Plato/Socrates & St. Augustine Essay

The realm of the reasoning man, according to Plato in his work Phaedo, is extrapolated by Socrates, that is, a man who is within reason also must admit to the fundamental truths regarding life after death (the viewpoint of Plato in this paper will be seen through Socrates as Phaedo was written to express Plato’s viewpoint through Socrates, so, henceforth, whenever Socrates is mentioned it is Plato’s perspective). That is to say, in Socrates explanation of immortality, there remains the outlook that the body and the soul are not eternally combined; but the soul is grounded in the body through emotions, and feral states of humanity.   When the soul is released from such torpor, it then reclines back into its previous non-corporeal state to either rest, or to transform and reinvent itself in the world.   The soul, according to Socrates, is that which is in us that commands and it is the body that serves.   The following paper will explore the nature of good and evil as it is expressed through Plato/Socrates and Augustine.   There will be comparing and contrasting points on this issue. Augustine believes in the essential goodness of humanity; thus, with the incorporation of the soul as mentioned in Plato’s writing, it seems that both philosophers are in agreement thus far about the nature of humanity.   There are however varying degrees of good and evil.   In either philosopher it is not merely a question of good and evil but of reason in a man.   It is reasong that leads to the choice of good or evil.   Augustine believes for a reasonable person, the pursuit of power would be a safe action. However, one who served their own passions would be apt to sin. By maintaining, Augustine suggests, a well managed ideology and conception of moral value, the pursuit of power would be just as viable an option as piety.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Augustine intended to explain the principle source of sin was, in fact, intention. Through his interpretation of the fall of man, Augustine rationalized that the acts committed by Adam and Eve, the eating of the apple, were not the actual sins – but instead, the decision to eat the apple, and the commitment to the act was the point at which the sin occurred. However, with Plato’s writing, there is redemption for humanity.   With the idea of redemption being in need, both philosophers are admitting the proneness that humanity has for evil.   Plato suggests that the human soul is created out of divine will, and that anything created out of divinity is good. Thus, while St. Augustine’s intention marks humanity as evil, Plato’s soul marks them as capable of being good.   Plato believes that the soul is the image of divinity; in the soul there is found an unceasing existence of transformation.   The reasonable man must then accept the dichotomy of the body and soul, as well as accept their harmony he must distance the idea that the body and the soul are one.   The body is mortal, and can succumb to dissolution, but according to Plato, the soul is indissoluble.   Thus, according to Plato the human body is evil while the soul is good making a dichotomy of good and evil and the capacity for each in each human. The body commands emotions, and its fate lies within those external circumstances, that is nature, but the soul, in Socrates’ view is above nature.   The soul is a higher self.   As the introduction to Phaedo states, â€Å"The human being alone has the consciousness of truth and justice and love, which is the consciousness of God.   And the soul becoming more conscious of these, becomes more conscious of her own immortality† (23).   The soul hinges upon the realization that she is immortal.   In that consciousness, and in that state of being, there exists God, and all that is immortal and the goodness of humanity.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Therefore, Socrates is trying to define the perimeters of immortality, and the fact that a reasonable man cannot indubitably believe that the body and the soul will perish, but must in fact take credence to the soul existing at a higher level of existence, that is, at the level with God.   Socrates is placing a belief system in his dialectic, and in so doing he goes into analyzing the existence of God, or the intangible being that is the divine.   In Phaedo Socrates circulates his ideas around the immortality of the soul and the acceptance of this by the reasoning man on the basis of the dimension that God portrays. By dimension, suffice it to say that God, in divine right, is perfect.   It is in that perfection that man may find allusions to his reasoning, and by so doing, reason that since the soul is of God, then man himself is immortal, as Plato wrights, â€Å"An evil God, or an indifferent God might have had the power but not the will, to preserve us†¦But is he is perfect, he must will that all rational beings should partake of that perfection which he himself is† (23).   Life after death then is a certainty on a celestial level.    On this argument in Phaedo, Cebes states, â€Å"†¦knowledge is simply recollection, if true also necessarily implies a previous time in which we have learned now what we recollect.   But this would be impossible unless our soul had been in some place before existing in the form of man; here then is another proof of the soul’s immortality† (Plato 60).   Knowledge is something that is acquired through a previous experience.   A reasoning man can deduce that because he is of a reasonable mind he gained knowledge through previous experience.   The idea of mutating and changing, and being in a semi-transcendental state while in one’s body is something that is prevalent in Socrates’ philosophy. Augustine created this same room for a shift in the combining good and evil of the human body and the divine soul. By suggesting that intent was the source of sin, rather than actions themselves, one would be able to absolve himself of sin by believing that he was following a righteous path.   Thus Augustine’s philosophy suggests, as Plato suggests that there is redemption for humanity.   Both philosophers then meet an agreement point by expressing the truth of the evil nature of humanity.   Both philosophers agree that human nature is evil and it is only the soul which is found to be pure and by following that pure pathway of the soul/God, the evil nature, the body or intent, can be expiated.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   However, while Augustine admitted to redemption for humanity through following the soul he also stated that, â€Å"apparently virtuous acts, like prayer, sacrifice, or the risk of one’s life could in fact stem from vicious, self-regarding motives† (Augustine).[1] This understanding called into question the root motivations of all people. However, looking at the actions of another, one could not see these motivations, and therefore, could not place judgment on their righteousness or validity.   It seems that as Augustine progressed in his philosophy he became more ambiguous as to whether or not humanity could be saved from their own evil intent because of their incapability of selflessness.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Augustine spoke on this as well. There was no rational process by which one could judge the actions of another – other than one’s personal reason. Reason, therefore would become the most important of the human virtues. Augustine felt that reason, in the mind of any man, could not be corrupted by the passions of evil or by the sinful motivations of others.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Thus, the division point for each philosopher became whether or not humanity wanted to be good, as it were.   Plato states that the soul is good and that every person has a soul and thus a pathway to goodness and God, while Augustine also admitted to their being a soul he suggests that the human race was too selfish to follow that pathway because their evil intentions overruled their desire to be good. WORKS CITED Augustine.   â€Å"Confessions†.   R.S. Pine-Coffin.   Longman.   New Impression Edition.   2005. Hundert, E.J. â€Å"Augustine and the Sources of the Divided Self†. Political Theory. 20 No. 1  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   (1992): 86-123 Plato.   Phaedo.     Ã‚  

Glutten Free, Sugar Free, Low Carb Cake Balls Essay

So have you ever been to a party where there were cake balls and they were so good that you couldn’t stop eating them? Well I have and I know that I don’t like how I feel after I eat all of them. After going to a couple of different parties where these addicting treats were present I decided that I needed to find a way to make them better for you while still maintaining there amazing great taste. So I did some research with my kid sister and we found the perfect recipe. This amazing recipe is gluten free, sugar free, and it is also low carb. Today I’m going to inform you on how to make this fabulous batch of cake balls, which is set to make fifty. a. First I will tell you the differences in a batch of cake balls from a box cake and the healthy cake balls I’m going to give you. i. First a box of cake mix is already mixed and ready to go not much of a hassle to make, but the healthy cake balls require you to mix a bunch of different ingredients together. While it is time consuming if your making them with a friend or with your family members then it would be a great way to bond and talk. Second the texture of the healthy cake balls is sort of rough because there is applesauce in it and a regular cake mix is going to be smooth and â€Å"normal†. b. The second thing that I’m going to inform you on is how to make the cake balls. i. First you need to make sure you have all your ingredients 1. Ingredients such as almond flour, unsweetened coco powder, sea salt, baking powder, applesauce, eggs, vanilla extract, raspberry fruit spread (no sugar added) ii. Next you have to pre-heat the oven to 350 °. You also need to have a 13Ãâ€"9-baking pan to put the cake mix to place in the oven. You then have to combine all your dry ingredients together in a large mixing bowl, and in a medium bowl mix together all your wet ingredients. iv. After you have mixed the dry and wet ingredients separately slowly mix them together into the large mixing bowl until thoroughly combined. Then pour into the baking pan. v. Once the cake has baked for roughly thirty-five minutes (or until toothpick comes out clean) let the cake cool off completely before you crumble the cake into a large bowl and mash the raspberry spread. Now that you know how to make the mix for cake balls you just have to form them and add a candy coating. i. Once the mixture is completely mixed take it and start making one-inch balls then put a lolli stick in it. ii. The candy coating is just an unsweetened 100% Cacao chocolate baking bar melted with vanilla extract. All you have to do is simply dip the stick into the melted chocolate (or your choice of flavor) III. Conclusion: Now that you know how to make healthy gluten and sugar free, low carb cake balls, you can be the one to bring them to parties and share the recipe.

Changing Culture at Pizza Hut

Changing Culture at Pizza Hut and Yum! Brands, Inc. The concept of corporate culture has captured the imagination of executives for years. For executives struggling to manage organizational change, understanding their organization’s culture has become paramount before undertaking such a change. They realize that significant strategic and structural realignment cannot occur if it is not supported by the organization’s norms and values. Organization cultures are created by leaders and, therefore, one of the most important functions of a leader is the creation, management, and sometimes the destruction of a culture. An organization’s culture re? ects the values, beliefs and attitudes of its members. These values and beliefs foster norms that in? uence employees’ behaviors. Organizational cultures evolve imperceptibly over years. Unlike mission and vision statements, they are never written down, but are the soul of an organization. Cultures are collections of unspoken rules and traditions and operate 24 hours a day. They determine the quality of organizational life. Cultures determine much of what happens within an organization. While managers are aware of their organization’s culture(s), they are often unsure about ow to in? uence it. If cultures are powerful in? uencers of behaviors, they must be created. One way to analyze shared assumptions is by exploring top management’s answers to the following questions: 1. How do people in this organization accomplish their work? 2. Who succeeds in this organization? Who doesn’t? 3. How and when do people interact with one another? Who participates? 4. What kinds of work styles are valued in this organization? 5. What is expected of leaders in this organization? 6. What aspects of performance are discussed most in evaluations? The purpose of this article is to share with you how senior leaders at Pizza Hut in particular and at Yum! Brands, Inc. (Pizza Hut, Taco Bell and KFC) in general answered these questions and were able to create a new culture after the restaurants were spun off from PepsiCo Inc. Culture change does not occur in a vacuum. It is an integral part of the company’s fabric. To change a company’s culture, rewards systems, leader behaviors, and organizational designs must be created Acknowledgments: This research was sponsored by a research grant from the OxyChem Corporation. The primary focus of this article is Pizza Hut and how Pizza Hut both generated and experienced the culture change at Yum! It is based, primarily, on the thoughts, re? ections and opinions of senior managers who experienced and helped communicate the changes discussed in this article. The authors would like to acknowledge the constructive comments made by Steve Arneson, Leon Avery, Chris Koski, Mike Rawlings and Don, and Leslie Ritter. 319 to support the change, as the experience of Pizza Hut demonstrates. THE SPIN-OFF AND PIZZA HUT Started in 1958 by the Carney brothers, Dan and Frank, Pizza Hut played a major role in turning pizza from an Italian specialty into a mass-market, mainstream food. Pizza Hut had developed a reputation for and commitment to product quality that was ‘‘built into the bones’’ of restaurant managers, and with it, great pride in the brand. By the mid 1990s, Pizza Hut had become a powerful brand, with some 8,000 U. S. -based restaurants, 140,000 employees and over $5 billion dollars in system-wide sales. One internal Pizza Hut market researcher estimated that over 90 percent of American pizza eaters had tried a Pizza Hut pizza. One of the key drivers of the success of Pizza Hut was PepsiCo. Along with KFC and Taco Bell, Pizza Hut was and had long been part of the PepsiCo Restaurant Division. PepsiCo had brought its national marketing muscle to the Pizza Hut brand, raising sales and increasing brand visibility. But it had also brought something that had a major impact on Pizza Hut: the PepsiCo management system. Even before Jack Welch made General Electric Co. ’s personnel management system the envy of American industry, PepsiCo had a reputation for producing great general managers. Its personnel planning system, shepherded by a set of organizational psychology Ph. D. consigliore in each of PepsiCo’s operating divisions, produced a stellar cast of professional managers. This system, layered on an existent Pizza Hut founding culture, was far from a natural ? t for the quick-service restaurant industry. PepsiCo was what Kerr and Slocum would call a market culture with a performancebased reward system. PepsiCo’s very fast moving, individually focused, consumerpackaged goods, entrepreneurial culture would prove not a great ? t for the relatively mature, slow-moving, team-oriented, quickservice restaurant business. 20 ORGANIZATIONAL DYNAMICS The integration of these two companies, PepsiCo and Pizza Hut, resembled a failed vinaigrette: a large amount of oil slowly churning in one direction, overlaid by a thin layer of vinegar, a whirlwind of speed moving in the opposite direction. The vinegar represents the high-potential PepsiCo general managers rapidly moving among the many divisions and corporate of? ces of PepsiCo. Smart, ambitious, competitive and results-driven, they were attracted by PepsiCo’s ability to move them up fast and give them a breadth of management experience in different PepsiCo businesses. A rising star might spend two years in ? eld marketing at Pepsi Cola North America, a year and a half in product marketing at Frito-Lay, an additional 18 months as a product brand manager there, two years at Pepsi Cola International, followed by a senior director position in marketing at Taco Bell, etc. The bottom layer, the oil, represented the bulk of Pizza Hut’s operations, staffed by hard working, dedicated, long-tenured restaurant-focused operators who loved the Pizza Hut brand and the restaurant business. They were less likely to be at the top of their class in college and less likely in fact to have graduated from college. Many had started as cooks, or dishwashers or delivery drivers. Slowly, as they had mastered the complexity of running retail operations and built their experience, they would move up the system. A select few even reached the top of operations, where they shared leadership positions with PepsiCo general managers, some of whom had non-operational functional backgrounds (in ? nance, say, or even marketing,) and who were doing their ‘‘ops rotation. ’ This two-tiered system of PepsiCo ‘‘short termers’’ and Pizza Hut restaurant-dedicated ‘‘lifers’’ had a number of built-in tensions and misalignments, including:  Home office glorification: Business was done in the restaurants, but ‘‘the power and the glory,’’ as well as the field programs, all originated in corporate headquar ters, whether Pizza Hut’s in Dallas, Texas, Yum! ’s in Louisville, Kentucky or PepsiCo’s in Purchase, New York. Top management’s line of sight was focused away from the restaurants. Short-term mentality: The ‘‘up or out’’ of the PepsiCo professional management system, a reward system linking short-term results to individual rewards, created pressure to make one’s mark and make it quickly. Anything that took too long to build or was built for long-term impact was a hard sell.  Lack of continuity: The need for quick success and the relatively rapid turnover in headquarters management made for a ‘‘program of the month’’ mentality.  Finance first headset: ‘‘Making plan’’ seemed sacrosanct in PepsiCo’s results-driven organization. This was often perceived by the ‘‘restaurateurs,’’ and even by some franchisees, to be at the cost of commitment to long-term restaurant essentials like product and asset quality.  Passive resistance in the field: The perception of short-term focus combined with a ‘‘program of the month’’ mentality engendered, at its worst, a system of passive resistance in field operations—compliance without commitment. Field operators, especially franchisees, often felt secure in the knowledge that if they just delayed program implementation long enough, Pizza Hut management would turn over and the new group would charge out with the ‘‘next great idea. ’ A performance-based, consumer packaged goods company like PepsiCo was not a natural ? t with the restaurant business. But whether it was bad business ? t, strategic or culture misalignment, or simply lack of tolerance for the restaurants business’ relatively low m argins and slow growth (despite its huge cash ? ow), PepsiCo gave up on Pizza Hut and its restaurants, spinning off its entire restaurant division in 1997, under the name Tricon Global Restaurants, Inc. , now Yum! Brands. ALIGNING BUSINESS/ CULTURE Yum! anagement understood that they had to create a radically different culture than the one at PepsiCo if the new company was to succeed. PepsiCo is primarily a consumer packaged goods company. Direct interaction with consumers takes place through advertising, or is mediated by supermarkets and other retail and wholesale establishments. Marketing was king, and at the time of the spin-off, one of the kings of marketing, Roger Enrico, was the CEO. Tricon Global Restaurants, Inc. was a restaurant company. Hundreds of thousands of low-pay, high turnover front-line mployees interacted with millions of customers a week in some 30,000 restaurants around the world. Quality control was not in the hands of process manufacturing gurus as at Pepsi C ola or Frito-Lay, but in those of part-time, often teenage employees making discrete decisions about quality with every product served. This posed an enormously different challenge for top management at Yum! PepsiCo was a holding company. If general managers made their ? nancial numbers and grew their people, then headquarters people left each general manager alone to run his or her business. Synergies across various lines of business were simply not a high priority on PepsiCo’s strategic agenda. In the restaurant division, this resulted in three strong, independent consumer brands. In effect, the three restaurant brands were really three separate companies, with independent cultures, information technology (IT) systems, operations, ? eld management practices, human resource systems, etc. Yum! , saddled with a large debt by PepsiCo and in the relatively lower margin restaurant business, was in no position to economically justify itself as a holding company overseeing three independent restaurant businesses. It had to look for operating synergies, shared resources, etc. It had to be much more of an operating company. A shift from three independent companies to one company with three independent restaurant brands was required for ? nancial survival. Top management needed to meld three independent company cultures into one shared culture and one set of restaurant-focused values, built on a set of shared functions (e. g. , IT, bene? ts and compensation, legal). Succeeding at Pizza Hut could no longer be about making it to Purchase, New 321 York to work for PepsiCo. It had to be about making the customer experience in Pizza Hut restaurants great. David Novak, newly named vice chairman at Yum! had already started creating a restaurant-focused culture during his stint as president of KFC. Novak was fond of saying that he hated the term ‘‘culture’’ because it reminded him of germs. But his savvy understanding of how to build a restaurantfocused business culture was one of the reasons why he had been selected to run Yum! With little time between his selection and spin-off date, the new restaurant-focused culture was going to have to be jump-started. Launch date: October 7, 1997. CREATING THE CULTURE OF YUM! BRANDS Changing and integrating the culture of three companies with very strong founders, founding traditions and underlying assumptions about what constitutes success would be an enormous challenge, even after the homogenizing effects of PepsiCo culture were factored in. The actions that Yum! took to push its culture toward a desired end-state alignment with its business strategy and business model included: 1. Starting with a set of shared values to de? ne a culture across the three brands; 2. Founding the new company in a way that that embodied its new culture; 3. Using titles to signal intentions and signify new cultural meanings; 4. Creating a coaching management system to maximize restaurant performance; 5. Developing a recognition culture to reinforce cultural behaviors; 6. Realigning reward systems to validate and ‘‘walk the talk’’ on the values; and 7. Measuring the effectiveness and commitment of senior managers to the values. Starting with Shared Values The political philosopher, Hannah Arendt, trying to distinguish what was unique and 322 ORGANIZATIONAL DYNAMICS uccessful about the American Revolution (vs. those of France, and Russia, for example), focused on the concept of founding— both as a source of authority and as a statement of the power and commitment that comes from being a founder. The founding that was America’s Revolution was encoded in two distinct documents: The Declaration of Independence and the Constitution . The former served to articulate those values that were distinct to America and the latter to codify them into workable systems and processes of government. Whether the leaders of Yum! ad read Arendt is unknown, but they intuitively understood the elements that had made the American experiment unique—and they incorporated them into the values statement and the launch of the new company. Rather than start with yet another statement of corporate values, they declared their differences with the ‘‘mother country,’’ that is, PepsiCo, with a set of ‘‘Founding Truths. ’’ The nine distinct statements in this one shared document were Yum! ’s ‘‘Declaration of Independence. ’’ They announced what Yum! would stand for, while at the same time differentiating the new company from its progenitor— he PepsiCo Restaurant Division. For example, one statement reads, ‘‘The RGM (Restaurant Gene ral Manager) is our #1 Leader . . . not senior management. ’’ Another reads, ‘‘Great Operations and Marketing Innovation Drive Sales . . . no ? nger-pointing. ’’ These two statements suggest both the direction Yum! wanted to take and the behaviors it wanted to avoid. Taken together, the nine statements clearly demarcate both the essentials of a genuinely restaurant-focused company and the differences between what employees could expect from Yum! and what the restaurants and their operators had resented in PepsiCo. The statement of shared values, Yum! ’s ‘‘How We Work Together’’ principles, doesn’t differentiate Yum! from its competitors. Values statements rarely can serve this role, and Yum! ’s restaurant-focused, but otherwise standard values certainly can’t: customer focus, belief in people, recognition, coaching and support, accountability, excellence, positive energy, teamwork—who could be against these? Instead, as we’ll demonstrate, they served more to structure processes and systems and stand as a code for measurable behavior. In other words, they served the role of the U. S. Constitution. And, like the Constitution, while the details of the document weren’t easy to remember, their impact was ubiquitous. The Founding The launch of a large, new public, U. S. -based company, whether from spin-off, merger or acquisition, usually follows a rather standard process. You ring the opening bell of the New York Stock Exchange, throw a big launch event at corporate headquarters, presumably beamed live to division headquarters and by videotape to international locations, blare the news across the corporation’s internal media and push your best foot forward in the press. In this regard, the launch of Yum! followed the same format: Wall Street, a big event in Louisville, Kentucky, featuring the new Yum! Management team and the restaurant brand presidents, moderated by then ‘‘Good Morning, America’’ co-host Joan Lunden and beamed around the country. But if the launch was going to embody the culture, as enunciated in the ‘‘Founding Truths’’ and the ‘‘How We Work Together Principles,’’ with its principles of putting restaurants and their managers first, it was necessary to turn the usual launch format on its head. Yum! id this in three ways: by making local activities the center of the action instead of the headquarters event; by centering activities on restaurant managers, and by signing up those managers as ‘‘founders. ’’ The local events were focused primarily on enlisting local restaurant general managers in the new company. Activities centered on team-building exercises for the managers designed by Yum! ’s organizational and leadership development team. These were simple, but often powerful group activities. For example, the local event that one of the authors facilitated for some 200 participants in Miami, Florida, epresented the ? rst time that area Pizza Hut, KFC and Taco Bell managers had ever met together in one place. There were managers who ran restaurants of different brands, often adjacent to each other, who had never met! The simple act of sharing personal biographies and store histories created new connections. After two hours of team-building activities, the message that we were now one company, not three, and that we were part of a team together came across loud and clear. The national event reinforced the local event rather than the other way around. The invitation to and attendance primarily by restaurant managers told them they were important. This was reinforced by the national event which stressed the primary role of the RGM and introduced the ‘‘Founding Truths,’’ and it was graphically embodied in the new Yum! stock certi? cate, which featured one real manager from Pizza Hut, Taco Bell and KFC on its front. The most powerful part of each local event was saved for the end. Each locality had been supplied with a large poster featuring the new companies ‘‘Founding Truths. ’’ The poster was put outside the event meeting room, along with a set of magic markers. The managers were invited, on their way out, to sign their names on the poster and to become a ‘‘founder,’’ but only if they agreed with the principles of the new company. They were told that no top managers would be there to watch, and that there would be no penalty for not signing. It was strictly voluntary. They were, in effect, invited to sign the company’s ‘‘Declaration of Independence,’’ and in doing so, make a public commitment to the culture and the company. Over 80 percent of the attending RGMs left their signatures. ‘‘Founder’s Day’’ as it is now called, has become a yearly event celebrating the culture of Yum! Titles Given the symbolic importance of titles, Yum! was smart enough to actively use title changes to signal culture changes. ‘‘Corporate Headquarters’’ was re-named 323 the ‘‘Restaurant Support Center,’’ signifying that the restaurants were the central focus of the company. Presidents of the KFC, Taco Bell and Pizza Hut were, at least initially, re-named ‘‘chief concept officers,’’ signifying that there was now only one company with three concepts, not three companies. The entire above-restaurant management team also had their titles changed from ‘‘managers’’ to ‘‘coaches. ’ Area managers were now ‘‘area coaches,’’ operations directors were ‘‘market coaches’’ and division vice presidents became ‘‘head coaches. ’’ It was one thing to state that coaching was a company value—it wa s quite another to construct an entire management system based on coaching—to embed that value in the way the company worked. That was to be perhaps the biggest culture change of all. Coaching The idea that coaching could be something that all associates in a company could have to improve their performance, right down to the front lines, and that every manager had the capacity to coach may still appear radical, or at least improbable. Pizza Hut itself wasn’t even sure it could be done when it started the process. There were two incentives to create a coaching culture in operations: first, business growth had stalled and the company needed a jump-start and second, the PepsiCo management system was incongruent with the quick-service restaurant business. PepsiCo’s focus on individual, instead of team success, its short-term mentality and the intensely financial results driven culture had its strengths and its shortcomings. It was not a culture that could lead to sustained team performance in a restaurant. For example, under PepsiCo, management had been by exception. As Pizza Hut chief operating officer (COO) Aylwin Lewis put it before a national conference on coaching and mentoring, ‘‘If you’re a good performer, you get left alone; if you’re a poor performer, you get an action plan. ’’ In other words, getting the kind of management attention embodied in effective coaching and training to build 324 ORGANIZATIONAL DYNAMICS managerial competencies was seen as a sign of failure. The short-term focus of PepsiCo’s management system had meant that fixing things quickly was a strength. But short-term fixes became dysfunctional for building longterm capabilities through coaching. Finally, the focus on individual instead of team performance made it difficult to coach. Coaching ultimately has to be about the team and the person to be coached. It can’t be about the personal success story of the coach. Coaching supported the restaurantfocused culture in a number of ways. First, it required physical proximity. It’s best done face-to-face. Coaching can’t be done very effectively from another state. That meant above-restaurant management would have to start spending time in the restaurants. Second, it required interpersonal and operational, as well as ? nancial competence. To coach a restaurant manager, you had to know the business at least as well as they did and know how to share that knowledge, or you’d be wasting their time. Shifting the basis of control to knowledge from command of resources and rewards would force ‘‘general’’ managers to become ‘‘restaurant coaches. ’’ Third, it required partnership. The coach can’t be successful and have the player fail. Market coaches, area coaches and restaurant managers were networking, mirroring the teamwork required in the restaurants. COACHING MAY BE THE RIGHT WAY TO GO—BUT HOW DO YOU GET THERE? The first 90 days: Before anything else had been done, job titles were changed. All operations vice presidents, directors and area managers became ‘‘coaches. ’’ That was the ‘‘changeable moment’’ that signaled to employees that a new mode of operating was inevitable. There was ‘‘boot camp’’ for the entire operations team. The fastest way to ensure that all managers could master and understand the skills of the average employee was to bring them together, make them re-learn the basics of the business of making pizza and then test them o their competence was ‘‘certified. ’’ While this was going on, the organizational development team was developing job maps and outlining roles, responsibilities, outcomes, and behaviors for the role of coach. With title, certi? cation and job map, the coaching culture was launched. A nd barely stayed a? oat. The epiphany on what wasn’t working occurred to Aylwin Lewis during a roundtable with area coaches in Columbus, Ohio. One of the area coaches looked at him and said, ‘‘You’ve changed our titles and you’ve given us training and said, ‘Now, I want you to be in restaurants 80 percent of the time. Okay, now what do you want us to do there? What do we do with all that time? ’’ Without any existing precedents for building a new management system based on coaching, it wasn’t immediately apparent that a model of coaching was needed. Coaching was a skill that had to be taught. People needed a model for how to coach. In PepsiCo, coaching wasn’t rewarded and therefore not practiced. A coaching culture model needed to be developed at Yum! It had to be practical, simple and action-oriented—it had to ? t the fast paced, high-turnover environment of the restaurant business. A teachable threestep process, with an easy to learn acronym, EAR, was developed: taught all market coaches, while the market coaches bypassed all area coaches and personally taught all restaurant managers. This simple method had huge implications for fostering a new culture at Yum!. First, it meant that all the coaches had to learn the coaching model well enough to teach it. Second, they had to demonstrate their commitment to it in order to teach it well, and were held accountable for achieving results. It would not have had the same impact if the training department employees had led the classes. Third, it put the one level down coaches (the direct supervisors of the students) on notice for accountability to their immediate subordinates. Fourth, operators were able to bring real-life examples into the role-plays, increasing the relevance, impact, usefulness and credibility of the coaching material. In addition to training, coaching logs were created in each restaurant to document each coaching session, its lessons and commitments. Audiotapes of coaching sessions were circulated to restaurant managers to provide real-life demonstrations. Creating a coaching culture had begun. Recognition Top managers learned from Southwest Airlines Co. the power of recognition to motivate employees, and to elicit positive discretionary behavior among employees. Southwest Airlines separates reward from recognition, celebrating behaviors that reinforce the culture, creating an elaborate, yet spontaneous process of positive behavioral feedback. Recognition is done by everyone, not just senior managers. This means that all levels of supervisors can recognize behavior, empowering those supervisors, but also ensuring that the recognition is timely, specific and meaningful to the person who receives it. There were three keys to building a successful recognition program at Pizza Hut: 1. Starting at the top; 2. Ensuring it was continuous and ongoing, and got built into communications; and 3. Reinforcing it publicly. 325 Exploring Observe/ask/listen Analyzing Facts? Isolated or pattern? Root cause? Responding Teach new skills and knowledge Provide feedback Offer support and gain commitment Operational leaders (not training personnel) would be responsible for teaching all coaching classes for those two levels down from them. For example, COO Aylwin Lewis bypassed head coaches and personally Starting at the top: David Novak, now chairman of Yum! , formerly president of Pizza Hut (and of KFC) single-handedly brought recognition to Pizza Hut. He said that he had learned the power of recognition during his job as chief operating of? cer at one of the PepsiCo divisions. His deep-seated belief in the power of recognition and his commitment to it made all the difference. Novak’s ? rst foray into recognition as president of a division occurred at KFC, where he created the ‘‘? oppy chicken’’ award. The award itself embodied the distinction between recognition and reward. It was one of those rubbery ? oppy chickens used for pranks or jokes that would be as likely to show up on Halloween as at any other time. In other words, it wasn’t valuable in and of itself—it wasn’t a watch, or a ring, fancy clock, tie tack, brooch, earrings, etc. Three things made it valuable as recognition. First, it was numbered. So it wasn’t just a ? oppy chicken. It was the #45 ? oppy chicken. Second, it was signed and had a personal message written on it. And third, a picture of the recipient and Novak was taken, framed and sent to the recipient. A $100 gift certi? ate was also given, but Novak was clear to point out that this was simply an add-on: ‘‘We know you can’t eat the chicken. ’’ At Pizza Hut, Novak started the ‘‘Big Cheese’’ award—a rubber cheese hat (similar to those worn by fans of the Green Bay Packers football team. ) This was also numbered, and personally inscribed. The recipient had to wear it while being photographed with the president. When Novak became vice chairman of Yum! at the spin-off, his successor as president of Pizza Hut, Mike Rawlings, continued the tradition. During his ? ve-year tenure, Rawlings handed out over 500 ‘‘Big Cheese’’ awards. The frequent tears, positive emotions and heartfelt gratefulness of the recipients were reinforcing for culture and for the giver. One author personally experienced the impact of getting the award in front of 600 employees at an ‘‘All-Team’’ meeting. The power of the award is in the public recognition. The author’s $100 gift certi? cate remains unspent. 326 ORGANIZATIONAL DYNAMICS To create a recognition culture, rather than simply a recognition award, things couldn’t stop and start with Novak. He encouraged his immediate reports to create their own recognition awards, and they soon did. What followed was a slow process of osmosis, reinforced by the positive impact of recognition. For example, the chief operating of? cer created a recognition award and gave it out at all operations meetings. The positive feedback and public recognition that accompanied it built pride and goodwill amongst recipients and reinforced their positive behavior. The obvious and widespread positive feedback gave a reason for head coaches to create their own recognition awards for their meetings, and so on down the line right into the restaurants. Like osmosis, the spread of recognition was uneven and sometimes slow. But within three years, recognition awards were regularly appearing in restaurants, as managers used recognition to motivate front-line employees. And because the spread was spontaneous—never dictated by ‘‘corporate’’—and completely voluntary, there was a sense of ownership for the behavior. Recognition built deep roots. Those roots had the time to grow because once the recognition tradition started, the continuous, ongoing commitment of senior leaders kept it alive, front and center. Every public meeting included recognition awards on the agenda. Over time, the continuity of recognition starting generating a sense of anticipation and ‘‘pull’’ for awards. Within three years, recognition had become so routine and omnipresent that it lost any tinge of self-awareness and simply became ‘‘the way we do things around here. ’’ Rewards The balanced scorecard was the primary mechanism for allocating rewards and handing out bonuses for restaurant managers. Two changes to the reward system helped align it with the ‘‘Founding Truths’’ and ‘‘How We Work Together Principles’’ on which the new culture was based. First, people measurements were added to ? nancial measurements and customer measurements, reinforcing the ‘‘putting people ? rst’’ credo. It might have taken three years before all restaurant managers had been trained as coaches, but the scorecard was ? exible enough to allow for measuring the results of good coaching—such as reduced turnover—within a year. Second, in a move unprecedented in the industry, restaurant managers were given stock options as an outright block grant, and stock options were added to the list of performance incentives. Legally limited initially in the number of stock options it could award, Yum! chose to award its restaurant managers these options before their bosses, the area coaches, were able to get theirs. This powerfully reinforced the founding truth that the ‘‘RGM was #1,’’ and should act like an owner of the business. The symbolic value and the boost to management credibility was at least as important as the value of the options themselves. ?nancial of? cer of Yum! was let go, and his lack of cultural ? was cited as a reason, this sent a powerful signal that the cultural values of the company were important. RESULTS The nature of Pizza Hut’s business makes it very difficult to make causal links between the change in culture and changes in its business. For one thing, the main determinant of Pizza Hut sales is new product launches, somewhat orthogonal to culture as a sales determinant. For another, as a result of the spin-off, Yum! had been burdened with a hug e debt and was in the process of selling off its company-owned restaurants. This undoubtedly mpacted morale, potentially slowing the impact of culture change, and it may have skewed the same-store sales averages of the remaining restaurants, obfuscating the impact of culture. These points notwithstanding, during the ? rst four years of its culture change, Pizza Hut experienced record highs in same-store sales and a record low in restaurant manager turnover. In the ? ve years, from mid-1997 to mid-2002—when Pizza Hut was led by president Mike Rawlings, a time at the heart of the change in culture—same-store sales growth rose 19 percent, overall operating pro? doubled and margins improved to record highs. While these results may not have been caused directly by the change in culture, they were certainly consonant with it. ‘‘Founder’s Survey’’ results show strong belief in company leadership, commitment to and belief in the brand, and stro ng execution of the values at all levels. At the least, the changes in culture provided a strong foundation for and enablement of high performance. The management practices at PepsiCo and Yum! had a signi? cant impact on the cultures created in each organization. In a hologram, any fragment encapsulates the essence of the whole. Interpretations of a single management practice need to be consistent with the interpretation of other 327 Measurement ‘‘What gets measured, gets done,’’ is one of the oldest maxims of business. But when you’re trying to change a culture and using values to do it, what do you measure about the culture? Yum! answered this question in two ways. First, it created the ‘‘Founder’s Survey,’’ an annual company-wide survey that measured the company on its adherence to the ‘‘How We Work Together Principles. ’ All employees, except restaurant managers, were invited to participate, with participation rates in the mid-80 percentages. Results could be broken down by function and by levels, providing a picture on how different parts of the company perceived the company’s commitment to the culture. Managers were then required to come up with action plans for those areas where results were less than satisfactory. Second, Yum! created values-focused, 360-degree performance reviews, which were eventually pushed to the restaurant manager level. Individuals were held accountable for how they lived the values. When the chief management practices. Top managers at Yum! had the capacity to envision and enact a culture that inspired intense loyalty, strong commitment, increased productivity, and even greater pro? tability. To achieve consistency at Yum! and differentiate Yum! from PepsiCo, Yum! ’s top managers developed practices that were consistent with its culture. Cultural anthropologists for decades have studied the behaviors of members of numerous tribes. While each tribe might worship different ‘‘gods,’’ the behaviors of tribe members can be described using four concepts, all starting with the letter ‘‘T’’: Totems are things that are worshipped or prized; taboos are practices used to control or punish deviant behaviors or those not sanctioned by the tribe; traditions are practices that have been passed down through generations to preserve the status quo, and transitions (or rites of passages) are practices that serve to indoctrinate new members into the culture of the tribe. We summarize the differences in these four T’s between PepsiCo and Yum! n Table 1. Corporations have spent considerable amounts of money in response to consultants’ seductive promises of easy cultural change. Some managers have sought to replicate the strong cultures of successful companies, while others have tried to engineer commitment to a culture, in the hopes of increasing loyalty, productivit y, and/or pro? tability. Unfortunately, culture is rooted in the countless details of an organization’s life. How decisions are made, how careers are TABLE 1 Yum! Brands YUM! VERSUS PEPSICO: COMPARISON OF CULTURAL ARCHETYPESa TOTEMS Focus of attention: TABOOS Results without values ‘‘Quick hits’’ TRADITIONS Recognition TRANSITIONS Pizza ‘‘certification’’ and other ‘‘boot camps’’ for making products Becoming a ‘‘founder’’ Restaurants Team players Operations/marketing partnership Focus on people Effective operations Division interdependence Retail mentality Financial results Values without results Individual stars Lack of upward mobility Marketing is king Long-term projects without short-term results Not making a plan Coaching Restaurant General Manager is #1 Values driven Specialization PepsiCo People career Quarterly financial planning results review Move up or out Cross-functional rotations to build general managers Strong brand mentality Making a plan Division independence Wholesale/distribution mentality a This table is not meant to be a de? nitive anthropological statement. Rather, it represents perceptions of the differences between Yum! and PepsiCo corporate cultures. Note as well, that Yum! ‘‘traditions’’ tend to be founding behaviors and values created at its spin-off and continuously reinforced in systems, processes and leadership communications over its existence. 28 ORGANIZATIONAL DYNAMICS managed, how rewards are allocated—each small incident serves to convey some aspect of the organization’s culture. The founders of Yum! did not want to create a culture that perpetuated their own values and sense of immortality and stayed away from quick ? xes. What is the soul of Yum!? First, forget the numbers. Internal competition end s up making people less committed, creative, and caring. In the restaurant business, the lack of these three C’s leads to poor customer service, which ultimately affects store pro? tability. Second, people need appreciation. Big cheeses and other tokens of appreciation for talented high performers are an integral part of maintaining a strong culture. 329 SELECTED BIBLIOGRAPHY For selected works on corporate culture and its impact on organizational performance, see Harrison Trice and Janice Beyer, The Cultures of Work Organizations (Prentice-Hall, 1993); Joanne Martin, Cultures in Organizations (Oxford University Press, 1992); Edgar Schein, Organizational Culture and Leadership, 2nd ed. (Jossey-Bass, 1992); Jackie Freiberg and Kevin Freiberg, NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success (New York: Bard, 1966); James Higgins and Craig McAllaster, ‘‘Want Innovation? Then Use Cultural Artifacts that Support It,’’ Organizational Dynamics, 2002, 31, 74–84; Jeff Kerr and John Slocum, ‘‘Managing Corporate Cultures through Reward Systems,’’ Academy of Management Executive, 1987, 1, 99–108; and Jennifer Chatman and Karen Jehn, ‘‘Assessing the Relationship Between Industry Characteristics and Organizational Culture: How Different Can They Be? ’ Academy of Management Journal, 1994, 37, 522–553. Barry Mike is vice-president, internal communications, for the investment management ? rm T. Rowe Price. He previously spent seven years as director, internal communications at Pizza Hut. During his tenure there, he helped communicate his way through three presidents, one spin-off, one major restructuring, a downsizing, and a major culture shift. He has also worked closely during his career with the chairmen of Digital Equipment Corporation and Bell Atlantic. Mike’s educational background includes two master’s degrees as well as completion of his course work for a Ph. D. in Sociology from the University of Pennsylvania. In May 2001, he received his M. B. A. with honors from the Executive M. B. A. program at the Cox School of Business at Southern Methodist University (SMU). John W. Slocum Jr. holds the O. Paul Corley professorship in management at the Cox School of Business, Southern Methodist University. He serves as the co-director for SMU’s Corporate Director’s Institute and is chairperson for the management and organizations department at the Cox School. He is the author of more than 24 books, over 130 articles, and has worked as a consultant in the human resources area for many Fortune 500 companies, including Lockheed Martin, IBM, and Aramark, among others. Currently, he is co-editor of the Journal of World Business, Journal of Leadership and Organizational Studies and associate editor of Organizational Dynamics. 330 ORGANIZATIONAL DYNAMICS

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Based on recent events, discuss whether the stock markets are efficient according to the EMH - Essay Example Whether the market is efficient or not remains a debatable topic among the stock market investors. Secondly, according to this hypothesis, a single investor is never able to get higher profitability than another investor by investing the same amount of fund. Lastly, EMH asserts that no investor would be able to surpass the average annual returns that all the funds and investors are able to achieve cumulatively. Discussion A competitive information market would allow private gains from producing private information, and tests of competition would require estimates of the cost of private information production. According to the efficient market hypothesis, stock market participants tend to form rational expectations of the future in the aggregate by comprehending all the information available in the market. Assuming the stock market efficiently discounts the rational expectations of investors, the prices of stocks accurately reflect an assessment of the intrinsic value based upon the r elevant information available (Gorda, 2005, p. 234). Thus, only the unexpected new information is likely to affect a movement in stock prices. A close look at stock prices sometimes reveals day-of-the-week effects wherein stock prices tend to rise on Mondays and fall on Fridays; time-of-the-year effects wherein stock prices tend to rise in January; and small firm effects wherein the prices of small firms’ stocks may rise by a more difference than those of large companies. But there is no evidence that an average market investor can follow these effects to earn super normal profits after the transaction costs are considered (Forbes, 2013). According to Fama (1970, p. 72), an efficient market is one in which the prices are always reflective of the information available, and the sufficient conditions for a market to be efficient are: the information is available without cost to all the market participants; there are no transaction costs involved in trading of securities; and all market participants agree on the implications of the current information. In practice, the information generated in the market has a significant effect on the stock prices of related companies. For example, after Microsoft announced that it would acquire Nokia, the share prices of Nokia almost doubled, increasing its value to about 22 billion Euros. Also, as a series of lawsuits occurred between Apple Inc. and Samsung Electronics over the design of smartphones and tablets, the share prices of both companies declined in the stock market. The stock market has been inefficient in recent times because of the substantial frictions that the market has been experiencing (Beechey, 2000, p. 57). Efficient market is not likely to exist even when there is complete absence of frictions and irrationality in the market. The central bank plays an appropriate role in the intervention in the financial markets with the objective of stabilising the asset prices. The market shows patterns of inefficie ncy due to the financial instability majorly driven by human myopia and imperfect rationality. The market does not show such quick adjustment to the receipt of new information as is stated in the efficient market hypothesis. The market is not efficient considering that the stocks with lower price to earnings ratios have higher risk adjusted returns than the stocks with higher price

The Lottery Essay Example for Free

The Lottery Essay Many traditions passed down through generations have little to no significance in society, most traditions are passed down overtime because certain individuals are afraid of the consequences. In a small village, there is a yearly tradition that randomly selects one individual to be stoned by the entire village. This tradition is known as â€Å"The Lottery.† In â€Å"The Lottery,† Shirley Jackson combines foreshadowing with a comforting tone thus both concealing and revealing the shocking ending. Shirley Jackson’s use of a benevolent tone leaves readers unsuspecting of the ironic ending. As the story begins, the setting is described as â€Å"clear,† â€Å"warm,† and â€Å"sunny.† This entrance immediately creates the relaxing imagery of a beautiful day. As the villagers gather, the children began to â€Å"play.† Their playfulness show they have no inhibitions or worries. The Lottery is organized like the â€Å"square dances,† â€Å"teen club,† and â€Å"the Halloween program† as one of the â€Å"civic activities.† The Lottery is presented as a civic activity for the benefit of the people. It is also called a lottery, where lotteries are generally associated with good luck and fortune. Readers can assume â€Å"The Lottery† is also a sign of good luck and fortune. Jackson’s placement of details sets a positive tone for the story along with a mixture of foreshadowing. Jackson foreshadows the surprising ending. As more families are gathering the men’s â€Å"Jokes were quiet and they smiled rather than laughed.† Their actions reflect that something is on all of their minds, making them uncomfortable. As Mr. Summers begins to set up the box and stool, he asks for help, there was â€Å"hesitation.† This makes the reader question, why would anyone hesitate to help? As Mr. Adams and old man Warner converse, Mr. Adams says that in the â€Å"north village† they are deciding if they should get rid of â€Å"the Lottery. For what reason would they want to give up a tradition that has been continued for many years. The lottery must be in some way unfavorable if the other village considers giving it up. The actions and conversations of villagers begin to show the true nature of the lottery. - Through the combination of foreshadowing and setting a comforting tone,  Shirley Jackson reveals but also conceals the surprising ending. To conceal, Jackson describes settings and uses the idea of a lottery to set a positive tone of the story. But she also places hints like the behavior of the villagers, to foreshadow the true nature of the lottery. Her use of these literary techniques, make the reader wonder and better enjoy the story. -

The poem English Book by Jane Weir Essay Example for Free

The poem English Book by Jane Weir Essay What do you think the poet is saying about some teachers of English and the way they mark a students book in the poem English Book by Jane Weir? How does the poet present her opinions? (18 marks) Jane Weir seems very unimpressed by the way her sons English teacher marks his book. She is describing her visit to a Parents Evening and starts by plunging straight in with the pronoun they to begin the poem in the middle of the consultation. The first two lines express her surprise that they seem unaffected by their years in a classroom, all sitting upright and correctly to meet the mother. She lists the procedures that teachers have to go through and the words or so they say suggest she has little respect for the latest thinking or belief in the criminal checks that are made to protect children. One particular teacher, probably the boys English teacher, shows the mother his English book, her eyes showing a length of pity that the boys spelling, punctuation and general presentation are so weak. The mother is appalled that his writing has been butchered by the teachers red pen. The teacher has very little understanding that (according to the mother) she is killing the childs creativity by concentrating so much on his technical mistakes. The poet, probably writing from real experience, cannot get the teachers to understand that her son has ability with words and that they are not appreciating or encouraging his ideas. The whole poem is full of imagery. The teachers are compared to books: they bear no tide mark and have perfect spines probably unlike the condition of the exercise book that the mother is about to be shown. Later metaphors (lines 13 to 15) seem to describe textiles, in the same way that Jane Weir weaves fabric imagery into her poem Poppies selvedge, rolls out flecked with heartfelt perhaps to express the situation from a womans point of view. The mother is obviously very angry at the way her sons written work has been treated and an extended metaphor compares the teachers marking to the violent acts of a butcher reducing a carcass to lumps of bloody meat. Red punctuation marks have chopped up his words; circles around his misspelt words are nooses to hang his confidence; her pen is an axe to destroy his sentence structures. The resulting page is piled with offal. After the butchering, only the inedible (unreadable) parts are left, nevertheless the mother believes her son is very intelligent. She sees the oracle in his entrails and the jazz /of his sequencing would seem to describe a lively imagination at work. From the mothers point of view the excessive emphasis on the importance of technical accuracy is harming the boy and the teacher makes little effort to listen to the mothers concerns or to see anything worth praising in the boys writing. Described metaphorically as a starved lion-cub waiting for a word kill, this final image presents a child, waiting hungrily to experience and enjoy language, but being starved by a teacher who cannot see what beats at (the) centre of his writing.

Effect of Solar Magnetic Field (SMF) on Solar Radio Flux

Effect of Solar Magnetic Field (SMF) on Solar Radio Flux Paper published in the proceedings of Conference on Recent Trends of Research in Physics (CRTRP 2012); Page no. 85-91, 2012, ISBN: 9788190436298 3.1. Introduction: The solar activity appears to be straightforwardly associated with the strong and complex solar magnetic field.The huge solar magnetic field is a result of the flow of plasma currents within the Sun, which impel charged particles to move about from one of the Sun’s poles to another. The mean magnetic field is the strength of the longitudinal component of the photospheric magnetic field averaged across nearly all the visible hemisphere of the Sun. The sun’s magnetic field has the remarkable property that it is not distributed uniformly, but concentrated in flux ropes which appear on the surface of sunspots, plages and network. Hale first found the evidence of strong magnetic field in the sunspot from the Zeeman splitting (Hale 1908). Sunspots are the seats of the strong magnetic field and the field strength of a large sunspot can be as high as 3000 Gauss. Due to the strong magnetic field inside the sunspot, the convection is inhabited and the region becomes relatively cooler and hence darker compared to its surrounding region. So sunspots can be treated as the best manifestation of the Sun’s magnetic field (Solanki 2003). Figure: 3.1.1. Solar magnetic field (Image credit- http://www.nasa.gov) The variations of sunspot number have well-established periods of about 11 years (Hathaway et al.2002). The period of magnetic activity cycle is twice as that of sunspot cycle, about 22 years on average (Hale et al. 1919). Most of the solar activity parameters vary consistently with the sunspot cycle. Among these parameter solar radio flux is one which has its own importance in Radio Astronomy as the precise information about its emission from its origin region provides the details about the temperature, constituents, density, ionization, magnetic fields and the physical nature of the various sources inside Solar structure (Kundu, 1965). Thus to diagnose the solar atmosphere and the magnetic energy release in solar corona, radio observations serve as a powerful tool. The radio flux has its origin from atmospheric layers high in the solar chromospheres and low in the solar corona, though the accurate level of origin is not yet fully known (Kane, 2003). Observations at different radio frequencies provide the information about the various depths and the physical structure on the solar atmosphere. Accurate daily radio fluxes at different frequencies are very useful for the study of solar physics of the different layers of solar atmosphere (Zieba, 2001). Many workers have performed correlation and spectral analysis of solar radio flux variations (El-Raey and Scherrer, 1973). Watari (1996) analyzed solar radio emission at several frequencies to investigate their irregularities, time variation and solar coronal activity at different heights. Kane et al. (2001), Vats et al. (1998) and Mouradian et al. (2002) used the solar radio fluxes at different frequencies to study the coronal rotation period at different heights and its differentiality as a function of the altitude. Meheta (2005) has studied the relationship of rotation period with different phases of solar cycle. It is already evident in the literature that various frequency bands in the range starting from 245 MHz to 15400 MHz originate from different layers of solar atmosphere starting from lower chromospheres to upper corona as illustrated in the Table 3.1. Thus study of radio flux at different frequencies within this range provides the information about different layers of solar atmosphere. Table 3.1. : Different radio frequencies and their origin in solar atmosphere The quiet Sun emission at different frequencies contains information about densities and temperatures in different layers of the solar atmosphere (Watari, 1996). It is one of the prime reasons of studying solar radio emission at different frequencies during the Solar Figure: 3.1.2. Monthly variation of sunspot number for the year 2009. (Image credit- http://www.greatdreams.com/solar/2009/space-weather-december-2009.htm) minimum period which provides an opportunity to the scientific community to study the physical behavior of Solar atmosphere. It also provides very useful information about the temperature and the shape of the solar corona (Kundu, 1965). Thus the study of solar radio emission during the minimum period serves as an important tool for the study of solar corona. The current minimum of cycle 23-24 has been treated as a peculiar minimum characterized by reduced polar field strength, extremely low level of solar activity and extending for longer duration (Gopalswamy et al, 2012). Various solar indices like F10.7 cm, EUV flux, solar wind etc. behaved unusually during this minimum. Even the ionosphere also showed an anomalous behavior (Eduardo et al, 2011). The boundary between the Earth’s upper atmosphere and space also moved to an extraordinary low altitude (www.sciencedaily.com/releases/2008/12/081215121601.html) during the period. This type of unusual behavior of this minimum has c reated the interest among the solar science community to make a rigorous study on this period. The microwave brightness temperature during this minimum was substantially diminished compared to the 22-23 minimum which is also consistent with the decrease in solar magnetic field strength (Gopalswamy et al, 2012). Basu (2010) found the evidence of difference of Sun’s internal structure during the current minimum from the minimum of previous cycle. During the minimum period, the 2800 MHz radio flux showed an anomalous behavior in its correlation with Sunspot number (Tapping, 2011). In the context of above peculiarities of current solar minimum, it is interesting to see the variation of correlation of solar radio flux at several frequencies with sunspot number during this period. In this chapter the preliminary results regarding the study on the relation of solar radio flux and solar magnetic field parameters have been presented. Here the frequency distributions of correlation coefficients of solar radio flux with sunspot number and solarmagnetic field have been investigated for solar minimum and maximum period. We have also make analysis of periodic variation of basal component of solar radio emissions. 3.2. Observation: Here we studied the behavior of solar radio flux for the extended solar minima of Solar cycle 23 (2009). Firstly, we calculated the correlation between the solar radio flux and Sunspot number which is the index for measuring the variability of these two solar activity parameters. We have found the correlation coefficient at eight frequencies (245, 410, 610, 1415, 2695, 4995, 8800, 15400 MHz) using data from Sagamore Hills radio Solar observatories. For the calculation of correlation coefficient, we excluded the points from dataset of those radio fluxes, which are having values greater by 40% of the average flux value of a day. It has been done for neglecting sudden variation in flux due to several transient activities. The correlation coefficients are plotted in figure. 3.2.1 3.2.2. Correlation coefficient between the sunspot and radio flux Many workers (Das and Nag, 1999, Das and Nag, 1996) have shown that the frequency distribution of correlation coefficients of the solar radio flux and Sunspot numbers follows a pattern. We have calculated the correlation coefficients for solar maximum (2001) and minimum (2009) of solar cycle and found that the frequency distribution of the correlation coefficients does not show the similar pattern as has been reported in the literature. During the maximum period the correlation coefficient is highest for 1415 MHz but in minimum it’s highest for 2695 MHz. In literature also it has been reported that the correlation coefficient attains its maximum value at Figure 3.2.1: Frequency distribution of correlation coefficients of solar radio flux and sunspot number 2695 MHz as it is very close to the 2800 MHz (Das and Nag, 1996). But during the solar maximum period the highest correlation has been found for 1415 MHz while at solar minimum period it is for 2695 MHz. Rather that this after 2695 MHz there is a decline in the correlation coefficient of higher frequencies for maximum period where as for minimum period the trend is Figure 3.2.2: Frequency distribution of correlation coefficients of solar radio flux and sunspot number not same as the 8800 MHz shows a correlation which is greater than for 4995 MHz. Rather than this the variation of correlation coefficient has also been checked for different solar minimum period. Das and Nag, 1996 has already reported the correlation coefficient of the radio flux and the sunspot number for the 1975, 1986, 1996 minima. We have compared these correlation coefficients with the obtained ones for 2009 solar minimum. From the plot it can be noted that during this period the value of the correlation coefficient is very low in comparison to the value of the previous three minima. 3.2.3. Correlation coefficient between the solar mean magnetic field and radio flux Like the radio flux and sunspot number, the correlation between the radio flux and solar mean magnetic field has also been checked for this minimum period. It has been found that the values of the correlation co-efficient are very low and the there is a pattern in the variation of the frequency distribution of the correlation coefficients. Figure 3.2.2: Frequency distribution of correlation coefficients of solar radio flux and solar mean magnetic field 3.3. Discussion: In this chapter, the relation between the solar magnetic field and the solar radio flux has been investigated. In the foregoing analysis the correlation coefficient of radio emission and sunspot number, has been found to be low with respect to the correlations of other cycles. Where as the correlation of solar mean magnetic field and radio flux is also very low. During this minima period, the frequency distribution of correlation coefficient of radio flux and sunspot number and the periodic behavior of solar radio flux is random whether it has a similar pattern for previous three minima (Das, 1998). The anomaly in correlation of radio flux with sunspot number might be due to the unusual behavior of the microwaves as it has been already reported for the correlation between 2800 MHz and sunspot number (Hudson, 2009). There was a change in activities between photospheric and chromospheric or coronal indices during the later part of cycle 23, through the extended minimum (Tapping, 2011) and the polar magnetic fields of Sun have an important role in shaping the Solar corona and heliosphere around the Solar minimum period when the polar dipole moment becomes leading component of large scale magnetic field of the Sun (Wang and Sheeley, 2002). During this minima period, Sun’s polar field was 40% less compared to the previous three minima (Wang et al, 2009). Consistently, the corona also retained some complexity during the lowest activity level (Toma et al, 2010a). During the current minimum, the Solar corona never reached at a simple dipolar configuration (De Toma et al, 2010b) rather the eclipse data showed higher order multi-polar structure (Judge 2010). Thus different magnetic configuration is supposed to give rise to a different morphology of Solar corona rather than from the previous three minima. Thus different magnetic configuration is supposed to give rise to a different morphology of Solar corona rather than from the previous three minima. The variation obtained in correlation coefficient’s pattern could also be due to this complex behavior of Solar corona and heliosphere. 3.4. Concluding remarks: The preliminary study presented in this chapter points that during the recent solar minimum, the correlation coefficient of radio emission and sunspot number has been low with respect to the correlation coefficients of previous solar minima. Rather than this the correlation of solar mean magnetic field and radio flux is also found to be very low during this minimum period. During this minima period, the frequency distribution of correlation coefficient of radio flux and sunspot number is random whether it has a similar pattern for previous three minima (Das and Nag 1998). The frequencies studied at the present work for analyzing the characteristics of Solar radio flux, provide information about the complex behavior of Solar corona and different shape of corona with respect to the previous minima during (Toma et al, 2010b). However we believe that detail investigation with more independent analysis using different parameters is required to critically analyze different Solar features especially during the current minima period to have more insight about the physical processes going on inside the Sun at different time scales. References: Hale, G. E. (1908), On the Probable Existence of a Magnetic Field in Sun-Spots, Astrophysical Journal, 28, 315. Solanki, S. K. and Krivova, N. A. (2003), Can solar variability explain global warming since 1970? Journal of Geophysical Research: Space Physics, 108, A5. Hathaway, D. H., Wilson, R. M., Reichmann, E. J. (2002), Group Sunspot Numbers: Sunspot Cycle Characteristics, Solar Physics, 211, 1, 357. Hale, G. E., Ellerman, F., Nicholson, S. B., Joy, A. H. 1919, ApJ,49, 153 Kundu, M. R. (1965), Solar Radio Astronomy. Interscience Publishers, New York. Kane, R. P., Vats, H. O., Sawant, H. S. (2001), Short term periodicities in the time series of solar radio emissions at different solar altitude, Solar Physics., 201, 181. Zieba. S., Maslowski. J., Michalec. A., Kulak. A. (2001), Periodicities in data observed during the minimum and the rising phase of solar cycle 23; years 1996 1999. Astronomy Astrophysics, 377, 297. El- raey. Mohamed, Scherrer. Phillip (1973), Correlation and spectral analysis of daily solar radio flux, Solar Physics, 30, 149. Watari, S. (1996), Separation of periodic, chaotic and random components in solar activity, Solar Physics, 168, 413. Kane, R. P. (2004), Long term and medium term variations of solar radio emissions at different frequencies, Solar Physics 219, 357. Vats, H. O., Deshpande, M. R., Shah, C. R., Mehta, M. (1998), Rotational modulation of microwave solar flux, Solar Physics, 181, 351. Mouradian, Z., Bocchia, R., Botton, C. (2002), Solar activity cycle and rotation of the corona, Astronomy Astrophysics, 394, 1103 Mehta, M. (2005), Solar coronal rotation and phase of solar activity cycle , Bulletin of Astronomical Society of India, 33, 323. Gopalswamy, N., Yashiro, S., Mà ¤kelà ¤, P., Michalek, G., Shibasaki, K., Hathaway, D. H. (2012), Behavior of Solar Cycles 23 and 24 Revealed by Microwave Observations, Astrophysical Journal, 750, 2, L42. Eduardo, A. A, Redmon, R, Fedrizzi, M, Viereck, R, Fuller-Rowell, Tim J. (2011) Some Characteristics of the Ionospheric Behavior During the Solar Cycle 23 – 24 Minimum, Solar Phys, 274, 439. Basu, S. (2010), Differences Between the Current Solar Minimum and Earlier Minima, SOHO-23: Understanding a Peculiar Solar Minimum, Astronomical Society of the Pacific Conference Series, 428, 37. Tapping, K. F., Valdà ©s, J. J. (2011), Did the Sun Change Its Behaviour During the Decline of Cycle 23 and Into Cycle 24? Solar Physics, 272, 337. Das. T. K., Nag. T. K. (1997), Periodicity in the basal component od radio emission during maximum and minimum solar activity, Solar Physics, 179, 431. Das. T. K., and Nag. T. K. (1999), Frequency dependence of the periodicity of the intensity of the non-magnetic component of solar radio emission, Monthly Notices of Royal Astronomical Society, 303, 221. Hudson. Hugh S., Svalgaard. L., Shibasaki. K., Tapping. K., Microwaves in the recent solar minimum 2009, Hinode-3: 3rd Hinode Science Meeting. Wang. Y.M., Robbrecht. E., Sheeley jr. N. R. (2009), On the weakening of the polar magnetic fields during solar cycle 23, The Astrophysical Journal , 707, 1372. G. de Toma, Gibson, S.E., Emery, B.A., and Arge, C.N. (2010a), The Minimum between Cycle 23 and 24: Is Sunspot Number the Whole Story? SOHO23 Proceedings Understanding a Peculiar Solar Minimum, 217. De Toma G., Gibson. S., Emery. B., Kozyra. J. (2010b), Solar Cycle 23: An Unusual Solar Minimum? AIP Conference Proceedings, 1216, 667. Judge, P. G., Burkepile, J., Toma, G. D. (2010), Historical eclipses and the recent solar minimum corona, SOHO23 Proceedings Understanding a Peculiar Solar Minimum, Astronomical Society of the Pacific Conference Series, Astronomical Society of the Pacific, 428, 171.

Marketing Essay -- Technology, Online Transactions

Therefore, understanding of how consumers leverage the features of the internet to make purchasing decisions in the e-commerce surroundings would help managers to develop suitable marketing strategies (Wu and Lin, 2006). (Peter Drucker, 1999) wrote: â€Å"in the psychological natural features of e-commerce, remoteness has been removing. Ever business must be internationally competitive. The rivalry is not local anymore.† tactical assessment will result in to the best reward, while make an investment in online marketing (Scanlon, 2009).Consumers can evaluate competing goods and services with minimum expenses of personnel time or effort, which results in competitive business markets and lower brand loyalty (Srinivasan, 2002). Thus, my study will be determined to realize the causes of loyalty on the online shopping environment. Communication with customers through the business order to made scheduling and maintaining can be costly and time consuming. For example this kind of communication channels can be familiar for collecting customer feedback significantly. Besides, it can evaluate customer satisfaction, either they are contented or not. (Khanh V.la and J.kandumpally, 2002). Consumer-created information has become a rather significant influence on consumer behaviour such as decision making. Online consumer’s reviews are part of consumer-created information by web site users who have by now bought the target product (Park, 2007). 1.6. Objective of study The major aim of my final project is to assess considerably the influence of internet marketing on computer industry in increasing consumer experience. My research objectives are some to propose factors which have essential effects on various criteria including service quality, produc... ...cus of this research will be on the marketing communication efforts to bring new customers to company’s B2C website. And, online marketing communication tools will be limited to the six tools listed by Chaffey (2009): Search Engine Marketing, Online PR, Online Partnerships, Interactive Ads, Opt in e-mail and Viral Marketing. Our research revolves around the internet as a communication channel from companies to visitors and potential customers. From a company‟s point of view, the internet is used as marketing channel and companies expect to get return form their e-efforts, but there is little research that takes the customer‟s point of view. Starting from Danaher and Rossiter (2011), who have formulated attributes that describe and compare different communication channel, this research tries to describe the internet marketing tools from a customer point of view.

J.B.Priestley’s play, An Inspector Calls - Eva Smiths Diary :: English Literature

AN INSPECTOR CALLS Wonderful day today. Went down to Birling and Company to be one of the workers and I got the job. I am so excited. I'm starting in two days and I'm seriously looking forward to it. At least I hope it would be more exciting than the last one I tried. Mum was very excited and so am I as you can tell. I'm already thinking about that break I will have next summer. Go to Blackpool, lie on the beach. By that time I'm sure I would have saved up enough money to do all this because they told me the money wasn't that much but it was better than nothing. I'm sure it wouldn't be that bad - probably twenty-six shilling or something like that because the job looked pretty hard. 6/October/1909 Working this few weeks is much better. At least now I'm used to the machines and places. I was wondering the other day if Mr Birling would ever come around because I've never seen him and I think it's quite silly when you think of it. I'm working under a man I've never seen. They say he's very pompous, and hardly comes down to see anybody. All he cares about is what has been done and what is needed. He has children too and his wife is cold hearted I hear - but come to think of it all upper class people are all so pompous-the question is "why?" I guess nobody is going to be able to answer that question. Even if there was going to be an answer, they'd probably say "Because we are trying to put you working class in your place" I heard Mr Grainger one of the men who worked there say that the other day to one of the girls. 11/November/1909 Everyone is selfish with what they have; nobody wants to share their fortune, everybody has to walk their way through poverty. Do people ever think how the future is going to be? Are we all going to suffer till God comes and takes us away? Will our generation suffer like this? Before I have my children, I hope to have some one who loves me and maybe I would have saved more money then so my children don't go through so much. - the walk to the factory is going to be a long way today because the normal short cut has been blocked for some reason so now I have to take the long way around. Round the market which is about 10minutes and then to the factory which will take me 15minutes

Jane Addams and the Progressive Movement Essay -- Jane Addams Feminism

Jane Addams and the Progressive Movement Works Cited Not Included Jane Addams is recognized as a social and political pioneer for women in America. In her biography, which later revealed her experiences in Hull House, she demonstrates her altruistic personality, which nurtured the poor and pushed for social reforms. Although many of Addams ideas were considered radical for her time, she provided women with a socially acceptable way to participate in both political and social change. She defied the prototypical middle class women by integrating the line that separated private and political life. Within these walls of the settlement house, Addams redefined the idea of ?separate spheres,? and with relentless determination, she separated herself from the domestic chores that woman were confined to during the later half of the nineteenth century which led to the twentieth one. During the late nineteenth century, the notion of ?separate spheres? dictated that the women?s world was limited to the home, taking care of domestic concerns. Women were considered to be in the private sphere of society. Men on the other hand were assigned the role of the public sphere, consisting in the participation of politics, law and economics. Women in the meantime were to preserve religious and moral ideals within the home, placing children on the proper path while applying valuable influence on men. The idea was that the typical middle class woman would teach children middle class values so that they too will enjoy the luxuries and benefits in the future that the middle class has to offer (Lecture, 10/17). One can argue that Jane Addams did comply with the ideal middle class women, that she remained in ?her sphere? of society. This can mos... ...the stereotypical idea of the man as the provider and leader of the typical home, women were free to run their lives as they felt, and not as society entailed them to do. It provided women experience in life that reached over to the public realm. The ?separate spheres? did not exist in Addams world; her progressive stance enabled many workers to benefit. Addams envisioned a world that did not discriminate based on one?s gender, and her commitment into the ?public realm? had tremendous impact. Child labor ceased, women won the eight-hour workday, and everyone enjoyed more benefits and improved working conditions. Jane Addams established the path for future women to take as well, which led to women?s suffrage, and eventually equal pay and mutual respect. She was not your typical middle class woman; she was a reformer that changed the way America functioned forever.