Dyke was finally successful with his approaches and programs for a good period of time and thereby helping the BBC to retaining to its original position. References: Books Johnson,G,Scholes,K,whittington,R (2008).Exploring corporate strategy. 8th ed. Harlow: Pearson Education Limited. p215-557. Johnson,G,Scholes,K,whittington,R (2005).Exploring corporate strategy. 5th ed. Harlow: Pearson Education Limited. p233-563. Electronic sources BBC. (6th September 2001).The Competitive Forces Business Model.Available: http://www.bbc.co.uk/dna/h2g2/A593345. Last accessed 26 March 2010. Weber,M. (1920).Business Systems The Bureaucratic Model. Available: http://www.bola.biz/systems/bureau.html. Last accessed 26 March 2010. Barnat, R. (2005).The Managerial Process Model.Available: http://www.strategic-control.24xls.com/en128. Last accessed 26 March 2010. Mckinsey. ().7 S model.Available: http://www.managingchange.com/bpr/bprcult/mckinsey.gif. Last accessed 26 March 2010. Mind tools. (2010).The cultural web.Available: http://www.mindtools.com/pages/article/newSTR_90.htm. Last accessed 26 March 2010. Business dictionary. (2010).strategic management.Available: http://www.businessdictionary.com/definition/strategic-management.html. Last accessed 26 March 2010. Open learning. (2010).Process of strategic management.Available: http://www.openlearningworld.com/olw/courses/books/Introduction%20to%20Strategic%20Management/Strategy%20Development/The%20Process%20of%20Strategic%20Management_files/image002.gif. Last accessed 26 March 2010. Bolender. (2009).strategic management process.Available: www.bolender.com//BBA4073%20Strategic%20Planning%20and%20Policy. Last accessed 26 March 2010. Kumar,V. (2006). Leadership traning and development at the BBC.ICFAI. 1 (1), p1-13. Froud,J,Johal,S,Leaver,A,. (June 2009). Stressed by Choice: A Business Model Analysisof the BBC.SSRN. 20 (2), p252-264.

Functionalism And Physicalism :: essays research papers

Functionalism and Physicalism While acquiring knowledge on the topics of Functionalism and Physicalism, I ran across many disagreement between the two. Interestingly, those disagreements gave me an impression of different sides arguing with their own support from their own theories. As if an Arabian and a Roman were arguing about whether the number eleven is an "Arabic" number or a "Roman" number. Though, as I read more and more of the readings (especially Putnam's), I started to see a pattern that led me to think that maybe Functionalism is compatible with Physicalism after all; that these two theories can coexist. The claim above is based on the information gathered in the two readings assigned and therefore, I should go step by step in order to arrive at my conclusion that they can indeed coexist. First, I draw Ned Block's elaboration on Metaphysical Functionalism as a start of my argument. As Block suggests, Metaphysical Functionalism is mainly concern about what mental states are; instead of a psychological explanation (Block, p. 172). Moreover, they concern themselves with mental state type; not a specific token of the type. As in the case of pain, they are concerned with a mental state called pain, and not of particular pains (i.e. stomach-ache, pin-pricks, etc.). But, according to Putnam, if the Physicalists does indeed attributes the name "physical states" to the enormous number of mental states we humans have, then, I think it would be impossible for them to be concerned only with the type and not the tokens. But once they started to consider each specific pain (token), they will have to ascribe a different physical-chemical state to each token-state. Ultimately, the common thing "to all pains in virtue of which they are pains (Block, p. 172)" cannot be put in terms of a single physical state. Recall that the same problem does not exist in the consideration of Functionalism because Functionalism concern itself basically with the causal relations between these tokens and not a particular one. Therefore, the common thing that exists in Functionalism "to all pains in virtue of which they are pains" is actually the

Essay --

William Shakespeare's "Sonnet 18" has been a remarkably famous love poem from the time it was written. This sonnet is pure exaggeration of Shakespeare's feelings towards his beloved and his beauty and is expressed through various language techniques and strong language. It has a powerful theme of love and immortalization of the subject in this sonnet. The sonnet begins with rhetorical question where the poet uses a metaphor to ask "shall I compare thee to a summers day?" the rhetorical question directs the attention of the reader. The effect of the metaphor, shows how the poet thought of comparing the subject to a summers day, but then rejects the comparison because the poet feels much strongly about the beloved to compare him to something with as flawed as summer. The readers can interpret through the language and form that the poet is obviously in love with the subject as he continuously deteriorates summer to prove the perfectness of his beloved. The tone of the poem dramatically changes in the third quatrain. The poet no longer compares his beloved to a summers day, instead he signifies the importance of his beauty and youth. The poet metaphorically says "but thy eternal summer shall not fade". Summer can never be eternal, but the metaphor expresses the poets feelings towards the subject by saying that the subject shall be eternally beautiful. The beloved is eternalized further, as the poet says " When in eternal lines to time thou growest", immortalizing his love within the lines of this sonnet. The sonnet is also concluded by a metaphorical rhyming couplet. "So long as men can breathe or eyes can see, So long lives this, and this gives life to thee" evidently shows that the sonnet is meant to preserve the beauty of the youn... ... be seen that powerful and concentrated language was used several times in both poems. The language techniques such as imagery, personification, and metaphors which create an image for the reader and give them an understanding about the poem. They also express the poets intentions and feelings about their love for their loved ones. Shakespeare's "sonnet 18" used various language techniques and strong language to exaggerate the comparison of his beloved to a summers day and also sustain his beauty. "Funeral Blues" by W H Auden, also uses strong language and literary devices to create a visual and aural imagery for the reader. The use of the powerful and concentrated language and literary devices, in poetry allows readers to sympathize with the poet understand love being expressed in an intricate way. Hence, it can be seen that poetry is the perfect vehicle for love.

What Art Means to Me

Art Appreciation Essay By definition, art is the expression or application of human creative skill and imagination, typically in a visual form such as painting or sculpture, producing works to be appreciated primarily for their beauty or emotional power. In simpler terms, art is what we find to be pleasing to our senses. In my opinion, art does not have a true definition. Its definition is different for all of us. To me, art is a way for one to express themselves. Each piece of art means something different for every one of us.Just because we don’t understand a particular piece does not mean that it’s not considered art in society. We can all appreciate a nice photograph or painting, but we may disagree on whether or not it is art. I see art in nature, photography, drawings and even in the things we see in every day life. Just because something is considered art, does not necessarily that we as an individual consider it art for ourselves. We may not find beauty in certa in pieces of art that everyone else may like.For example, while a painting such as Picasso’s Seated Bather is considered art, I do not see it as beautiful. I can respect it as a work of art in general, but it does not speak to me, nor do I find it to be beautiful. One of my most favorite works of art is Vincent Van Gogh’s Starry Night. I love Van Gogh’s use of symbolism and his expressive use of color and color scheme. While I do enjoy paintings, photography is my favorite art medium. As an aspiring photographer myself, I find comfort in photographs as opposed to paintings and they tend to speak to me a little more.Some of my favorite photographers include Ansel Adams, Uta Barth, Sally Mann, David LaChapelle, and Zach Mazur. Each of these artists are very different from each other, yet I enjoy each of their styles. My least favorite type of art is probably sculpture. I am not real sure as to why this is, I just don’t seem to identify as well with sculptur es and I haven’t ever really taken much interest in them. Anything is capable of becoming art. I think that something becomes art once it is accepted by society as being such.It must invoke some sort of emotion within others and hold meaning to us. While each of us has our own idea of what is considered to be good art, and what is bad art a lot of times monetary value plays a big part in determining quality. Art could be determined as being â€Å"good† or bad† based on a set of standards that professionals and experts in the field of art set, but I believe for the most part, good and bad art is based largely on opinion. Art is completely subjective to the viewer. We as a society determine good and bad art for ourselves, not for the entire population.

Impact of Global Financial Crisis

The effect of the global financial crisis on Australia has been considerably less, compared to the other affected countries. The Australian economy has revealed better outcomes than most other developed economies, which experienced recessions and rises in unemployment. Also the Australia banks have managed to be profitable without requiring any capital injection from the Government.The noticeable collision of the financial crisis on most Australian households was the large decline in equity prices, â€Å"which reduced the wealth of Australian households by nearly 10% by March 2009. However, since the trough In equity markets In March 2009, the local market had recovered half of Its decline by the end of November 2009. † The Australian dollar also depreciated rapidly and sizeably as the crisis intensified, declining by over 30 per cent from its July 2008 peak.Around the time of the Lehman ankruptcy, conditions in the foreign exchange market were particularly illiquid, prompting the Reserve Bank of Australia (RBA) to Intervene In the market to enhance liquidity. Since March 2009, as fears abated, the Australian dollar largely recovered, reflecting the relative strength of the Australian economy. The credit and money markets in Australia have also proven to be more resilient than in many other countries, necessitating considerably less intervention by the RBA than occurred in many other countries.In large part this reflected the health of the Australian banking system. The Australian banks had almost no holdings of the â€Å"toxic† securities that severely affected other global banks. The health of the Australian banking system facilitated the effectiveness of the monetary and fiscal response, particularly by allowing much of the large easing in monetary policy to be passed through to interest rates on loans to households and businesses, in stark contrast to the outcome in other developed economies.