The Modest Proposal Assignment Example | Topics and Well Written Essays - 250 words

The Modest Proposal - Assignment Example 3. The tone is satirical. Swift uses symbols and gestures which does not hit directly into the point but requires one to imagine and understand what he means. For example he says, â€Å"I have been assured by a very knowing American of my acquaintance in London, that a young healthy child wells nursed is at a year old a most delicious, nourishing, and wholesome food, whether stewed, roasted, baked, or boiled; an I make no doubt that it will equally serve in a fricassee or a ragout† (Swift). This means that a child born in a wealthy family is likely to succeed in life more than born in a poor life. 6. Swift presented evidence of the poor and the suffering. The title of the article is okay but if fails to prove the recommendations required solving the challenges faced by the poor mothers and their children. 9. In overall, it is a good piece of work. It is challenging and it certainly drives the point home. However, Swift should have provided recommendations like curbing inequality, theft, hunger, and distribution of resources in addition to offering quality education to the society as a way of curbing the

Read the document I send you carefully Essay Example | Topics and Well Written Essays - 1500 words

Read the document I send you carefully - Essay Example With every market structure, however, comes advantages and disadvantages of adopting that particular choice. There are mainly four types of market structures with â€Å"perfect competition†on one extreme and â€Å"monopoly†on the other (Baumol, 1961, p.142. Furthermore, â€Å"monopolistic competition†and â€Å"oligopoly† are those salient structures that are counted asthe moderate ones. In this paper, we will be focusing primarily on the Perfect markets. It will incorporate an analysis ontheir relation to consumer demand and the comparison to any other market structure in the economy. PERFECT COMPETITION AND MARKET DEMAND Perfect Market: Perfect competition is â€Å"a very large number of firms producing a standardized product.† (McConnel&Brue, 2004) This means that a perfect market is that structure which entails numerous extents of â€Å"buyers and sellers† for selling the same kinds of product. Besides this, there are several other noticea ble characteristics of a perfect market that are being listed below: In competition oriented perfect market, there are groups of buyers and sellers who are involved. ... Lastly, there is perfect information about prices and technology among both the sellers and buyers. (Besanko&Brauetigam, 2010, p.330) The Perfect Market and the Demand Curve: The demand curve of a perfect market is perfectly elastic which means that it is a horizontal line. â€Å"The price elasticity of demand (PED) for a good is a measure of the degree of responsiveness of the quantity demanded to a change in the price, ceteris paribus.† (Quek, 2011, p.2). It happens so because of the fact that the presence of small firms in the market makes it difficult for them to influence the pricing fluctuations of the goods and services that they offer. This leads to an inflexible proposition of prices of products to the consumers and thus, a perfectly elastic demand curve is achieved in this context. The figure below illustrates the demand curve: Figure 1: Chart showing perfectly elastic demand in a perfect market (Source: Google Images) Quek propagates thatâ€Å"demand curve in a per fectly competitive firm is also its marginal revenue curve† (2011, p.2). â€Å"Marginal revenue†can be understood as the revenue received by selling one extra unit of production. The demand curve and marginal revenue curve are equivalent in a perfect market competition since the price of goods and services are preciselythe same. The demand curve is identical to the average revenue as well in a perfect market because each product is sold at the same price i.e. the average of the total production. An increase in the price of products in a perfect market leads to the quantity demanded of that product to rise to infinity while a decrease in price leads to the quantity demanded of the product to fall to zero. This is also

Week 7 Assignment Busn 420 Essay Example for Free

Week 7 Assignment Busn 420 Essay Since this class is going to be part of my major and all the reading and the concept of business law, it will be very helpful for my major as well. In this 7 weeks I have learned about contracts, verbal, electronics and some others that I know are going to be part of my every day tasks, also at the mean time where to go or to do at a specific court house too. The knowledge that I got since taking this class and the way Im going to analyze the legal aspect of my career. Also the differences in how each states have they own business law (courts) and how to apply for them too. Like common law that I never heard about this law and what constitute to business, in my own I made a lot of mistakes before because I didn’t know what I know now about how or which type of business should I have or where to go, the difference among corporations or in which way I could be affected if anything happens. How partnerships will affect the relations with my partners specially if they are members of my family or friends. I personally had a LLC Corporation and to tell you the true I didnt know the meaning or the privilege of having a LLC Corporation like I do now, I know that the steps that I need to do now if I would like to have or open another corporation and all because of this class. This time I know I wont make the same mistakes I made in the pass, specially signing contract or agree to something I dont know, and learn how to identify remedies available ac cording to each states too, for example UCC SALE OF GOODS and to make sure the contract is valid or had been made according to the law or with ARTICLE 2 SALES OF THE UCC. All this knowledge that I obtained in this class its making me a better professional businessman, I will handle and perform better in any position management, also knowing and dealing with everything this class thought me I will challenge anything, by know what to do or where to go(courts) that deal with any legal matter (business law) Im ready. Thanks.

A Case Study Of Standard Chartered Bank

A Case Study Of Standard Chartered Bank This chapter provides an introduction of the study with the main areas presented including the importance of communication in an organisation, branding, intranet, the problem statement, purpose, research questions, limitations and assumptions that will govern the study. Background of the Study Communication is an organisational asset which has a big impact on the success of the business. Communication serves a number of important functions in an organisation such as sharing and clarifying goals, identifying how goals are to be achieved, exerting control, motivating others, developing a sense of community and commitment, sharing information and creating common understanding. It is estimated that employees spend about four fifth of their working life communicating (Ferreira, 2006). Communication in the organisation is central to the success of the business and must be taken into consideration in a quest to increase organisational competitive advantage. According to a study conducted in the U.S. by Watson Wyatt, a human resources consulting firm, companies that communicate more effectively with their employees have a lower turnover rate (on average 33.3 percent) than those that communicate less effectively (average 51.6 percent) (Ewing, 2007). Du Plessis and Boshoff (2008, p.3) defined internal communication as the communication between people working together to achieve individual or collective organisational goals. Internal communication, also referred to as organisational communication, is the process of communication between the people within the organisation (Scheffer Crystal, 2008). Internal communication process is used to maintain good relationships, describe tasks, give instructions and communicate the goals and philosophy of the organisation (Ferreira, 2006). Effective internal communication is a major contributor to the success of change initiatives in organisations. In particular, at the individual level, appropriate in ternal communication helps employees to understand both the need for change, and the personal effects of the proposed change (Goodman Truss, 2004). The study of internal communication is arguably one of the fastest growing areas within the field of communication, with a 25-30 percent growth rate in the past five years. In fact, studies indicate that organisations are pointing to effective internal communication as an influential factor in business success (Cees, Berens, Dijkastra, 2005; Holtz, 2006). Internal communication is defined as the formal and informal communication taking place internally at all levels of an organisation (Kalla, 2005, p.304). Research on internal communication is cross disciplinary, and the number of available definitions reflects this fact. Internal communication can be termed as internal marketing, organisational communication, employee relations (Quirke, 2000), management communication, internal media, cross-departmental communication (Greenbaum, Clampitt, Willihnganz, 1988), business or corporate communication (Kitchen, 1997), strategic communication (Argenti, 2007) or integrated internal communic ations (Kalla, 2005). Welch and Jackson (2007) view internal communication from a stakeholder approach and define it as the strategic management of interactions and relationships between stakeholders at all levels within organisations (p. 183). Literature spanning the last 10 years suggests that good internal communication management is one of the pivotal steps towards successful and productive communication within an organisation (Holtz, 2006; Karian Box, 2006; Cees et al., 2005; Quirke, 2000a; Tourish Hargie, 2000a). Welch and Jackson (2007) state that; internal communication management includes participation in communication, its direction and the content of communication (p.184). However, participation and direction of communication is strongly influenced by the hierarchical structure of the organisation where issues of status, power, rank and prerequisites often cloud the form and content of upward communication (Silburyte, 2004, p.192). Today, organisations are adopting flatter more dynamic structures which have more inclusive participation from all levels of the organisation (Silburyte, 2004) as well as varied content including new developments, organisational achievements, appraisal discussions and employee roles, noted previously in Welch and Jacksons four dimensions of internal communication (see Table 2.1). Similarly, Quirke (2000a) also suggests that internal communication can be shared across different organisational departments and likens it to a jigsaw where each section is responsible for a piece of the internal communication puzzle (i.e. the core departments within an organization). This metaphor suggests that internal communication is more than the realm of corporate communication and is involved in all areas of the organisation. Branding In the modern global competitive environment, corporate branding has become an important source of sustainable competitive advantage and a central element of corporate strategy (Balmer Gray, 2003). It includes core values cherished by a company, its corporate culture, identity, business model, people and it can be described as -the visual, verbal and behavioral expression of corporate identity and business model (CicvariĆ¡, 2006). The corporate branding strategy determines the manner in which a company will fulfill its mission and vision, and realize value for its stakeholders (Jarventie-Thesleff et al, 2011). It is most often expressed through the so-called brand promise which the company has to live and maintain in everyday business, to all stakeholders (Aaker, 2004). In delivering the value and brand promise, as well as in the application of each branding strategy, a strategic part is played by the companys employees (from top management to those on lower-level positions, who co-operate daily with different stakeholders. The employees role becomes clear when considered in conjunction with the corporate branding strategy framework, which is not only the products and services it sells, but it also represents what the company does and actually is, (i.e. a functionally and emotionally rounded unity). Due to intensive technological changes, the life cycle of products and services has a declining tendency, so corporate branding becomes the cornerstone for building and maintaining relations with stakeholders. One the other hand, the corporate reputation definition; describing reputation-as a set of relatively long-term impressions, attitudes and emotions of individuals or groups in respect of an organization, established through experience or partially credible indirect information, in the context of personal and social expectations, which impacts intentions or behavior of individuals or groups in connection with that specific organization (Vlastelica BakiĆ¡, 2012), helps to grasp the significance of employees in the establishment of beliefs and attitudes of the companys other stakeholders. The value of corporate branding and reputation yields benefits for the company which increases its financial performances and market value on the long run. This represents valuable reso urces which competitors cannot copy or imitate. Aside from reputation, being the organizations intangible capital, another precious resource that is unique and attributable to one company only involves its employees, their knowledge, abilities and skills. Kotler Wong, Saunders and Armstrong (2005) define a brand as a name, term, sign, symbol, or design, or a combination of these, that identifies the maker or seller of a product or service and seeks to differentiate them from those of competitors. The brand is more or less the essence of an organization that informs the customers choice to interact with one brand over another. It is therefore clear that by focusing more efforts on branding, organisations can attempt to differentiate themselves more in the minds of customers and potential customers by increasing the value propositions associated with their brands and create a strong brand image and presence in the market thus giving them a stronger competitive advantage. Fernandez (2004) defines a corporate brand as the institutions image, reputation, financial assets, performance and people. Thus, the corporate brand of an organisation tells us what to expect from the organisation as a whole the set of values, promises, standards and characteristics of an organisation as embodied in the brand. It is thus the totality of the organisation and what it represents and what it hopes to achieve through provision of goods and services in the ordinary course of business. A brand can thus be said to constitute the collection of associations in the mind of a customer connected to the brand e.g. quality, friendliness, added value, superior service among others and such are what can greatly differentiate between similar products and services. The value of these associations, their uniqueness and relevance are an indication of the power of the brand. The underlying brand promise is what many organizations are looking to further underscore and highlight in their increased branding efforts to retain existing customers and attract more customers. One key element of effective employer branding is internal branding. Internal branding is only effective when internal audiences are reached with the message of the organizations values, through effective communicational efforts and when top management also exemplifies the same. Employees cannot be expected to show what they do not know. The service sector particularly has woken up to the fundamental importance of engaging employee commitment in delivering customer satisfaction and loyalty. The service sector does not provide tangible products/output that customers can take away with them and experience on their own; their experience with an organizations brand is through interacting with the organizations staff. There has been a shift in the branding world as explained by Vargo and Lusch (2004) to a new orientation known as service branding which is more balanced in its outlook. It considers both brand identity (internal) and brand image (external); highlighting the importance of st aff in the service encounter. The banking sector is one area where service branding is very vital. Customers experience of the brand begins the moment they walk through the doors of the banking hall and in their dealing and experience with the banks employees. Thus, the way they are treated while in the banking halls, response to their queries, promises made and fulfillment of the same all contribute to their perception of the brand and indeed affect their loyalty to the brand. Hence, there is a need to have employees that fully understand the brand in order to deliver more superior and unique brand experience to the customers in line with the organizations mission and vision. Overview of the Banking Industry in Kenya The banking industry in Kenya is governed by the Companies Act, the Banking Act, the Central Bank of Kenya Act and the various prudential guidelines issued by the Central Bank of Kenya (CBK). The banking sector was liberalized in 1995 and exchange controls lifted. The CBK, which falls under the Minister for Finance, is responsible for formulating and implementing monetary policy and fostering the liquidity, solvency and proper functioning of the financial system. As at December, 2012 there were forty six banking and non-banking institutions, fifteen micro finance institutions and one hundred and nine foreign exchange bureaus. The banks have come together under the Kenya Bankers Association (KBA), which serves as a lobby for the banking sectors interests (CBK, 2013). The KBA serves as a forum to address issues affecting members (KBA, 2012). Over the period between years 2006 to 2012, the banking sector in Kenya continued to grow in assets, deposits, profitability and products offering. The growth was mainly underpinned by; first; an industry wide branch network expansion strategy both in Kenya and in the East African community region. Second; automation of a large number of services and a move towards emphasis on the complex customer needs rather than traditional off-the shelf banking products (KBA, 2012). Players in this sector experienced increased competition over the period between years 2006 to 2012 resulting from increased innovations among the players and new entrants into the market. Key players in the early stages of the operation of the Industry were; Kenya Commercial Bank(k) Ltd. (KCB), Barclays Bank of (K) Ltd., (BBK), Standard Chartered Bank (K) Ltd.(SCB), National Industrial Credit Bank (NIC), National Bank of Kenya (K) Ltd. (NBK) a nd Co-operative Bank of Kenya (Co-op bank) ( KBA, 2012). Background on Standard Chartered Bank Ltd Standard Chartered Bank Kenya Limited was established in 1911 with the first branch opened in Mombasa Treasury Square. More than 100 years later, Standard Chartered Bank is one of the leading Banks in Kenya, with an excellent franchise. It has a total of 33 branches spread across the country, 90 automated teller machines (ATMs) and 1,698 employees. Standard Chartered Bank Kenya Limited has local shareholding of about 26%, comprising about 32,000 shareholders and it is a public quoted company on the Nairobi Securities Exchange since 1989. The bank offers a variety of local and foreign currency accounts, both deposit and loan, to its customers. It has a diversified portfolio cutting across select sectors that include business services, manufacturing, wholesale and retail trade, transport and communication, real estate, agriculture, energy and water. Further underpinning its importance, Standard Chartered Bank Kenya Limited hosts the regional Shared Service Centre supporting the banks t echnology operations in Uganda, Tanzania, Zambia and Botswana and South Africa on a real time basis (Accessed from www. standardchartered.com/en/about-us). Statement of the Problem Despite its importance, few organisations devote enough time and resources to ensure that effective communication systems and processes are in place (Ferreira, 2006). Sanchez (1999) reported in the study conducted by Watson Wyatt Worldwide in cooperation with IABC Research Foundation that only 40 percent of 913 organisations which participated in the study, mainly from the manufacturing industry had formal communication strategies. Knowledge is important, not only between organisations, but also within the organisation. About 90 percent of the knowledge in any organization is embedded and synthesized in peoples heads (Smith, 2001). The transfer of knowledge is thus important in ensuring that organisational members learn from one another and also create new knowledge. Communication performance within organisations has been considered an understudied area and therefore poorly understood (Pandey Garnett, 2006) yet it is deemed a central component of effective business operations (Hargi e, Dickson, Tourish, 2004, p.5). Hargie et al., (2004) state that a lack of effective communication can contribute to a range of problems including at one end of the continuum, job dissatisfaction and stress, through to damaging strikes, operating losses, bankruptcies, production line injuries, shipwrecks, plane crashes and, at the other extreme, mass slaughter in the field of battle (p.5). Asif and Sargeant (2000) undertook a study of two major United Kingdom clearing banks to explore a range of internal communication issues. Literature specifically referring to the banking industry and internal communication is scarce; however, studies have been undertaken within the last few years that suggest there is growing recognition of the importance of internal communication within this sector (Moorcroft, 2006; Wadman, 2006; Sablosky, 2005; Lennon, 2003; Asif Sargeant, 2000). According to Bierly, Kessler Christensen (2000, p.596) success does not necessarily go to the firms that know the most, but to the firms that can make the best use of what they know. Hence, for knowledge to give competitive advantage, it must be effectively transferred within the organisation (Murray Peyrefitte, 2007; Watson Hewett, 2006). Communication plays a vital role in the knowledge transfer process within the organisation (Du Plessis Boshoff, 2008). One way of managing the knowledge-transfer process is to select appropriate communication media for the property or type of knowledge to be transferred (Murray Peyrefitte, 2007). Information about the employees preferred communication methods and technologies is important in ensuring positive and effective communication (Du Plessis Boshoff, 2008; Ferreira, 2006). Research suggests that intranets should be considered a mosaic of top-down and bottom-up communication with distributed ownership (Dasgupta, 2001). A study carried out by Papasolomou and Vrontis (2006a) on the UK retail bank industry concluded that the problems linked to the branding of intangible offerings can be overcome through an emphasis on the effective implementation of Internal Marketing (IM). The study found out that since employees play a valuable role in the delivery and strengthening of corporate service brands UK retail banks have placed greater emphasis on IM in order to deliver the brands promise. A blanket approach throughout the organisation, regarding regulations on intranet usage, may not be appropriate as different business units will have different requirements. Rather a collaborative and facilitative managerial style would acknowledge diversity and individual contributions (Dasgupta, 2001), thereby allowing individual units and teams to control their own information. Studies show that the versatility and multifaceted nature of intranets has seen an increase in research that is largely multidisciplinary (Lehmuskallio, 2006); however, research into the measurement of intranet effectiveness and perceptions of the employees towards the medium is still in its infancy and is seen as a fundamental shortcoming (Jacoby Luqi, 2007). This study will therefore focus on establishing the effectiveness of intranets to communicate brand message to its internal publics within SCB limited. Purpose of the Study The purpose of this study therefore is to establish the effectiveness of intranets to communicate the brand message to its internal publics within SCB limited in an effort to find out if banks are taking the time, effort and resources to sell the brand to their internal audiences and what strategies have been employed to achieve this. Objectives of the Study This study will be guided by the following objectives: To establish whether SCB Kenya limited has adopted internal communication strategies within its organization to communicate the brand message. To find out the effectiveness of intranets in communicating the brand message among internal publics within SCB Kenya limited. To find out how employees in SCB Kenya limited integrate the organizations brand values through internal communication. Research Questions This study will undertake to answer the following questions How has SCB Kenya limited adopted internal communication strategies within its organization to communicate the brand message? What is the effectiveness of intranets in communicating the brand message among internal publics within SCB Kenya limited? How do employees in SCB Kenya limited integrate the organizations brand values through internal communication? Justification of the Study Despite its importance to corporate communications, rigorous corporate communication research about the use intranets in developing nations is limited. Effective internal communication methods and media for knowledge transfer in the service industry are important for organizations to excel. Internal communication processes are therefore used to maintain good relationships, describe tasks, give instructions and communicate the goals and philosophy of the organisation. Effective internal communication is a major contributor to the success of change initiatives in organisations. In particular, at the individual level, appropriate internal communication helps employees to understand both the need for change, and the personal effects of the proposed change. This study will act as a benchmark to influence banks to adopt excellent internal communication strategies in order to better position their employees to deliver a more superior brand experience to the customers of the bank. Significance of the Study This study will add more knowledge in terms of academic contribution and knowledge which is limited in the area of internal communication within the Kenyan banking sector. This study will act as a platform through which the policy-makers within the banking sector can formulate policies to better enhance effective internal communication. The study will be able to provide recommendations and guidance on the effective internal communication strategies that can be put in place within the banking sector. Scope of the Study This study will be an overview of the internal banking environment in the Kenyan banking sector and will seek to undertake a case study of SCB Kenya limited. The subjects of the study will be the Public relations (PR)/marketing managers/Branch managers of the 20 branches in Nairobi and the customer service managers. Assumptions of the Study The assumptions that underlie this study are that: The selected institution for the study will have some form of internal communication strategy in place used to inculcate brand knowledge among their employees. The data required for this study will be available and that the researcher will receive maximum cooperation from the expected respondents to allow for a smooth, successful and timely completion of the study. Limitations of the Study Unexpected negative response from respondents due to the fact that they might be unwilling to give out sensitive personal information. This will be mitigated through counter-checking on organizational information manuals as well as service charters. Lack of local scholarly literature on the topic as relates to banks and internal branding means that the some of the methods, concepts and models used in this study are foreign and will be adopted to suit the local experience. Definition of Terms Brand Stern (2006, p.217) argues that the word brand can be classified as both an entity and a process, depending on whether it is used as a noun or as a verb. When expressed as a noun, it is connected to a person, place, or thing; as a verb, it refers to the process of making a product meaningful (i.e., the naming or positioning of a product). Dual-function brand concepts such as brand identity and brand reputation (both used as nouns) show the flexibility of this concept. The words branding and branded, on the other hand, are used as verbs to indicate how a brands meaning changes over time. Stern further comments that in the physical world, a brand is a name or mark associated to a product while it in the minds of people refers to a mental representation or perception of a psychological meaning. This study will adopt this definition in consideration to the fact that this holistic definition reflects the fact that the brand is expressed in numerous ways, not only through marketing. Brand commitment: Burmann and Zeplin (2005, p.284) define employee brand commitment as the extent of psychological attachment of employees to the brand, which influences their willingness to exert extra effort towards reaching the brand goals. It is the degree to which employees identify and are involved with their service brand, are willing to exert additional efforts (extra touch) to achieve the goals of the brand and are interested in remaining with the organisation. Corporate communication: Steyn and Puth (2000, p.5) define corporate communication as managed communication on behalf of the organisation, aiming to increase organisational effectiveness by creating and maintaining relationships with stakeholders. Internal branding: According Drake, Gulman, and Roberts (2005) and Thomson, de Chernatony, Arganbright and Khan (1999), internal branding is the practice of selling and promoting the brand to the internal audiences of an organisation, i.e. its employees in order to be instrumental in influencing employees attitudes and shaping their behaviours to be aligned with a brand, by creating employees understanding of brand values and engaging them in living brand-reality. Internal customers: This is the concept of customer-service provider relationships inside the organisation; employees providing a service to other employees or departments in the organisation as opposed to providing a service to clients external to the organisation. Services should be provided to fellow employees and departments with the same commitment to customer satisfaction as for external clients (Gronroos, 2000, p.307; Landman, 2005, p.7). Internal communication: Du Plessis and Boshoff (2008, p.3) defined internal communication as The communication between people working together to achieve individual or collective organisational goals. Internal communication, also referred to as organisational communication, is the process of communication between the people within the organisation (Scheffer Crystal, 2008). Intra-organisational communication: Intra-organisational communication is the channels and systems of communication within the organisation. It entails the continuous design of interaction between all members of an organisation forming an all-inclusive device that joins people and structures within that organisation. Intra-organisational communication forms part of internal communication. Internal communication includes many configurations and disciplines of communication, for example interpersonal communication, intrapersonal communication, intra-organisational communication and management communication (Van der Walt in Verwey; Du Plessis, Barker, 2006, p.264; Landman 2005, p.7). Service marketing: Gronrooss (2000, p.7) perspective on service marketing describes it as an organisation taking the view that an enhanced offering is required to support the customers value-generating processes and that the core solution of a physical product, service or combination of services and goods, is not sufficient to differentiate the offering from those of competitors. Landman (2005, p.8) defines service marketing as an approach to an organizations market that recognizes that the external customer becomes an active part of its processes, and that an organisation in its totality and in all its facets determines the quality of service delivered to the customer. CHAPTER TWO LITERATURE REVIEW Introduction This chapter presents the review of related literature. According to Chandran (2004), the aim of literature is to provide the researcher with knowledge and understanding of the conceptual and analytical framework in their field of study. This chapter examines, analyzes and adds to the knowledge advanced by various scholars in regard to the effectiveness of intranets to communicate the brand message to its internal publics within Standard Chartered Bank of Kenya. It highlights various works in relation to the study. It looks into current literature on theory and practice in relation to internal communication strategies adopted by banks to its internal publics. Internal Corporate Communication Internal communication within an organisation is dependent on a number of factors including the type of industry; the structure of the organisation; organisational culture and managerial style (Kitchen, 1997; Quirke, 2000). Holtz (2006) noted that, in the past, company communication, typically in the form of publications, consisted of the four Bs: birthdays, babies, brides and bowling scores. In marked contrast, today, the function of internal communication includes the transmission of organisational goals, activities, new developments, achievements and personal contributions as well as strategic visionary messages (Welch Jackson, 2007). Welch and Jackson (2007) suggest the function of internal communications has four dimensions: (1) internal line management, (2) internal team peer communication, (3) internal project peer communication and (4) internal corporate communication (as illustrated in Table 2.1 on page 18). Table 2.1 Internal communication matrix Dimension Level Direction Participants Content Internal line management communication Line managers/ supervisors Predominantly two-way Line managers-employees Employees roles Personal impact e.g. appraisal discussions, team briefings Internal team peer communication Team colleagues Two way Employee-employee Team information, e.g. team task discussions Internal project peer communication Project group colleagues Two way Employee-employee Project information e.g. project issues Internal corporate communication Strategic managers/top management Predominantly one-way Strategic managers-all employees Organizational/corporate issues e.g. goals, objectives, new developments, activities and achievementsSource: (Welch Jackson, 2007, p.185) These four dimensions emphasize that the content of internal communication has moved from the four Bs into all areas of the organisation including strategic goals and personal development. In addition to the content, the four dimensions also highlight the two-way relationship between employees and managers at all levels of the organisation and the importance of internal communication to organisational success (Tourish, Wilson, 2002; Zetterquist Quirke, 2007) with effective internal communication leading to improved productivity, reduced absenteeism, increased levels of innovation, higher quality of services and products and reduced costs (Argenti, 2007). A 2002 study of internal communication in 100 leading blue-chip companies found that 38 percent of internal communication teams were governed by the human resources department (Quirke, 2003). Four years later a 2006 online survey of internal communications conducted by Melcrum, an internal communication research and training organisation, alternatively proposed that of the 1,149 respondents from different industries and locations, 44 percent state internal communication is the governance of the corporate communications department (Dewhurst, 2007). Kalla (2005) suggests that suggests that there are four domains of integrated internal communication; business, management, corporate and organisational. Business communication addresses the communication skills of all employees, management communication focuses on the development of the managers communication skills and capabilities, corporate communication focuses on the formal corporate communication function, and organisational communication addresses more philosophically and theoretically oriented issues Management Communication Business Communication Corporate Communication Internal Communication Organiz

The American Flag Essay -- Informative Essay

First I would like to include some information about our american flag and how it came about. In the British colonies of North America before the Revolution, each of the 13 colonies had its flag. On Jan. 2, 1776, the first flag of the United States was raised at Cambridge, Mass., by George Washington. Known as the Grand Union flag, it consisted of 13 stripes, alternate red and white, with a blue canton bearing the crosses of St. George and St. Andrew. Congress, on June 14, 1777, enacted a resolution â€Å"that the Flag of the United States be 13 stripes alternate red and white, that the Union be 13 stars white in a blue field representing a new constellation.† On Jan. 13, 1794, Vermont and Kentucky having been admitted to the Union, Congress added a stripe and a star for each state. Congress in 1818 enacted that the 13 stripes, denoting the 13 original colonies, be restored and a star added to the blue canton for each state after its admission to the Union. All of the state s and territories of the United States also have their own flags. Betsy Ross created the first flag. Betsy would often tell her children, grandchildren, relatives, and friends of the fateful day when three members of a secret committee from the Continental Congress came to call upon her. Those representatives, George Washington, Robert Morris, and George Ross, asked her to sew the first flag. This meeting occurred in her home some time late in May 1776. George Washington was then the head of the Continen...

Eamon De Valera :: essays research papers fc

Eamon de Valera, although born in New York City, in the United States of America, devoted his life to help the people of Ireland. As he once said it, â€Å"If I wish to know what the Irish want, I look into my own heart.† De Valera loved Ireland and its people with a deep and lasting passion. It was he, probably more than any other person in their history, who helped that country win freedom from British rule and then shaped its history well into the twentieth century.   Ã‚  Ã‚  Ã‚  Ã‚  De Valera’s mother, Catherine Coll, usually known as Kate, came to the states in 1879, at the young age of twenty-three. Like so many other Irish immigrants of that time, she had suffered from poverty, and even hunger, in her native land and saw America as a place where she could go to try and get a fresh start. She first took a job with a wealthy French family that was living in Manhattan. This is where and when she met Vivion Juan de Valera. He was a Spanish sculptor who came to the home of her employers to give music lessons to the children.   Ã‚  Ã‚  Ã‚  Ã‚  In 1881, the couple married. A little over a year later, while living at 61 east 41st Street, Kate Coll de Valera gave birth to the couple’s only child. His name was Edward, called by Eddie at first, but would become known to the world by the Irish variation of that name, Eamon.   Ã‚  Ã‚  Ã‚  Ã‚  Always in poor health, Vivion de Valera left his young family behind him and traveled to Colorado, hoping that perhaps the healthier air would help him out. Within a few months he died. Now a widow, Kate went back to work, leaving Eamon in the care of another woman who also had come from the tiny village of Bruree, in County Limerick. Later in his life, Eamon would remember occasional visits from, as he knew her, a woman in black, which ended up being his true mother. Kate de Valera decided that Eamon would be better cared for by her family back in Ireland. Before long he found himself away from noise of Manhattan, living in Bruree in a one-room house with mud walls and a thatched roof. Living with him were his grandmother, his twenty-one-year-old uncle, Pat, and young Hannie, his fifteen-year-old aunt. Shortly after Eamon arrived, the family moved to a cottage, built by the Irish government for farm workers, but it was only a little bit larger.

Walmart Essay -- GCSE Business Marketing Coursework Essays

Walmart Case Definition of Main Problem: There can be no argument that Wal*Mart has revolutionized the discount retailing industry. Furthermore, CEO Glass and COO Soderquist have stepped in at the helm of this company and continued to take it in the right direction by quadrupling sales and profits from 1987 to 1993. The main problem they now face is how to sustain their phenomenal performance, and becoming number one has magnified this issue. No longer can they just sneak into small towns where the only competition is the local merchant’s shop. No longer can they copy larger companies like Sears and J.C. Penny’s because of their size and scope. The fact is, Wal*Mart is bigger than these companies and their direct competitors Kmart and Target are doing everything in their power to close that gap. They are lurking not so quietly in the shadows, benefiting from Wal*Mart’s past choices, successes, and failures. They are there to blow the whistle if Wal*Mart steps outside the lines. Wal*Mart may be growing, but at a rate under 10% for the first time in years. Shareholders are concerned, the press is relentless, and many obstacles lie in their path if they hope to continue the trends Sam Walton set so ambitiously in 1962. Analysis: With one of their main issues being sustained profitability, Wal*Mart is at a critical time in their life. They are no longer the hero, a place commonly reserved for competitors striving to be number one, because Wal*Mart is number one. No one can debate how effective they have been in getting here. Through their focus on superior technology and low cost leadership, Wal*Mart reigned supreme. They are redefining Porter’s five forces model in the discount retailing industry, and are in the enviable position of having first mover’s advantage. Yet this blessing is also a curse. By virtue of their efficient, effective system and its proven success, companies like Kmart and Target are watching closely and both emulating and improving upon this system. An analysis of the five forces model will show Wal*Mart’s main competitive advantages in supplier power and barriers to entry. A look into their distribution centers and how they have been instrumental in reducing supplier power will be followed by an analysis of how effective first mover advantage has been and where they must take it next. Early in the history of... ...rn to introduction and growth as opposed to decline). Thirdly, there are areas both domestic and abroad relatively untouched by Wal*Mart: large cities. Though it may seem like untapped potential in these markets, it is not recommended to expand in these highly populated areas. The axiom, â€Å"If it ain’t broke, don’t fix it,† applies: If Wal*Mart were to do an about-face and start expanding in this form, it would send mixed signals about not only changes in the corporate strategy, but also about the future of this conglomeration of stores. This is especially poignant at this volatile time in the price of their stocks. They should also be extremely cautious in the acquisition of existing discount retailing companies. As the industry becomes more concentrated, Wal*Mart’s selectivity in large acquisitions extends beyond just profits. Many times, Wal*Mart could better spend their resources by improving existing stores or building new ones because they can build them around their ideologies at a much lower cost than through purchasing other companies. Again, this is not to say they should not expand in this manner, just that they need to be extremely selective when doing so.