Collaboration Technologies Essay Example | Topics and Well Written Essays - 500 words

Collaboration Technologies - Essay Example Groupware minimises interference by technology while maximising interaction among several persons. Laudon and Laudon (2007, p. 287) indicates that groupware provides the required capabilities for collaborative work and communication across an enterprise of between persons and groups. It is used to write and comment on group projects, share important ideas and documents, conducting meetings electronically, tracking projects, scheduling activities and sending e-mails. WordiQ,com (2010) indicates that there are three levels of collaboration and by so doing makes collaboration technologies synonymous with groupware. The three levels of groupware which are dependent on the level of collaboration are communication tools, conferencing tools and collaborative management tools. Electronic communication tools transmit messages, files, data and documents between persons in order to facilitate information sharing. These tools include: email, web publishing and voice mail. Electronic conferencing tools facilitate interaction between persons in the transmission of information. These tools include video conferencing systems, voice conferencing, video conferencing, discussion forums, chat rooms and electronic meeting systems. Collaborative management tools both facilitate as well as manage group activities. They include project management systems workflow systems, electronic calendars and knowledge management systems.

Critical appraisal-EBP Essay Example | Topics and Well Written Essays - 250 words

Critical appraisal-EBP - Essay Example However, the article provides a description of the research method, which is a mixed method approach (Qualitative and quantitative methods), indicating a limited sense of its appropriateness in relation to validity of data. Taking into consideration the validity of the information provided in the article, the author describes a variety of data collection methods that were applied, incorporating both qualitative and quantitative methods i.e. structured interviews and the assessment of disease information from recorded materials. Additionally, the article provides a comprehensive data regarding how the data was analyzed leading to the results discussed. This provides a proof to the readers regarding the validity of the results and the data collected. The data analysis included descriptive approaches, which is a qualitative method and a combination of regression modeling to facilitate testing and estimation. A total of 94 participants were involved in the analysis: This analysis is sufficient taking into consideration that it combined both qualitative and quantitative approaches; in addition, a large sample of the respondents was used in the analysis, information limitations that might have occurred due to selection a smaller sample for analysis were avoided. The purpose of this research is to assess psychosocial HQOL after treatment, using reported outcomes from patients. It is important to acknowledge that the information gained from the research may be used to undertake measures geared towards improving adolescents’ psychosocial HQOL service provision i.e. the research found out that approximately 18% of the recovered adolescents may be exposed to risks of impaired HQOL and provided a recommendation how the studies that should be conducted to reduce this risk. The overall results of the study indicated that patients rated their psychosocial HQOL as good; however this is generalized information, it does not provide specifics in relation to the

3 global economics online reasarch questions Assignment

3 global economics online reasarch questions - Assignment Example It offers technical and knowledge assistance through policy analysis and research. There are some barriers to achieve this goal. Violence against women, child marriages, and early pregnancy are major barriers. Then poverty is also a major reason behind unequal education mainly at the secondary school level. Also, women are demoted to go for more conciliatory forms of employment like spending hours fetching water. Another barrier is lack of sanitation facilities in many schools which resist the girls to attend the schools. 3. The hearing signifies the important role Fed has played in facilitating maximum employment, stable inflation, and a well-grounded financial system. Specifically, the deepest recession of the past six years led by the financial crisis was intelligibly handled by Fed and the result is a stronger American economy in the today’s era with the boost in production, sales, and employment, and the price stability. Though, unemployment is still yet to drop down to its initial level and inflation is yet to rise up to the targeted level of 2 percent. Fed’s monetary policy has been effective to help it move towards these goals. The transparency of Fed to transmit its goal of 2-percent inflation has helped anchor the publics expectations of stable inflation in future. Fed has also overcome the weaknesses of our financial system of which resulted the worst ever crisis. Now the regulatory gaps are closed, capital requirements have been improved, and banks hold more capital and liqu id assets to reduce any potential threat of another financial crisis. However, there is still a long way to go and Fed is considering the goal of financial stability more earnestly as an important part of its monetary

Instruct Clone Essay Example for Free

Instruct Clone Essay Scholars as well as religious and political leaders are bitterly divided on the issue of human cloning. Considering the potential benefits one would gain out of being cloned, I wonder why so many spoilsports are opposed to this miraculous feat of science. If I had my way, I would order several clones of myself and tutor them to act and speak as I do. I would instruct Clone A to report in my place at the office whenever I do something stupid; the boss would never know he’d be scolding another person. Clone B would take my place in the house whenever I expect to be late attending to some after-office activities; my wife would never suspect I’d been up to no good. Clone C would do nothing but stay fit and healthy, ready to be a spare parts supplier just in case one or several of my organs become useless or diseased. When I am bored, I would order my clones to wreak havoc on the neighbourhood and then go into hiding. Naturally I would be the prime suspect. But since I would have a rock-solid alibi, having been seen at the time of the crime several hundred miles away by a hundred people at a speaking engagement, I would have a field day laughing at the discomfiture of the police. A manhunt would then be launched against several John Does while I plot the next felony, possibly against the taxman or the debt collector. If I were a celebrity, I would instruct my clones to make those tiresome public appearances while I get paid for them. If I were a businessman, I would order my clones to do all the crazy things required to corner a deal. i.e. , lose a round or two of golf against prospective clients, say amen to this and that, be hypocrites, in short. While they are at it, I would have all the time enjoying life. I may even run for President, being able to campaign through my clones who shall do nothing but shake hands, kiss babies and make occasional idiotic remarks. There is only one downside to this scenario: human clones may not entirely submit themselves to manipulation by their creators, as Ewan MacGregor did in The Island. In that film, thousands of humans are cloned upon order of paying clients; predictably, the people who did the cloning for profit are the bad guys, and in the end MacGregor single-handedly destroys the entire facility. This is not a film review, but a project of such magnitude would have been impossible to keep a secret, and besides, if cloning technology would be that advanced, there would be little trouble growing human organs from stem cells which medical science is now trying to accomplish even with limited federal funding. I believe such implausible stories like The Island are only meant to scare off people from supporting the cloning of humans. The cloning critics refuse to see it, but the cloning of humans is far more economical than the orthodox way of raising them. To be a resident of planet earth, one has to be conceived and born, which means that some couple have to marry with all the attendant fuss and aches. They would have to work their butts off worrying about bills for milk, vaccinations, day care, baby-sitter, toys, and diapers. What an utter waste of time! Why not have a fully developed, mature, perfectly cloned human being in one fell swoop? Instead of day care centers, we would build cloning factories, churning out brand new copies of extant human beings by the thousands. Think about the employment it would generate, the savings in time and resources that would otherwise be spent in raising humans, not to mention the potential of such industries like bio-engineering and the manufacture of name tags (so people would not be confused). Clones, Unlimited would probably overtake Microsoft and General Motors. On top of it all, I would have a real stab at immortality. I would be immortalized not in books or monuments nor in the memories of men but through being kept perpetually alive in my physical body. There is a great possibility science would find a way to simplify organ transplants. Instead of doing piecemeal transplants, why not just transplant the head into a new body? That would be more simple and cost-efficient. Thus, when my body becomes diseased or paralyzed, surgeons would perform a head transplant, my head replacing the head of my clone. As a result, I would have a spanking new body with healthy organs. As to what happens to my clone who donates his body, I am sure science would find a way to dispose of him. Medical schools need cadavers. I may sound sarcastic, but I believe science always finds a way. I would then have the sheer pleasure of visiting acquaintances and enemies who thought I had succumbed to cancer or kidney failure. I would pump their hands while they gawk at me and tell them, â€Å"You thought I’d died, didn’t you? †

Changes On Employees Retention And Performance In Kfc

Changes On Employees Retention And Performance In Kfc Employees are considered as the best resources particularly in the service business sector. Also employees are the key stakeholders who are affected mostly due to organisational management or ownership change. Downsizing and rightsizing are some of the key issues resulting from the mergers and acquisitions globally and this affects the international policies and strategies of the multinationals. Also employees policies are mostly at stake. This issue is, therefore, being analysed to study the impacts of frequent ownership changes in KFC particularly from 1971 to 1986 on the employees retention and growth. As KFC is a global giant in fast-food / service business sector and faced frequent ownership changes in a short span of time so this case can add value to the reader of this report and other businesses to understand the relation of employees retention, performance and productivity with the leadership / ownership issues and how such situation can be dealt. Kentucky Fried Chicken (KFC) An Introduction In 1930 KFC was launched and the mission was to provide quality, service and cleanliness (QSC) to the customers and consumers. Competition level was very low in the industry particularly in the domestic market. KFC growth was good in its initial decades but with the increasing competition in the domestic market the cake size started squeezing. Popeyes, the major competitor for KFC, was born in 1972 which comes second with a share (12.7%) and KFC (55.2%) (http://lidan.y3k.org/blog/en/2004/04/kfcs-localization-strategies-in-china/). In early 1950s KFC went in the foreign market (http://www.kfc.com/about/history.asp ). 3.0 Research Question Did the past frequent ownership changes in KFC have an impact on the employees retention and performance? 4.0 Objectives The key objectives of this study are to; Assess whether frequent ownership changes affect managerial policies Study whether the frequent ownership changes have an impact on employees retention rate Evaluate the impacts of organisational ownership change son employees performance Literature Review Fast-food is considered as convenience food that can be cooked and served very quickly. On the average, 1/5th of the population of the USA (which is approximately 45 million people) eats every day in a fast-food restaurant. The term fast-food denotes speed in both food preparation and customer service, as well as speed in customer eating habits. The designation, quick service (http://www.answers.com/topic/fast-food?cat=entertainment ) has been traditionally preferred by the restaurant industry. There are certain forces which makes an industry attractive globally. As fast-food industry grew in the USA competition also became tough in the domestic market. Industry faced maturity stage (http://www.kfc.com/about/history.asp). At this stage of industry life cycle companies started entering in the foreign markets in order to survive. The doors for industrial growth and reforms had opened due to the economic revolution after World War II. Governments needed the foreign businesses to come and participate in the economic development of the country. For example China relaxed its policies regarding the western service businesses particularly agricultural modernisation plans of China needed poultry industry to grow (http://www.franchisetochina.com/h3.htm). Fast-food is considered as economical and easy to cook food. Chicken is relatively cheaper ingredient as compared to mutton and beef. Also chicken growth is economical because it grows faster and consumes fewer inputs. In many Asian and Latin Americans countries chicken is traditional food. These all factors lead to economies of scale for fast food industry particularly related with chicken meals. Consumer market has changed tremendously. Drivers like global economic reforms and higher divorce rate in the USA have led to more female workers (http://lidan.y3k.org/blog/en/2004/04/kfcs-localization-strategies-in-china/) and they need ready meal to save time. The average mother of a child under 15 spends more on fast food every year than on books, music, movies and video games combined, according to a new report (Mindlin, 2008). Health conscious consumers taste has also changed. People like to have some light meal during work hours (http://topics.nytimes.com/top/reference/timestopics/sub jects/f/fast_food_industry/index.html). These forces made the industry attractive and increased the potential and demand of fast-food in the world. Fast-food industry apparently has a localisation approach. McDonalds, Pizza Hut, KFC, etc have adapted their organisational culture and menu according to host country culture and values. Particularly KFC deployed localisation strategies in China and McDonalds removed pork from its menu in India. Figure 2 below explains that a balance is necessary to achieve a successful strategic move in the foreign market. Respond locally through learning the cultural values of host country and integrate them with the companys global core values. Global Integration Local Responsiveness Cross Boundary Learning Fast-food industry flourished in the USA during the last centaury. The chicken segment was the 5th in terms of sales in the fast-food industry and there were few competitors as compared to other segments. For instance the sandwich chain segment which included McDonalds, Burger King and Wendy had 12 competitors while KFC had only 5. KFC was the overall 6th biggest (http://lidan.net/blog/2004/04/kfcs_localization_strategies_in_china.html). In 1999 fast-food industry sales rose by 5.4% with around 0.8 million restaurants in the USA and during the same period full service restaurants grew by 7%. Gradually the due to saturation in the sector companies started exiting the industry (like Boston was acquired by McDonalds) or decided to enter in the foreign markets. Domestically the chicken market seemed saturated and the growth rate in the USA was only 1% (http://lidan.y3k.org/blog/en/2004/04/kfcs-localization-strategies-in-china/). According to available literature, the estimated annual worth of the UK fast-food market is  £7.82 billion (Keynote 2003), equal to an average spend of  £20/month/adult (Schrà ¶der and McEachern, 2005). Due to busier consumer lifestyles and dual-working families with children emphasis is increasingly being placed on quick meal solutions (Atkins and Bowler 2001). Therefore there is a market growth of 19% in fast-food since 1998 (Keynote 2003). For service business sector, particularly, manpower or employees are key resources to gain profitability (Heskett and Sasser, 1994). Take figure 3 below. Customer loyalty stimulates profit and growth in the business and customers loyalty is a direct result of the customer satisfaction. Satisfaction is largely influenced by the services value provided to the customers and consumers and this value is created by the loyal, satisfied and productive employees. However employees satisfaction is resulted primarily from the high-quality support services and policies that enable the employees to deliver results to the customers (http://hbr.org/1994/03/putting-the-service-profit-chain-to-work/ar/1). Service Value Chain This model reveals that employees are key resources particularly for the service business organisations. Streamlined organisational processes and consistency in the organisational policies help facilitate the employees in service industry (particularly) to deliver quality services to the customers and add value with efficient performance to achieve sustainable growth and profitability. However consistent policies and long term strategic planning also need stability in the organisations management (http://www.referenceforbusiness.com/management/Or-Pr/Planning.html) and author also understands that the organisational ownership change should not influence and change the organisational policies especially employees policies in the service business sector at a stroke or right from day one rather lead time should be given to the employees and other stakeholders so that everybody can adjust with the changing environment. Employees are considered as a companys live hood. If employees in an organisation are highly motivated and proactive, every effort will be done by the employees to achieve the organisational goals as well as keep track of industry performance to address any potential challenges. This two-prong approach builds an organisations stability. On the other hand with low motivation level of employees an organisation is completely vulnerable to both internal and external challenges because the employees are not going the extra mile to maintain the organisations stability and thus unstable organisation ultimately underperforms (http://www.ehow.com/how-does_5407144_employee-motivation-impact-organizational-performance_.html). In todays work environment want a relaxed and hygienic work environment and have fun with a balance between the life, work and family (http://humanresources.about.com/od/motivationrewardretention/Employee_Motivation_Recognition_Rewards_Retention.htm). Literature also reveals that key employee retention is critical to the long term health and success of any business or organistaion. Managers agree that managers ole is key to retain best employees to ensure business success (http://humanresources.about.com/od/retention/a/more_retention.htm). Important organising principles include organisational values in designing HRM polices. Compensation and developing an individual are deeply related with the satisfaction and commitment of the employees which mean particularly in the service business sector employee retention and growth with performance also depends on managements policies at strategic board level (Rosete, 2006). Employees retention in the quick service industry is key to success of the business. Quick service companies retain the most desirable employees by recognizing employees contribution to the organisation because recognition is an effective leadership tool that motivates the employees and acknowledges the efforts and creativity or willingness of employees to exert extra effort. The biggest problem for the quick service industry and which creates major drains of profit and human resources is employee turnover. According to a report the annualised turnover rate of employees was 16% in 2000. The same turnover numbers as related to the quick service industry are employees 150% and management 20%. The cost of turnover shares an average cost of replacing an employee is equal to the annual salary plus benefits. In the aftermath of industry downsizing, employee loyalty is also on decline. There is 11% decline in the workers commitment. However leadership (which means a consistent organisationa l policies with least possible changes) is key to retain and develop employees because the quick service industry has a direct correlation of sales, profits as compared to employee turnover (Forrer and Guerrieri, 2002). Organisational culture is developed by the management policies and leadership style. once established, the organisational culture is highly resistant to change. Employees tend to stick to a set way of working. However frequent management or ownership changes also change the working pattern and organisational goals. This may make the employees more resistant with decreased performance (Tom and Michael, 2000). In 1930 KFC was launched with a mission to provide quality, service and cleanliness (QSC) to the customers. KFC grew well in domestic market but later competition became hard in the local market. McDonalds, Wendy, Boston etc had entered in the market leading to shrunken market size. The major competitor for KFC, Popeyes, was born in 1972 which comes second with a share (12.7%) and KFC (55.2%) (http://lidan.y3k.org/blog/en/2004/04/kfcs-localization-strategies-in-china/). In 1950s KFC went in the foreign market (http://www.kfc.com/about/history.asp). Thus KFC earned first mover advantage and brand recognition. In 1964 it entered the UK, in 1970s Japan and Asia Pacific, in 1987 China and in 1990s South Asia (http://www.kfc.com/about/history.asp). KFC has a multi domestic strategy (http://mason.gmu.edu/~tgoddar1/m411wk7.htm) to enter the foreign markets because of cultural, economical, social, legal and political factors in the host countries and this strategy also resulted in certain benefits which include; helped KFC to react to high pressures for local responsiveness, to tailor products to meet customer needs in each country of operation, to create wholly owned foreign divisions and to help core competencies transfer from home country. In addition to this; access to resources and skills in the host country, differentiation advantage through combined core competences, becoming the dominant competitor, increased profits and reduced bureaucratic costs were some of the factors to adopt multi domestic strategy. Market Entry Strategies Few Examples KFCs international composition provides a mix of foreign market entry strategies (please refer to figure 4). KFC enters the foreign / international market either through joint venture or company-owned foreign subsidiary. However mostly KFC expands its global franchise network. This is also important to know that organisational culture of KFC is mostly decentralised at operational level because franchisees are business partner or allies of KFC and the KFCs employees policies are implemented through franchising channel. It is also important here to note that organisational culture must be matched or aligned with the national culture or domestic culture. KFC is a global organisation working in many countries around the globe. KFC core organisational culture must be adapted in the host culture so that employees in the host country and customers in the host country can adopt and adapt KFCs themes and menu easily and there should be no communication gaps. This also helps facilitate the emp loyees to adjust with the organisational culture and deliver quality services to the customers. A high demand for services has been created due to the socioeconomic development in 1980s and 1990s (Davis, 2000). This reflects the potential for service businesses growth like the fast-food businesses. In recognition of the distinct nature of transitional markets (Arnold and Quelch 1998), many foreign companies have sought other ways to compete with the domestic or local offerings by clothing their brands in local costumes (Belk, 2000). According to Zhou and Hui (2003) localisation of language, product characteristics, advertising content and even product meanings is a common way accepted by the multinationals in most transitional economies. Hofstede (1980) states that culture is a complex and multifaceted construct. One of the basic dimensions of the culture is individualism collectivism. Individualistic culture stresses on independence, freedom, high levels of competition, achievement and pleasure. However the collectivistic culture has a tendency to embrace the interdependency, family security, social hierarchies, low level of the competition and cooperation (Triandis, 1993). Also advertising is a type of shared or social communication. It is reflective and indicates or specifies cultural values and norms (http://lidan.y3k.org/blog/en/2004/04/kfcs-localization-strategies-in-china/). As cultural differences are reflected by the advertising and advertising appeals which are specific approaches or ways advertisers use to communicate the customers needs and wants (Bovee and Arens, 1989), should manifest such differences across the countries. Collectivism involves the subordination of personal interests to the goals of the group and stresses on sharing, cooperation and coordination and a group welfare concern (Zhang and Neelankavil, 1997). Sometimes minor differences in the culture put major impacts on the strategies of the companies which may affect positively or negatively the employees and the customers. Some cultures are very open to franchising especially for western businesses. An example is the UK and Europe. There are big franchising association or bodies in such countries for example British Franchise Association promoting and accrediting excellence in franchising and European Franchise Federation whose aims and objectives include promotion of franchising in European countries, protecting the franchise industry with Code of Ethics, encouraging and developing franchising in European countries, requesting the interest of franchising to international organisations, promoting European franchising worldwide, serving the members along with the exchange of documentation and information between the national association or federations in Europe and in the world (http://www.thebfa.org/index.asp). Such big platforms secure the franchisors even during the recession or economic downturn or situations like credit crunch periods and provide security to foreign businesses in the host countries to come and invest in a relatively risk free environment. Also franchising is cost effective, time saving, secure and easy to learn way to enter a new country. This reflects that a right foreign market entry strategy may help reduce the impacts of recession or economic downturns (if any) but also the cultural implications need to be integrated in the organisational employees strategies so that talent retention and development can be facilitated. But it is also important to note from the following paragraphs that organisational cultures are dependent on the leadership (owners) policies and practices and a consistent policy should be there to gain long lasting profitability and employees performance with minimum organisational changes. Literature reveals that KFC has faced a lot of managerial and organisational changes since KFCs inception. The changes occurred mostly due to the changes in the ownership (or better to say in the leadership). Colonel Sanders first sold KFC in 1964 to a small group of investors that eventually took KFC public. Heublein, Inc, purchased KFC in early seventies (in 1971) and was highly involved in day to day operations. R. J. Reynolds then acquired Heublein in 1982. R. J. Reynolds had a more laid back approach and allowed business as usual at KFC. Finally in 1986, KFC was acquired by PepsiCo, which was trying to grow the quick service restaurant segment. PepsiCo, which presently runs Taco Bell, Pizza Hut and KFC, has a management style and corporate culture significantly different from that of KFC. PepsiCo has a consumer product orientation. In 1992, KFC did another reorganisation in the middle management ranks. KFC eliminated 250 out of the 1500 management positions at corporate and gave the responsibilities restaurant franchises and marketing managers (http://kelley_keith.tripod.com/mgmnt5313.html). KFC history reveals that Heublein favoured a franchising strategy but had a low RD budgets, Reynolds strategy was to leave the managers with freedom to run units with managerial expertise and PepsiCo though provided heavy financial backing to KFC but PepsiCos hard employees policies resulted in dissatisfaction, high turnover and decreased loyalty of the employees. A service business cannot afford employees dissatisfaction (Irfan, 2008 and http://lidan.y3k.org/blog/en/2004/04/kfcs-localization-strategies-in-china/ http://www.reocities.com/TimesSquare/1848/kfc.html). Literature review reveals that the weaknesses of KFC have been determined as confusing corporate direction due to selling and reselling of KFC. KFC was sold three times between 1971 and 1986. However the organisational culture of KFC and PepsiCo are conflicting with each other. KFC was based on a laid back approach while PepsiCo culture has a fast track attitude. Since the acquisition KFC employees lacked the job security that KFC employees enjoyed before. Also top management turnovers like top managers of the KFC were replaced by the PepsiCos own management have changed the organisational culture and leadership style which is creating job insecurity in the organisation (http://ivythesis.typepad.com/term_paper_topics/2009/09/kentucky-fried-chicken-and-the-global-fast-food-industry.html). In conclusion from the information above it can be revealed that mergers and acquisitions are good for business growth but when ownership changes the resulting changes in the polices and culture of the organisation not only threaten the employees but also develop a resistant to change. This sometimes leads to employees turnover or decreased performance. It does not mean that organisational change is not healthy for the organisational growth but there should be a reasonable frequency and in the organisational change pattern and particularly in the service business sector where employees are key resources to deliver value to the customers because losing skilled staff due to frequent change in the organisational policies (and sometimes change in organisational culture to which the skilled staff has stuck) may result in losing the right employees and business profitability and performance may decline. To conclude this further following methodology has been suggested in the literature to analyse such cases; A case study has been suggested as a useful approach when the area of research is relatively unknown (Marschan-Piekkari and Welch, 2004). It is a more flexible approach suited to different types of research questions and is most frequently used approach in business studies particularly international business. It has been suggested that case studies involve data collection through multiple primary and/or secondary sources such as verbal reports, personal interviews, observation and written reports (Marschan-Piekkari and Welch, 2004). Accordingly, the secondary research in this case study will involve written reports, journal articles, online information etc. 6.0 Methodology To conclude this further following methodology has been suggested in the literature to analyse such cases; A case study has been suggested as a useful approach when the area of research is relatively unknown (Marschan-Piekkari and Welch, 2004). It is a more flexible approach suited to different types of research questions and is most frequently used approach in business studies particularly international business. It has been suggested that case studies involve data collection through multiple primary and/or secondary sources such as verbal reports, personal interviews, observation and written reports (Marschan-Piekkari and Welch, 2004). Accordingly, the secondary research in this case study will involve written reports, journal articles, online information etc. The study will be an analytical case study involving secondary research. A number of business models and frameworks like service value chain, Bartlett and Ghoshal and Total Global Strategy George S. Yip will be used to analyse the situation at macro and micro levels. To meet the criteria for analytical approach (Dubey, 2009) the facts of information already available will be used and analysis of these facts will be done to make a critical evaluation of the material. It is important that there must be sufficient information to characterise, analyse and explain the unique features of the case, as well as to point out the characteristics and properties that are common to several cases or case studies. Finally, this approach relies on the integrative powers of research: the ability to study an object with many dimensions and then to draw the various elements together in a cohesive interpretation (Marschan-Piekkari and Welch, 2004). So where the area of research is relatively not known a more flexible approach which can suit the different types of research questions will be a case study approach. Also through secondary research the already available information and data is used and analysed to answer the research question but important issue is to understand that the data and information should be sufficient enough to analyse the unique features of the issue or case. 7.0 Limitations There are following limitations in this case study; Being a case study it will be focused on one company only and can give no additional analyses for the competitors business situations. Primary research is not part of the methodology in this case study. Primary research can add value by validating the past or historical information (gathered by the secondary research) under current business circumstances.

A Portrait of the Artist as a Young Man :: Portrait Artist Young Man

A Portrait of the Artist as a Young Man    The mind wanders, on occasion, through many processions of thought. When at the beginning of this text, A Portrait of the Artist as a Young Man by James Joyce, I found it difficult to follow young Stephen's meandering thoughts with any semblance of comprehension until I finished reading the novel. I then began to research the novel and Joyce and realized the significance of these seemingly random thoughts. These are the thoughts of a budding artist in infancy.    As Stephen matured, so did his thoughts. His struggle with self is central to understanding the novel. Without any indication of any other person's thoughts, Stephen's thoughts provoke our own to fill in where Joyce left the narrative blank. His struggle with self deals with religion, sin, sexuality, and prudence. Courage may be added to this list, but to a lesser extent. Stephen feels it is sufficient to hide and keep silent more than to stand on a soapbox and say what he thinks to a crowd.    Many of his mannerisms are learned responses from earlier dealings with schoolmates and family. In Chapter 1, line 30, Stephen hides when he is in trouble for something unknown to the reader. He hides his emotions on lines 81 and 82 of chapter 1 when his mother is crying as she leaves him at school. He attempts to hide his shame, on lines 259-265 in the same chapter, at not knowing the correct answer between kissing his mother or not doing so.    These learned responses of defense are somewhat, but not completely ignored when his thoughts begin to mature and he forms his own philosophy of what is beautiful through the study of others (Chapter 5, Lines 1161-1469). He speaks openly, to Lynch at least, about what beauty is and what art is. Later, also in Chapter 5, he speaks openly to Cranly about religion and his lack of belief therein. He believes that Cranly is friend enough not to tell others that Stephen is, what might have been considered, a heretic.

Tillie Olsen’s I Stand Here Ironing Essay -- Olsen Stand Here Ironing

Tillie Olsen’s I Stand Here Ironing Tillie Olsen was born in Omaha, Nebraska, in 1913, the child of political refugees from Russia. Olsen dropped out of school at the age of sixteen to help support her family during the depression. She became politically active in the Young Communist League and was involved in the Warehouse Union’s labor disputes in Kansas City. Her first novel, Yonnondio, about a poor, working-class family, was begun when she was nineteen. While writing the novel over the next four years, she gave birth to her first child and was left to raise the baby alone after her husband abandoned her. She married Jack Olsen in 1936 and had three more children. She remained politically active and held down various jobs while raising her family throughout the 1940s and early 1950s. In 1953 she was finally able to return to writing after her youngest child started to school. Olsen enrolled in a fiction writing course at San Francisco State College in 1953. She won a creative writing fellowship for 1955 and 1956 from Stanford University. Her first book of short stories, Tell Me a Riddle, was published in 1961, which established her reputation as a feminist writer. The 1970s brought Olsen more notoriety with several grants and creative writing fellowships. In 1974 she published the still-unfinished Yonnondio. A collection of essays about various circumstances which silence literary creation, Silences was published in 1978. Though Olsen’s body of published work is considered small, her short stories from Tell Me a Riddle, which include "I Stand Here Ironing," have been included in over fifty anthologies and have been translated into many different languages. "I Stand Here Ironing" is an autobiographical story of the r... ... (1134). Olsen works in numerous details to illustrate the sacrifices she made in her life. But instead of guilt, anger, or martyrdom, the author exudes a sense of powerlessness as she sees her daughter drift out of her mother’s emotional reach. As the title suggests, Olsen is literally ironing clothes in the story, but she includes the iron as a metaphor for the helplessness she feels as a woman struggling to support her family in a male dominated society. In a sense, Olsen is the clothing lying helpless before the iron of society and she lives for the day that her daughter will overcome the life-draining domesticity of generations of women who precede her. Work Cited Charters, Ann, ed. The Story and It’s Writer. Boston: Bedford, 1999. Olsen, Tillie. "I Stand Here Ironing." The Story and It’s Writer. Ed. Ann Charters. Boston: Bedford, 1999. 1129-1134.