Term Paper on Poverty

Term Paper on Poverty Prejudice, affluence, and poverty in America are linked issues. Works by four authors discussed in this essay, Takaki, Fallows, Olds, and Gioia, help us to understand how the social issues of class and race are intertwined, making an analysis of both necessary for an adequate understanding of any one individually. While the authors discussed here approach the issues from different angles, their works taken side by side clearly show us how prejudice helps the affluent shrug off responsibility toward the poor, offering ‘explanations’ as to why some groups (or persons) remain in poverty and others do not. Additionally, it is argued that those living in affluence – and thus those with the means to significantly address the poverty issue – may, in fact, have a reduced awareness of the existence and reality of poverty. As a result, not only is poverty per se not addressed (we don’t address what we don’t see), but the existing myths and prejudices that help to maintain class divisions, both in society at large and embedded in our legal and social structures, remain unchallenged. However, it is only by examining both the objective nature of the current era together with prejudice and the self-justification of the affluent that one can understand how prejudice, affluence, and poverty are intertwined. The nature of money, according to Gioia’s poem titled simply â€Å"Money†, shapes the reality of life for both the rich and the poor, according to how much they have or don’t have. Gioia’s poem reminds us of the many meanings we accord to money, how we need it and spend it, and how it functions in our economy. One of the clear messages in Gioia’s poem is that money, itself, does not discriminate. It is what it is regardless of who has it, but for those who have it, it grows and multiplies. For those who don’t have it, or don’t have enough of it, it does not. If money itself does not discriminate, how do we account for the gap between those who are affluent and those who are poor? What prevents some from getting it, while others have enough for it to grow? How we answer this question, and the logic behind our answer, is very connected to policy decisions we make concerning poverty, and how effective we are in addressing it. One of our traditional explanations for the why the poor are poor and the rich are rich, according to the American ideology, is that the poor are those who have not worked sufficiently to gain money. Likewise, those who have money, according to the same ideology, are those who have been frugal, worked hard, saved, wisely invested, and who have otherwise ‘lived right’. Takaki, in his article â€Å"Race at the End of History†, provides a summary of how this is embedded in our ideology: â€Å" The American dream still holds promise to all us as Americans. Everyone, regardless of race, can make it into the mainstream through hard work and private effort. † (p. 387). This kind of definition, and the ideology behind it, makes it possible to approach policy issues in such a way that places overwhelming responsibility on those who are poor for their own plight. As Takaki points out, our emphasis is on the fact that success is to be achieved through ‘private’ means, rather than government assistance (p. 387). Addressing poverty then becomes a question of getting those who are not working hard enough, not ‘living right’, to do so. This definition of poverty allows us to say, those who have a lion’s share of wealth deserve that wealth, and those who are in poverty, deserve that poverty. Viewed this way, there is no reason, then, to seriously listen to claims of ‘glass ceilings’ or discrimination, or to look in any other way at prejudices built into our social and legal structures that unfairly increase the odds for some, and reduce them for others. How is it that, in the face of evident continued poverty among certain ethnic or racial groups, we continue to believe in this ideology? Surely, by now enough evidence of systematic discrimination, glass ceilings, and other obstacles for specific racial and ethnic (and gender) groups has shown us that the American dream as summed up by Takaki is based at least partially on a myth. Yet many people still agree with, for example, what Takaki suggests (p. 385) Francis Fukuyama’s explanation is: that poverty is a matter of cultural difference. Parillo, in â€Å"Causes of Prejudice†, and Fallows in â€Å"The Invisible Poor† each help us to understand forces at work that help to perpetuate the myth even in the face of a contradictory reality. Parillo points to prejudice and the continuation of prejudice through the socialization process. Defining prejudice as â€Å"an attitudinal ‘system of negative beliefs, feelings, and action-orientations regarding a certain group or groups of people’† (p. 548), Parillo argues that, through the socialization process, prejudicial views consciously or unconsciously adopted during childhood can then continue into adulthood, and translate into prejudicial choices and behavior in work, social life, and life choices. Additionally, widespread and generally shared prejudicial beliefs and attitudes toward specific groups can be implicitly (or explicitly) reinforced by society at large through, for example, the legal system and cultural norms (p. 557). New generations may not be alert to these subtle reinforcers of prejudicial attitudes and practices, and therefore may not question them. The prevailing stereotypes and prejudices are thus maintained and continued as they are adopted by new generations, and as they continue to be sanctified by the surrounding legal and societal framework. If children acquire their beliefs from their parents through socialization, what prevents them from questioning those values? Surely, we are not all sheep, that unthinkingly accept everything we hear. One explanation that Parillo offers (pp. 550-551) is ‘Self-Justification’, that we need â€Å"reassurance that the things we do and the lives we live are proper, that good reasons for our actions exist. † One way in which this surfaces, he argues, is through a dominant group convincing itself that it is superior to other groups, causing them to associate less frequently or not at all with those groups it deems inferior. Fallows article â€Å"The Invisible Poor† clearly shows how this phenomenon is a reality of our current era of ‘tech wealth’, describing the invisible social barrier between rich and poor people – a barrier so great as to make the poor ‘invisible’ to the rich. Within the tech wealth era, according to Fallows, the production of wealth involves fewer ‘blue collar workers’, so that those directly benefiting from it are not confronted with the realities, struggles, and needs of those less like them. In terms of economic background, there is more similarity between the ‘workers’ producing and benefiting from the new wealth. Second, the nature of work within the tech industry isolates those within it into an insulated world. Long working hours, a minimal amount of leisure time, and social lives primarily focused around those within the same world further contributes to the lack of awareness and connectedness to the rest of the world around them. Third, he points to the ‘racial meritocracy’ of the tech industry, with workers and contributors coming from all corners of the globe. He argues that this racial mix among the tech wealthy leaves them out of touch with the more basic and traditional racial tensions among the less wealthy, and the ways in which those in minority groups not associated with the tech wealthy are still disadvantaged. While Fallows offers a great deal of support for these specific phenomena of the tech wealth era as objective phenomena, which may indeed be at work, combining an analysis of these phenomena with Parrillo’s analysis of prejudice and self-justification offers a fuller understanding of our current era. Sharon Olds, in her poem â€Å"From Seven Floors Up† shows, for example, how even if there are objective forces at work such as those discussed by Fallows, there is still an attitudinal factor at work: when those more affluent are confronted with the reality of poverty, they are looking from seven floors up, through prejudice and self-justification, will more likely (however unwittingly)do not believe it could be a reality of their lives. In sum, given that money itself does not discriminate, and given the overwhelming evidence that there are obstacles to wealth other than the personal failure to achieve the ‘American Dream’, we must look for a fuller explanation of the gap between the rich and the poor. The relationship between affluence and poverty consists not only of objective forces such as new forms of wealth production or characteristics of new economic eras, but more concretely of prejudice. The very real obstacles to wealth encountered by specific societal groups, and embedded in our social and legal structures ,are not only due to the transference of values from one generation to the next, but due to the continued need for self-justification among the affluent. The product of self-justification, prejudice, is the link between affluence and poverty that needs to be analyzed and addressed if social policies concerning poverty are to be effective.

Assertive Discipline

â€Å"Miss Collin was a nasty teacher that I had when I was 6 or 7 years old and, as a result of the psychotherapy I underwent in later years, I am now able to say that this teacher is responsible for most of the psychological damage I suffered with resulting suicidal tendencies. She used terror and humiliation to keep order in the classroom and did not hesitate to use the strap as her method of control† (Warnes 1). School children shouldn†t be afraid to attend their school because the teachers humiliate students, are mean and have strict rules. The overall purpose of public schools is to provide a simple learning environment so a student can obtain a good education. All students should be treated equally no matter where they are and should have the same rights as adults so they can reach their goal of graduating. Discipline is more than keeping a group of children or young people quiet while being talked to. Preserving good behavior is certainly one aspect to discipline, for learning it in an atmosphere of confusion is difficult. Children have to learn to conform to the rules of behavior needed in a classroom. Teachers have the right to ask for a quiet class, keep the students in their seats, and have the right to discipline them if they do not cooperate. When a teacher expresses his or her thoughts, feelings, and beliefs in direct, honest, and appropriate ways that do not violate the right of others, and when the message does not humiliate, degrade, or dominate the one being talked to, he or she is using Assertive Discipline. In order for a teacher to maintain control of his or her class they must use Assertive Discipline. In order for a teacher to have his or her needs met, they can influence the behavior of the children. Without influence a teacher is â€Å"powerless† and will become â€Å"burned out. † (Canter, 2) There is no simple answer to why this happens. A number of complex factors have combined to create an environment in which teachers are having trouble in getting personal and professional needs met. Until the past decade, the teacher was looked at as the main person in the classroom by students and parents. The teacher, simply because of their role status, had respect and authority. Thus, the teacher was a â€Å"powerful† figure in the eyes of the students and could easily influence the student's behavior, often with just a look, smile, or a threat. All of that is now changed. Today, a teacher has to earn the respect of both the students and their parents. A teacher's basic techniques of influence, or discipline, is no longer as effective as getting the desired results. The discipline approaches of the 1950's and 1960's do not work with the students of the 1990's. In addition, the teacher cannot rely on the strong support of the parents anymore. Many parents are openly questioning, the education that their children are receiving, and do not feel they want to support the needs of their child's teachers. Teachers cannot get their needs met in a classroom unless they have an effective method of discipline in which they thoroughly understand and comfortable utilize. An assertive teacher is: â€Å"One who clearly and firmly communicates his or her wants and needs to his or her students, and is prepared to reinforce their words with appropriate actions. † (Canter,9) When a teacher is assertive, and clearly and firmly communicates their wants and feelings to a child, they send a clear message. This message simply states: â€Å"I mean what I say and say what I mean. (Collins, 155) Lee Canter, a child guidance specialist, has found that while most teachers make lesson plans as a routine matter, very few make discipline plans. Planning is essential to teaching well. Lesson planning is second nature to teachers. Lesson plans are part of a professional routine, and are done almost automatically when the need arises. However, planning for discipline is an entirely different story. The vast majority of teachers have learned or have been exposed to the steps involved in planning discipline programs, especially those to be used specifically with disruptive students. Because of teachers' frustrations, all we often hear is their complaining about how difficult the students really are. Such complaining may help to relieve the strain of dealing with difficult students, but it in no way helps to solve the problem. Planning your discipline efforts, and utilizing assertive principles, are as essential to teaching as a lesson plan. (Charles,128) Discipline planning will structure and guide classroom management efforts the same as lesson planning for academic efforts. Discipline plans are important and helpful to all teachers. Charles, urges to make discipline plans according to the following steps: Identify any existing or potential discipline problems, specify the behaviors you want the students to eliminate or engage in, decide on negative and positive consequences appropriate to the student and situation, and decide how to execute the negative and positive consequences. (Charles, 129) Discipline planning is the systematic applications of the assertive principles the teacher exhibits. It involves focusing your attention on any existing or potential discipline problems you may have. These discipline problems may involve an individual student, or a group of students, or an entire class. Having good discipline enables the teacher to deal assertively with their students. He or she will know how to maximize their potential influence to get their needs met, with more difficult situations it may be useful for the teacher to engage in problem-solving and discipline planning with peers, school psychologist, principle or anyone who may be familiar with the students or have successfully managed similar problems. One final area needed for discipline planning are special activities. Special activities are those activities the students do not consistently engage in, for example, field trips or assemblies. A day or so before such an activity, the teacher must have some basic discipline planning. Once again, the teacher must determine the behavior wanted and not wanted, the limit – setting and positive consequences, and how the program will be started. The assertive teacher recognizes the fact that he or she has wants and needs and has the right to get them met in the classroom. The teacher is also aware of the limitations and realizes that they have the right to ask for assistance, whether it is from the principle, parents, or peers. (Charles,37) The assertive teacher should be aware of the child's need for warmth and support. An assertive teacher is aware that a limit setting response must be delivered in as effective a manner as possible. Eye contact is very important when trying to get a point made. Whenever necessary, the teacher plans how to back up their limit setting statement with appropriate consequences. This is done in order to maximize the influence that his or her response can have on the behavior of the child. (Canter, 28) Whenever required, teachers should be prepared to back up their words with consequences in order to motivate the behavior of more difficult children. He or she is aware some children need more support than others and is prepared to give that child as much as they can. (Canter, 32). The children learn to trust and respect an assertive teacher. The children clearly know the parameters of acceptable and unacceptable behavior. This gives them an opportunity to choose how they want to behave while knowing fully what the consequences will be for their behaviors. This does not mean that every child will like an assertive teacher, and does not mean that every child will behave. Some children may still decide not behave for any reason. All that an assertive teacher can do by his or her behavior is try to establish an atmosphere where he or she maximizes the potential for a positive teacher – child relationship. The major area where being an assertive teacher helps a child is when the student has special needs or problems. This when a teacher needs to step things up a notch and become more assertive. Some teachers may lose track of their assertive potential, but they have to teach the child how to behave in the appropriate manner. (Canter, 46) One problem area where a child needs assertive discipline is when he or she is confronted with peer pressure. This is when the student's fellow peers force him or her to do something, like throw spit balls or make funny noises to win the approval of others. This problem can be solved by confronting the child and telling him what he or she is doing wrong. This problem can also be solved by giving out a punishment like, writing on the chalkboard or may be standing in the corner with his or her back turned to the rest of the class. If all else fails, the teacher may want to call the child's home and plan a conference with the student's parents. Though most teachers feel threatened and overwhelmed by parents, especially if they are pushy or manipulative, they need to take a stand and thoroughly explain the situation going on with their child. (Rich, 145) The teacher has to be assertive with the parents and the child. The teacher should not down grade the problems they are having with their child. Instead they should tell the parents the way things are. For instance a teacher should not call the child's parents and say, â€Å"we have a little problem with your son,† when in actuality, the child had a violent tantrum. The teacher should let the parents know that they need their cooperation to discipline the child at home for his tantrum. If the teacher does not tell the parents what they truly feel then the child's tantrum will be even worse the next time. The corner stone of assertive discipline is the potential positive influence teachers can have on the behavior of their students. † Hand in hand with influence goes responsibility. † (Canter, 57) When teachers accept the consequences of their potential influence they accept the consequences of their potential influence they accept the responsibility to choose, or not to choose, to utilize this potential for the best interest of both themselves and the students. Assertive teachers recognize the responsibilities they have for the children. They know they cannot assert themselves and get their needs and the children needs met. They know they can have the impact on their classrooms if they choose to do so. Other teachers choose not to accept the reality of their potential influence. Thus, they are confronted with the following situations: they place themselves in a powerless position. They view themselves as a helpless victim at the mercy of the students, their parents, the principle, and the school system. Such teachers become the complainers. They complain about everyone and everything that â€Å"victimize† them. Charles, 120) They end up blaming all of their problems on others, and never on themselves. Mandatory uniforms is an answer that some give to stop the recent and alarming rise in violence and drop out rates in our public schools. Those that support uniforms argue that uniforms disguise economic and ethnic backgrounds, so students are no longer jealous of others. The financial burden on parents is lifted. But do uniforms really give all of these benefits? Can just one change in public schools make them so much better? The wearing of uniforms in more of the nation's public schools has been a much-talked about issue recently, with President Clinton and several members of Congress voicing their support. Supporters of school uniforms say social and economic classes would no longer be revealed by students' clothing, schools will have more of a sense of community, and students' self-esteem will improve. Some gang members have hurt or murdered innocent people because of a colored item of clothing they chose to wear. Proponents assert that uniforms will reduce this type of violence in schools and, therefore, make classes safe and orderly. Uniforms have been shown to reduce absentee rates as well. In situations where there are several different financial backgrounds attending the same school students may be under pressure, and possibly ridiculed because of failure to conform to the latest fashion trends. Everybody wearing the same styles of clothes might eliminate that. In response to growing levels of violence in our schools, many parents, teachers, and school officials have come to see school uniforms as one positive and creative way to reduce discipline problems and increase school safety. They observed that the adoption of school uniform policies can promote school safety, improve discipline, and enhance the learning environment. As a result, many local communities are deciding to adopt school uniform policies as part of an overall program to improve school safety and discipline. California, Florida, Georgia, Indiana, Louisiana, Maryland, New York, Tennessee, Utah and Virginia have enacted school uniform regulations. Even though social and economic barriers can be torn down, some schools have not had as much success. In fact, implementing mandatory school uniforms can be dangerous because it provides the community with a false sense of security. It is like putting a small bandage on an enormous wound, instead of attempting to find ways to truly deal with the bleeding. Although this can happen, uniforms prove to continue to be a success. In a recent study of uniforms in Georgia Schools, eighty percent of students stated that they did not feel that the uniforms reduced fights and 68. % felt that uniforms did not help to make them feel a part of school. I myself would not feel at any way individually squashed if I were made to wear a uniform. Everyone must look at the main issue pertaining to this topic. Our lives, without our individuality is meaningless. I would be more than willing to wear a uniform to school and be safe and let my personality express my individualism, and be judged for what I am than to be judged and be put into a life threatening situation for what color I was wearing.

Facebook vs. Twitter Essay

In the age of technology, trends come and go almost instantaneously. The trend of the decade; Social Media. Ten years ago when someone thought of Social Media, he or she only thought about Myspace. Today, however, Myspace is an afterthought, and there are two new faces atop the Social Media world. These new faces are Facebook and Twitter. They may seem very similar but they are extraordinarily different in their overall structure, their friend/follower format and their communication layout. Even though Facebook and Twitter are both set up to make it easier for people to communicate, they are structured much differently. Facebook, on one hand, gives the operator the total ability to customize his/her wall. From favorite foods to relationship status, Facebook truly has it all. One can write a vague description of his or her life in the â€Å"about me† section or a detailed autobiography instead. After that, if one wants to tell what he/she is doing, he/she can write a post with no limits. Facebook, without question, gives the user the ability to completely customize his/her page; whereas Twitter is set up in a much more basic format using a Twitter Feed. A twitter feed is basically a wall in the vaguest sense. The user can write a brief biography, which has a maximum amount of characters about oneself on the top of his/her page. Also one can â€Å"tweet† his/her thoughts, in limited characters as well, to depict what he/she is thinking. So Twitter is far les s user friendly than Facebook. In addition to the differences in structure, Facebook and Twitter also have different friend/follower formats. Essentially, Facebook and Twitter are set up differently in the way friends are made. Facebook is set up in such a way that one can find his or her friends and send a friend request, and if one’s friend accepts, the website lists that person in the user’s friends list. Once that person has friends, he or she can use a privacy setting where only the user’s friends can see his or her wall. In this way, Facebook lets users know what his/her friends are doing. On the other hand, Twitter is set up with the concept of followers. This means if one wants to add another user as a friend, all the user must do is click â€Å"follow†. Any user can follow another user which will allow him or her to see what that user is doing. Lastly, Facebook and Twitter have different communication setups. Both Facebook and Twitter allow  users to send direct messages to f riends, but both websites have different ways to communicate. Facebook allows users to post on another user’s wall to start a conversation. As well as using posts, one can also comment on a friend’s post. If a user is interested in one of his or her friend’s posts, the user can simply click the comment button to say what is on his/her mind. Twitter on the other hand, does not give its users as many ways to communicate. In addition to the already stated direct messaging Twitter only allows its users to tag their friends in a tweet to talk. If they do not want to direct message, they can publically message them. So in the communication aspect, Facebook definitely has the advantage. On the surface, Facebook and Twitter seem alike but they are definitively different. Facebook and Twitter each have different structures, friend/follower formats, and communication layouts. Facebook is much more user friendly allowing its users to fully customize their walls and statuses in an unlimited amount of characters, giving the user complete control of their wall. Also, Facebook is much more private in the ability to accept a friend request which gives that user to view one’s profile. Twitter on the other hand has a much simpler layout with very little privacy.

A.Critically review the way in which the Management and employees have Essay

A.Critically review the way in which the Management and employees have responded to the way in which Geotechnical Instruments Ltd has changed its working pract - Essay Example Other benefits are the healthy eating program and a healthcare plan which covers everything from dentistry and marriage guidance and an IT training suite. Even their canteen is equipped with a widescreen TV, subsidized lunches and a pool table! (Katbamna 2006) If we will notice, most of the changes mentioned in the case study are employee-oriented. This may have helped the employees to take the changes more lightly. Having a new management may cause problems like high stress, misdirected energy, conflict and resistance from the current management and the workforce of a company or organization. But in the case of Geotechnical Instruments Ltd., more changes are focused on the employees. That is a major factor by which the employees are highly motivated, causing them to respond positively to the new regime and to accept the changes implemented by the said management. Moreover, Draper was awarded â€Å"Best Boss† for 2006 by Working Families, a work/life balance organization. (Katbamna 2006) That may have strengthened the trust and the respect of the management and of the employees to him. Also he has been with the company for twenty years and that means that people there know him already. That, somehow lessened the â€Å"shock of the new and unknown†, one of the possible sources of resistance to change. In an organizational culture, the leader should have a vision and steps on how to realize and uphold the practices of an organization. The charisma of the leader is his main characteristic. It is the ability to move others to trust him and become loyal to him. (School of Communication, Information and Library Studies) Paul Hersey’s and Kenneth Blanchard’s â€Å"life-cycle† theory, a situational leadership theory states that the style of the leader depends on the self-motivation of the subordinates. It says that â€Å"Relatively "immature" subordinates require autocratic leadership;

Almarai Dairy Foods Company Essay Example | Topics and Well Written Essays - 1500 words

Almarai Dairy Foods Company - Essay Example The fresh milk and laban produced by the company soon became two of the high demanded products in the markets of Saudi Arabia. The process of centralization took place in 1990s when the management started to centralize the structure of the company by replacing the decentralized plants by central processing plants. The state-of-the-art infrastructure plays a great role in the success of this dairy products producing company. Along with the infrastructure, the distribution mechanisms also hold great importance in the success of the company. Some of the main dairy product categories produced by the Almarai include dairy liquids, yogurt, cheese, butter, ghee, tomato pastes, fresh cream, custards, bakery products, and some chicken products. All of the products produced by Almarai are of high quality and that is the major reason behind the success of the company. Almarai is also the first dairy company in the world, which has been certified by the ISO 9002 quality standards. The title of t he website is the name of the company. The developer of the website is a renowned web development company, Media Plus. Although the name of the developing company has been listed on the website but there is no proper way to contact the developers. However, one can contact the company’s officials regarding any concern through messages. The link, contact us, has been placed on the home page of the website. The illustrations are appropriate and informative. The line, Quality you can trust, has been placed on the top of the first page of the website which gives a clear picture of the quality standards of the company. The overall design of the website is simple and easy to understand. The layout of the website is attractive as it gives a real feeling of a dairy company’s website. The website is also easy to navigate. The introduction of the company is appropriate. One can understand the nature and history of the company very easily by reading the introduction. Moreover, the introduction is written in simple English, which make it easy for everyone to understand the content. Seven links are placed on the home page of the website. In every link, there are some further links which take us to the details of the main link. For example, when we open products page, we can click on each product and can get detailed information of the product. This is a very attractive and informative aspect of the website. The text is normal. It is not very large so that it can occupy large place of the screen. Everyone can read the text without any difficulty. The text is also in contrast with the background color. For example, the links are written in white color whereas the background color for the links’ area is blue. The links’ sub-topics have been developed very well. The sub-topics are not linked in turn to other sites. The links work very well. One can get information about the required things by clicking on the relevant links. The website does not prese nt any specific viewpoint. It just presents facts about the company’s products, financial information, history, news etc. One can find useful information about the products, brands, and details of the products. The only drawback regarding the website is the time that it takes to open the links. The links do not get opened very quickly. Nadec Nadec is the biggest agricultural joint stock public company of Saudi Arabia. The company was founded in 1981. Nadec delivers high quality nutritious products to the customers. Along with agricultural products, such as, wheat,

Critical Analysis - Southern Discomfort & Waterway Industries Lab Report

Critical Analysis - Southern Discomfort & Waterway Industries - Lab Report Example The company needs to improve its performance and Return on Investments (ROI) to stay in the business. Under these circumstances, the company’s management is faced with only two options: Either to stay on in Oconomo with a substantially reduced operating budget, or to relocate the plant to Mexico where future profit margins are more assured. The primary type of change that needs to be brought about in the Oconomo Plant is a conspicuous transformation in people’s culture, attitudes and approach to work. This has assumed significant connotations, because the plant is now going through a very critical phase where, even its very future existence hangs on a balance. If the management is not in a position to convince the labour to accept lower wage rates, the plant may have to be moved to Mexico, thus endangering the jobs of nearly 520 employees. (Wallace 1996). Jim Malesckowski, President of the company has to deal with the challenging tasks of negotiating with a well organised and strong Labour Union while seeking to introduce changes in the work culture and remuneration of the labor force. The Wisconsin plant could be saved by changing the work culture and ethos of the work force and by convincing them that the reduction in wage rate would be beneficial to the labour force in the long run. The major underlying cause for the Union leaders’ resistance to change stems from the fact that they fear that changes would result in downsizing and lay-offs, or even the use of a person for multiple jobs, in order to gain maximum productivity from him. Fear of job losses or labour exploitation may be the underlying reasons for the Trade Union leaders’ reluctance to allow changes in the organization. The management has sought to dispel this fear by informing the Union about cross-training schemes after which a person would be able to undertake job

Women are the Stronger Sex Essay Example | Topics and Well Written Essays - 750 words

Women are the Stronger Sex - Essay Example Women are more nurturing than men because they have to be. Women care for others. This does not mean men do not have the capacity to nurture, but women as a majority have a greater capacity. Women take care of children, the sick, and elderly family members. One author reveals: Over the years, women have won access to the paid workplace, but they have yet to win the social change that truly acknowledges the contributions of unpaid care to the economy and society. Nurturing or caring for another individual involves things not considered manly. An example would be changing diapers, either a child or a parent. Some men do changes diapers, but all women with children change diapers. Women have to nurture, which make them the stronger sex. Women are also physically stronger, not in strength but in health and living with more illness. In the US, a woman’s life expectancy is 79 years, while a man’s life expectancy is 72 years (Cromie). Women live longer than men worldwide. Cromie states, â€Å"While men die from their diseases, women live with them." Although women live longer, they develop â€Å"arthritis, osteoporosis, and diabetes†. This attests to the physical endurance of women. Recently, women have been urged to only donate whole blood, not plasma. In Oklahoma, women have been prohibited from donating plasma. This is due to an antibody that women develop when they are pregnant but are immune to, but men are not. This has caused complications in transfusions, leading to pulmonary problems. Their bodies are stronger than that of a man.

Classic airline and marketing Essay Example | Topics and Well Written Essays - 500 words - 1

Classic airline and marketing - Essay Example After insignificant loss in this sector, many of the airline companies utilized this chance and have emerged as the top players in the airline business. The financial crisis also contributed to aggravate the situation and paved the way for the decline of this airline company. However, they have recorded earnings of over eight billion dollars and this has given scope for revival. These profits are not insignificant if one considers the crunch in travel sector due to global financial crisis. But, problems including the failure in the marketing have again caused this airline to show poor performance. They found a decrease of 10% relating to the shareholders. Again, due to the global economic crisis, the board of directors of Classic Airlines has been forced to decrease the rates by 15%. They has also been a little hesitant to improve their marketing technologies. These made them to pay badly and struggled to withstand in the current competition. The company has also failed to provide su itable offers to attract customers to their services. Most of the other companies came up with numerous offers on hands to attract new customers and retain the old ones. Thus, the previous loyal customers and some of the frequent flyers started to migrate to other airlines that offered them higher value in their services and are also ready to travel for low prices. When Classic Airlines has sensed this idea, they were not able to implement a marketing plan to retain their loyal customers because of the rate problems. They were not able to run their operation on a cost that the other companies offer. Thus, the marketing tactics to retain the reputation of the company among the passengers did not bear any fruits. Currently, Classic Airlines are not able to find an alternative to escape from their dilemma. They are not ready to reduce the cost from what they have decided in their budget. They are now trying to

Personal art statement Example | Topics and Well Written Essays - 500 words

Art - Personal Statement Example As time passed by, I realized that my work is the only means for me to contribute to the society I live in and I came to wonder what my work could do for people and how it could make their lives better. Whereas helping people as an artist is a great thing, it was not enough to meet my purpose of life. I have often wondered about the gap between art and real life, and I wish to make the lives of the people better through art. Art and Interior design are closely related and the latter helps me in bridging the gap between art and real life. In other words, my artistic life as an interior designer can help me accomplish my dream to make the lives of the people better. Thus, I have chosen the study of Interior design, because I believe that I can help people as an interior designer. Interior design is closely connected with fine art and I am greatly excited to learn it. In fact, learning interior design gives me more pleasure and satisfaction than that of fine art. However, I greatly believe that my fine art background helps me to be more creative and successful in interior design. My great interest in drawing has helped me in developing a positive mental framework towards interior design. Like most other kids, I used to draw and paint during my childhood.

WA3 Assignment Example | Topics and Well Written Essays - 500 words

WA3 - Assignment Example Halmann and Steinberg (1) explain that Earth has blanket like atmospheres that prevent heat from the solar radiation directed from the sun to the earth. The authors point out that the atmosphere maintains the temperature of the earth at 15 degrees Celsius. However, without atmosphere, the temperatures would have been lower, approximately -19 degrees Celsius. This fact can be explained clearly from the lower surface temperatures of the moon. The moon has no atmosphere making it inhabitable, unlike the earth. The earth surface is warm due to blanket like atmosphere; the atmosphere is created by gases in the atmosphere of the earth. The gases are referred to as greenhouse gases because their capability to trap heat. Some of the gases behind the earth’s atmosphere are carbon dioxide and water vapor. Other greenhouse gases include nitrous oxide and methane (Greenhouse Effect). Some of the greenhouse gases mentioned above are carbon dioxide and water vapor. Carbon dioxide CO2 as name suggest has a carbon atom and two-oxygen atoms. Two atoms of oxygen are bonded to CO2. As a molecule, all the three atoms are bonded making it easy to absorb energy from the sun inform of infrared radiation. The infrared radiation is absorbed by the molecule and so the molecule vibrates. Vibrating molecule loses the previously absorbed radiation easily which in turn another molecule absorbs it. This goes in the cycle and in the end the infrared radiation is not lost, therefore, the surface of the earth is kept warm. Nitrous oxide, methane and water vapor does the same as carbon dioxide. Their molecules absorb and lose heat because they are loosely bounded to compound atoms (Greenhouse Effect). Greenhouse gases previously in 19th century were seen as natural functioning gases with positive effects. However, in mid 20th-century people became more concern with greenhouse gases due change of climate and increasing temperatures. Some greenhouse gases such as carbon dioxide,

Creating the Guiding Coalition Essay Example for Free

Creating the Guiding Coalition Essay Major transformations are often associated with one highly visible individual. Consider Chryslers come back from near bankruptcy in the early 1980s, and we think of Lee Iacocca. Mention Wal-Marts ascension from small-fry to in ­dustry leader and Sam Walton comes to mind. Read about IBMs efforts to renew itself, and the story centers around Lou Gerstner. After a while, one might easily conclude that the kind of leadership that is so critical to any change can come only from a single larger than life person. This is a very dangerous belief. Because major change is so difficult to accomplish, a powerful force is required to sustain the process. No one individual, even a monarch-like CEO, is ever able to develop the right vision, communicate it to large numbers of people, eliminate all the key obstacles, generate short-term wins, lead and manage dozens of change projects, and anchor new approaches deep in the organizations culture. Weak committees are even worse. A strong guiding coalition is always needed-one with the right composition, level of trust, and shared objective. Building such a team is always an essential part of the early stages of any effort to restructure, reengineer, or retool a set of strategies. 1. Going It Alone: The Isolated CEO The food company in this case had an economic track record between 1975 and 1990 that was extraordinary. Then the industry changed, and the firm stumbled badly. The CEO was a remarkable individual. Being 20 percent leader, 40 percent manager, and the rest financial genius, he had guided his company successfully by making shrewd acquisitions and running a tight ship. When his industry changed in the late 1980s, he tried to transform the firm to cope with the new conditions. And he did so with the same style he had been using for fifteen years that of a monarch, with advisors. King Henry had an executive committee, but it was an information-gathering/dispensing group, not a decision-making body. The real work was done outside the meetings. Henry would think about an issue alone in his office. He would then share an idea with Charlotte and listen to her comments. He would have lunch with Frank and ask him a few questions. He would play golf with Ari and note his reaction to an idea. Eventually, the CEO would make a decision by himself. Then, depending on the nature of the decision, he would announce it at an executive committee meeting or, if the matter was somehow sensitive, tell his staff one at a time in his office. They in turn would pass the information on to others as needed. This process worked remarkably well between 1975 and 1990 for at least four reasons: (1) the pace of change in Henrys markets was not very fast, (2) he knew the industry well; (3) his company had such a strong position that being late or wrong on anyone decision was not that risky, and (4) Henry was one smart fellow. And then the industry changed. For four years, until his retirement in 1994, Henry tried to lead a transformation effort using the same process that had served him so well for so long. But this time the approach did not work because both the number and the nature of the decisions being made were different in some important ways. Prior to 1990, the issues were on average smaller, less complex, less emotionally charged, and less numerous. A smart person, using the one-on-one discussion format, could make good decisions and have them implemented. With the industry in flux and the need for major change inside the firm, the issues suddenly came faster and bigger. One person, even an exceptionally capable individual, could no longer handle this decision stream well. Choices were made and communicated too slowly. Choices were made without a full understanding of the issues. Employees were asked to make sacrifices without a clear sense of why they should do so. After two years, objective evidence suggested that Henrys approach wasnt working. Instead of changing, he became more isolated and pushed harder. One questionable acquisition and a bitter layoff later, he reluctantly retired (with more than a small push from his board). 2. Running on Empty: The Low-Credibility Committee This second scenario I have probably seen two dozen times. The biggest champion of change is the human resource executive, the quality officer, or the head of strategic planning. Someone talks the boss into putting this staff officer in charge of a task force that includes people from a number of departments and an outside consultant or two. The group may include an up-and-coming leader in the organization, but it does not have the top three or four individuals in the executive pecking order. And out of the top fifteen officers, only two to four are members. Because the group has an enthusiastic head, the task force makes progress for a while. But all of the political animals both on and off this committee figure out quickly that it has little chance of long-term success, and thus limit their assistance, involvement, and commitment. Because everyone on the task force is busy, and because some are not convinced this is the best use of their time, scheduling enough meetings to create a shared diagnosis of the firms problems and to build trust among the groups members becomes impossible. Nevertheless, the leader of the committee refuses to give up and struggles to make visible progress, of ­ten because of an enormous sense of dedication to the firm or its employees. After a while, the work is done by a subgroup of three or four mostly the chair, a consultant, and a Young Turk. The rest of the members rubber-stamp the ideas this small group produces, but they neither contribute much nor feel any commitment to the process. Sooner or later the problem becomes visible: when the group cant get a consensus on key recommendations, when its committee recommendations fall on deaf ears, or when it tries to implement an idea and runs into a wall of passive resistance. With much hard work, the committee does make a few contributions, but they come only slowly and incrementally. A post-mortem of the affair shows that the task force never had a chance of becoming a functioning team of powerful people who shared a sense of problems, opportunities, and commitment to change. From the outset, the group never had the credibility necessary to provide strong leadership. Without that credibility, you have the equivalent of an eighteen-wheeler truck being propelled by a lawn mower engine. Meanwhile, as this approach fails, the companys competitive position gets a little weaker and the industry leader gets a little farther ahead. 3. Keeping Pace with Change: The Team The central issue in both of these scenarios is that neither firm is taking into account the speed of market and technological change. In a less competitive and slower-moving world, weak committees can help organizations adapt at an acceptable rate. A committee makes recommendations. Key line managers reject most of the ideas. The group offers additional suggestions. The line moves another inch. The committee tries again. When both competition and technological change are limited, this approach can work. But in a faster-moving world, the weak committee always fails. In a slow-moving world, a lone-ranger boss can make needed changes by talking to Charlotte, then Frank, then Ari and reflecting on what they say. He can go back to each of them for more information. After making a decision, he can communicate it to Charlotte, Frank, and Ari. Information processing is sequential and orderly. As long as the boss is capable and time is available, the process can work well. In a faster- moving world, this ponderous linear activity breaks down. It is too slow. It is not well enough informed with real time information. And it makes implementation more difficult. Todays business environment clearly demands a new process of decision making (see figure 4-1). In a rapidly moving world, individuals and weak committees rarely have all the information needed to make good non routine decisions. Nor do they seem to have the credibility or the time required to convince others to make the personal sacrifices called for in implementing changes. Only teams with the right composition and sufficient trust among members can be highly effective under these new circumstances. Decision making in todays business environment This new truism applies equally well to a guiding change coalition on the factory floor, in the new-product development process, or at the very top of an organization during a major transformation effort. A guiding coalition that operates as an effective team can process more information, more quickly. It can also speed the implementation of new approaches because powerful people are truly informed and committed to key decisions. So why dont managers use teams more often to help produce change? To some degree, a conflict of interest is involved. Teams arent promoted, individuals are, and individuals need unambiguous track records to advance their careers. The argument I was on a team that doesnt sell well in most places today. But to an even greater degree, the problem is related to history. Most senior-level executives were raised managerially in an era when teamwork was not essential. They may have talked team and used sports metaphors, but the reality was hierarchical-typically, a boss and his eight direct reports. Having seen many examples of poorly functioning committees, where everything moves slower instead of faster, they are often much more comfortable in sticking with the old format, even if it is working less and less well over time. The net result: In a lot of reengineering and re strategizing efforts, people simply skip this step or give it minimum attention. Then they race ahead to try to create the vision, or to downsize the organization, or whatever. But sooner or later, the lack of a strong team to guide the effort proves fatal. 4. Putting Together the Guiding Coalition The first step in putting together the kind of team that can direct a change effort is to find the right membership. Four key characteristics seem to be essential to effective guiding coalitions. They are: I. POSITION POWER: Are enough key players on board, especially the main line managers, so that those left out cannot easily block progress? II. EXPERTISE: Are the various points of view-in terms of discipline, work experience, nationality, etc.-relevant to the task at hand adequately represented so that informed, intelligent decisions will be made? III. CREDIBILITY: Does the group have enough people with good reputations in the firm so that its pronouncements will be taken seriously by other employees? IV. LEADERSHIP: Does the group include enough proven lead ­ers to be able to drive the change process? This last concern, about leadership, is particularly important. You need both management and leadership skills on the guiding coalition, and they must work in tandem, teamwork style. The former keeps the whole process under control, while the latter drives the change. (The grids in figure 4- 2 depict various combinations of leadership and management that may or may not work.) Profiles of four different guiding coalitions A guiding coalition with good managers but poor leaders will not succeed. A managerial mind-set will develop plans, not vision; it will vastly under communicate the need for and direction of change; and it will control rather than empower people. Yet companies with much historical success are often left with corporate cultures that create just that mind-set that rejects both leaders and leadership. Ironically, great success creates a momentum that demands more and more managers to keep the growing enterprise under control while requiring little if any leadership. In such firms, much care needs to be exercised or the guiding coalition will lack this critical element. Missing leadership is generally addressed in three ways: (1) people are brought in from outside the firm, (2) employees who know how to lead are promoted from within, or (3) employees who hold positions requiring leadership, but who rarely lead, are encouraged to accept the challenge. Whatever the method chosen to get there, the end result-a team with leadership skills-must be the same. Never forget: A guiding coalition made up only of managers ­ even superb managers who are wonderful people-will cause major change efforts to fail. The size of an effective coalition seems to be related to the size of the organization. Change often starts with just two or three people. The group in successful transformations then grows to half a dozen in relatively small firms or in small units of larger firms. In bigger enterprises, twenty to fifty may eventually need to be signed up. 5. Qualities to Avoid-or Manage Carefully Two types of individuals should be avoided at all costs when putting together a guiding coalition. The first have egos that fill up a room, leaving no space for anybody else. The second are what I call snakes, people who create enough mistrust to kill teamwork. At senior levels in most organizations, people have large egos. But unless they also have a realistic sense of their weaknesses and limitations, unless they can appreciate complementary strengths in others, and unless they can subjugate their immediate interests to some greater goal, they will probably contribute about as much to a guiding coalition as does nuclear waste. If such a person is the central player in the coalition, you can usually kiss teamwork and a dramatic transformation good bye. Snakes are equally disastrous, although in a different way. They damage the trust that is always an essential ingredient in team ­work. A snake is an expert at telling Sally something about Fred and Fred something about Sally that undermines Sally and Freds relationship. Snakes and big egos can be extremely intelligent, motivated, and productive in certain ways. As such, they can get promoted to senior management positions and be logical candidates for a guiding coalition. Smart change agents seem to be skilled at spotting these people and keeping them off the team. If thats impossible, capable leaders watch and manage these folks very carefully. Another type of individual to at least be wary of is the reluctant player. In organizations with extremely high urgency rates, getting people to sign on to a change coalition is easy. But since high urgency is rare, more effort is often required, especially for a few key people who have no interest in signing on. Jerry is an overworked division-level CFO in a major oil company. Conservative by nature, he is more manager than leader and is naturally suspicious of calls for significant change because of the potential disruption and risk. But after having performed well at his corporation for thirty-five years, Jerry is too powerful and too respected to be ignored. Consequently, his division head has devoted hours over a period of two months attempting to convince him that major change is necessary and that Jerrys active involvement is essential. Halfway through the courtship, the CFO still makes excuses, citing his lack of both time and qualifications to help. But persistence pays off, and Jerry eventually signs up. It can be tempting to write off people like Jerry and try to work around them. But if such individuals are central players with a lot of authority or credibility, this tactic rarely works well. Very of ­ten the problem with signing up a Jerry goes back to urgency. He doesnt see the problems and opportunities very clearly, and the same holds for the people with whom he interacts on a daily basis. With complacency high, youll never convince him to give the time and effort needed to create a winning coalition. When people like Jerry have the qualities of a snake or big ego, a negotiated resignation or retirement is often the only sensible option. You dont want them on the guiding coalition, but you also cant afford to have them outside the meeting room causing prob ­lems. Organizations are often reluctant to confront this issue, usu ­ally because these people have either special skills or political sup ­port. But the alternative is usually worse-having them undermine a new strategy or a cultural renewal effort. Afraid to confront the problem, we convince ourselves that Jerry isnt so bad or that we can manoeuvre around him. So we move on, only to curse ourselves later for not dealing with the issue. In this kind of situation, remember the following: Personnel problems that can be ignored during easy times can cause serious trouble in a tougher faster-moving, globalizing economy. 6. Building an Effective Team Based on Trust and a Common Goal Teamwork on a guiding change coalition can be created in many different ways. But regardless of the process used, one component is necessary: trust. When trust is present, you will usually be able to create teamwork. When it is missing, you wont. Trust is absent in many organizations. People who have spent their careers in a single department or division are often taught loyalty to their immediate group and distrust of the motives of others, even if they are in the same firm. Lack of communication and many other factors heighten misplaced rivalry. So the engineers view the salespeople with great suspicion, the German subsidiary looks at the American parent with disdain, and so on. When employees promoted up from these groups are asked to work together on a guiding coalition during a change effort, teamwork rarely comes easily because of the residual lack of trust. The resulting parochial game playing can prevent a needed transformation from taking place. This single insight about trust can be most helpful in judging whether a particular set of activities will produce the kind of team that is needed. If the activities create the mutual understanding, respect, and caring associated with trust, then youre on the right road. If they dont, youre not. Forty years ago, firms that tried to build teams used mostly in ­formal social activity. All the executives met one anothers families. Over golf, Christmas parties, and dinners, they developed relationships based on mutual understanding and trust. Family-oriented social activity is still used to build teams, but it has a number of serious drawbacks today. First, it is a slow process. Occasional activity that is not aimed primarily at team building can take a decade or more. Second, it works best in families with only one working spouse. In the world of dual careers, few of us have enough time for frequent social obligations in two different organizations. Third, this kind of group development process tends to exert strong pressures to conform. Political ideas, lifestyles, and hobbies are all pushed toward the mean. Someone who is different has to conform or leave. Groupthink, in the negative sense of the term, can be a consequence. Team building today usually has to move faster, allow for more diversity, and do without at-home spouses. To accommodate this reality, by far the most common vehicle used now is some form of carefully planned off-site set of meetings. A group of eight or twelve or twenty-four go somewhere for two to five days with the explicit objective of becoming more of a team. They talk, analyse, climb mountains, and play games, all for the purpose of increasing mutual understanding and trust. The first attempts at this sort of activity, about thirty years ago, were so much like a kind of quick-and-dirty group therapy that they often did not work. More recently, the emphasis has shifted to both more intellectual tasks aimed at the head and bonding activities aimed at the heart. People look long and hard at some data about the industry and then go sailing together. A typical off-site retreat involves ten to fifty people for three to six days. Internal staff or external consultants help plan the meeting. Much of the time is spent encouraging honest discussions about how individuals think and feel with regard to the organization, its problems and opportunities. Communication channels between people are opened or strengthened. Mutual understanding is enlarged. Intellectual and social activities are designed to encourage the growth of trust. Such team building outings much too often still fail to achieve results. Expectations are sometimes set too high for a single three day event, or the meeting is not planned with enough care or expertise. But the trend is clear. We are getting better at this sort of activity. For example: Division president Sam Johnson is trying to pull together a group of ten people into an effective change coalition for his consumer electronics business. They include his seven direct reports, the head of the one department in the division that will probably be at the center of the change effort, the executive VP at headquarters, and himself. With great difficulty, he schedules a Week-long meeting for all ten of them , start with a two-day Outward Bound type of activity, in which the group lives together outdoors for forty-eight hours and undertakes strenuous physical tasks like sailing and mountain climbing. During these two days, they get to know one another better and are reminded why team ­work is important. On days three to five, they check into a hotel, are given a great deal of data about the divisions competitors and customers, and are asked to produce a series of discussion papers on a tight time schedule. They work from 7:30 a.m. to 7:00 p.m., mostly in ever-shifting, but not randomly chosen, subgroups. From 7:00 to 9:30 each evening they have dinner and talk about their careers, their aspirations, and other more personal topics. In the process, they get to know one another even better and begin to develop shared perspectives on their industry. The increased understanding, the relationships built on actual task achievement and the common perspectives all foster trust. Recognizing that this successful week-long activity is just the beginning of a process, Sam hosts another three-day event for the group a few months later. Two years after that, with turnover and promotions changing the makeup of his group, he puts together yet another carefully planned retreat. Just as important, in between these very visible activities, he takes dozens of actions designed to help build the trust necessary for teamwork. Rumours that might erode goodwill are confronted with lightning speed and accurate information. People who know each other least well are put together on other task forces. All ten are included as often as is prac ­tical in social activities. Q: Was this easy to do? A: Hardly. Two of the ten in this case were very independent individuals who couldnt fathom why they should all go climb mountains together. One was so busy that scheduling group activities seemed at times impossibility. One had a borderline big ego problem. Because of past events, two didnt get along well. Yet Sam managed to overcome all of this and develop an effective guiding coalition. I think he succeeded because he wanted very much for the division to do well, because he was convinced that major change was necessary to make the business a winner, and because he believed that that change couldnt happen without an effective guiding coalition. So in a sense, Sam felt he had no choice. He had to create the trust and teamwork. And he did. When people fail to develop the coalition needed to guide change, the most common reason is that down deep they really dont think a transformation is necessary or they dont think a strong team is needed to direct the change. Skill at team building is rarely the central problem. When executives truly believe they must create a team oriented guiding coalition, they always seem to find competent advisors who have the skills. Without that belief, even if they have the ability or good counsel, they dont take needed actions. Beyond trust, the element crucial to teamwork seems to be a common goal. Only when all the members of a guiding coalition deeply want to achieve the same objective does real teamwork become feasible. The typical goal that binds individuals together on guiding change coalitions is a commitment to excellence, a real desire to make their organizations perform to the very highest levels possible. Reengineering, acquisitions, and cultural change efforts often fail because that desire is missing. Instead, one finds people committed to their own departments, divisions, friends, or careers. Trust helps enormously in creating a shared objective. One of the main reasons people are not committed to overall excellence is that they dont really trust other departments, divisions, or even fellow executives. They fear, sometimes quite rationally, that if they obsessively focus their actions on improving customer satisfaction or reducing expenses, other departments wont do their fair share and the personal costs will skyrocket. When trust is raised, creating a common goal becomes much easier. Leadership also helps. Leaders know how to encourage people to transcend short-term parochial interests.

Communication - Pizza Essay Example for Free

Communication Pizza Essay Introduction Pizza Hut is based in Wichita, Kansas USA 19581. A woman and her two sons created pizza recipes. From here, a family friend advised the sons to open their own Pizza Parlor. 2. Pizza Hut is one of the flagship brands of Yum! Brands, Inc. , which also has KFC, Taco Bell, AW and Long John Silver’s under its umbrella. Pizza Hut is the world’s largest pizza chain with over 12,500 restaurants across 91 countries 3. In India, Pizza Hut has 133 restaurants across 34 cities, including Delhi, Mumbai, Bangalore, Chennai, Kolkata, Hyderabad, Pune, and Chandigarh amongst others. Yum!is in the process of opening Pizza Hut restaurants at many more locations to service a larger customer base across the country 4. Borrowing $600 from their mother, the two brothers purchased second-hand equipment and rented a small building on a busy intersection in Wichita, Kansas. The result of their efforts was the first Pizza Hut and the foundation for what would become the largest and the most successful pizza restaurant in the world 5. Pizza Hut franchisees exemplify the entrepreneurial spirit, which launched their system back in 1958. Through interest and initiative, the Pizza Hut system was able to develop new territories in the United States and overseas. Today, franchisees and joint-venture partnerships account for more than half of the Pizza Hut systems total units. Their development on the international front is a good indication of the growth that has characterized their system. Following the opening of the first international restaurant in Canada in 1968, the Pizza Hut restaurants quickly appeared in Mexico, South America, Australia, Europe, the Far East and Africa. Today, Pizza Hut operates in more than 100 countries and territories throughout the world 6. When Pizza Hut opened its outlet in Baroda, Gujarat they firstly thought that they should make a new pizza to the recipe of the local style in order to attract the local population. g They decided to provide the pizza according to the customer’s taste of choice7. This essay aims to answering the following question: â€Å"Should Pizza Hut open a new outlet in Baroda? † 1. http://www. pizzahut. com/OurStory. aspx 2. http://www. pizzahut. com/OurStory. aspx 3. http://220. 226. 195. 78/pizzahut. co. in/about_us. php 4. http://220. 226. 195. 78/pizzahut. co. in/about_us.php 5. http://www. pizzahut. com/OurStory. aspx 6. http://www. pizzahut. com/OurStory. aspx 7. (Manager of Pizza Hut). Personal interview RESEARCH QUESTION Pizza Hut is an established brand all over India. To increase the growth of the new outlet, Pizza Hut recently set up a new market research on the outskirts of Baroda with the investment of __ Basically, Pizza Hut firms in India send Managers to spread proper awareness about their new outlet among the customers through different types of advertising and keep the customers informed about their advancements in current outlets 10. Commercially, I expect that the opening of the new branch will lead to an increase in sales in Baroda, Gujarat, and could increase the market share of Pizza Hut. For this reason, they want to be able to successfully market their new firm when it is commercially launched. As previously mentioned, to increase its growth and successfully market their upcoming outlet, Pizza Hut has been reviewing various promotion strategies like price reduction, to increase the price in their marketing budget and increase in number of staffs 11. So increasing the production by opening the new outlet and to increase the number of staff to work in both of the outlets is a strategy that Pizza Hut is strongly considering in order to increase their growth in the domestic market 12. 8. (Manager of Pizza Hut). Personal interview 9. (Manager of Pizza Hut). Personal interview 10. (Manager of Pizza Hut). Personal interview 11. (Manager of Pizza Hut). Personal interview THEORETICAL FRAME WORK The Growth of a business can be measured in many different ways such as assets, sales revenue, operating profit, market share, value added, and number of employees 13. As information of pizzas is involved, Pizza Hut believes that what they bring new in the market is not compared with any of the products of any another firm which is selling pizza’s14. I commercially expect that the opening of the new firm will lead to increase in sales in Baroda, Gujarat, and could increase the market share of Pizza Hut. Due to this, they want to be able to successfully market their new firm when it is commercially launched. Pizza Hut aims to convince the customers to set down their new business, (target market) 15. The other promotional method used by Pizza Hut and to spread the awareness about their new outlet is to do market research. I did the market research for Pizza Hut so that they can locate their new outlet where there are more potential consumers. High income group was also asked about the opening of a new outlet, before it is brought up in the market. Pizza Hut believes that the methods used to research on opening a new outlet take hold of the attention of the customers for long time, so that they can visit the outlet frequently16. For reasons mentioned above, growth is widely regarded as the most favorable method to increase the profit level. 12. http://www. tutor2u.net/business/presentations/strategy/businessgrowth/default. html 13. (Manager of Pizza Hut). Personal interview 14. _________ 15. (Manager of Pizza Hut). Personal interview 16. (Manager of Pizza Hut). Personal interview METHODOLOGY To reach a suitable conclusion, an in-depth qualitative and quantitative analysis shall be conducted by using different business tools to the primary data as well as the secondary data collected. The primary data contains the interview of the Manager of the Pizza Hut outlet which already exists, the opinion of the customers who visit the exiting outlet and a few other people. Market research: This will contain the content of the market research and what it entails. This was conducted by me. Analysis of market research: This will contain the graph and an explanation about how many people will visit the new outlet (assumption) from the old outlets daily earning. Swot analysis: This will contain the strength, weakness, opportunity, and threats of the business for opening the new outlet. Ansoff’s matrix: A model which identifies growth strategies for a business and it is based on an analysis of their products and their market. Pest-g: This will identify the political, economical, social and technological, as well as the environmental problem of the firm. Cost analysis: Cost analysis will be conducted to find out the quantifiable and unquantifiable cost involved in increasing the personal selling. MARKET RESEARCH Market research is the collection, collation and analysis of the data relating to the marketing and consumption of the goods and the services18. Market research helps in opening the new outlet, tells us were we stand in the market and how we can improve. How many times does the customer visit Pizza Hut? Group of people |More than once a week |Once a week |Fortnight |Monthly or less | |Family |04 |20 |45 |25 | |College students |35 |50 |36 |19 | |Above 50 |00 |05 |36 |30 | |Teenagers |40 |45 |26 |17 | (18) Here the market research data is organized according to age group. |Market research done of the location |Yes |No | | |(%) |(%) | |Sayajigunj |66 |34 | |Karelibaug |68 |32 | [pic] Here I have conducted the market research for the two different areas and I have come to a conclusion that in Karelibaug there are 90% of people saying yes to open the new outlet 20. This is due to one outlet of Pizza Hut not providing delivery services to distant areas21. So if it is in that area then many people can visit the outlet and this will give more profit to Pizza Hut. As people from Fathegunj, Sayajigunj, city area and Karelibaug can visit as it will be nearer to them 22. 17. market research done by interviewing different people 18. business studies book by Dave hall pg 147 19. interviewing different age group of people 20. People gave reason that why in these two areas. 21. Told by the people staying in that area. ANALYSIS OF THE PRIMARY DATA The finding of the market research which I have done for Pizza Hut will be analyzed to identify specific market attributes such as the manner in which the customer will respond more. In addition to this, it will identify important information such as the effectiveness of the market research results given by the customers will be discovered. From this data, it will be possible to judge the weaknesses of Pizza Hut. Recommendations will then be made by me on methods which Pizza Hut can adopt to overcome these weaknesses. Once Pizza Hut overcomes these weaknesses, it will have a better chance to successfully market their new outlet, and at the same time increase the sales from their current outlet. The graph below compares the frequency of teenagers who visit Pizza Hut as opposed to college students. [pic] 22 The ratio of college student is more than teenagers23. This means that on an average, college students visit Pizza Hut more compared to the teenagers. This graph tells us how many families and those above 50 wish to go to Pizza Hut. [pic]24 22. market research done by interviewing different people 23. (Manager of Pizza Hut). Personal interview 24. market research done by interviewing different people SWOT ANALYSIS Swot analysis: swot analysis is an analysis of the internal strength and weaknesses and the external threats and opportunities that Pizza Hut faces. The swot analyses will illustrates how the external opportunities and the threats can be matched with the Pizza Hut’s internal strength and weaknesses to result in a set of possible strategic alternative. This would identify Pizza Hut’s distinctive competencies and the opportunities that the Pizza Hut is not currently taking a due to lack of appropriate resources swot means : S-strength W-weaknesses O- Opportunities T-threats Strength(S): these are the things which I observed, Pizza Hut and their staff do and which is the strength for them: They are well known for their pizzas 26. They provide good quality, taste and quick service 27. Their good service; grooming, cleanliness, and good interaction with the customers make customers want to visit them again 28. Due to their good taste and grooming, the other domestic pizza outlets try to compete and learn from Pizza Hut 29. Reputed brand, market excepted very easily, Due to the above, Pizza Hut makes good profit30. Pizza Hut has the ability to provide it’s customers with deals, offers and specials so that they can save money and get more value. This is a strength for the organization as it makes customers purchase more while receiving more value for their money. Customers use these vouchers and specials when ordering in bulk or for everyday orders. Weaknesses (W): these are the things which I observed and Pizza Hut does poorly and in which they can be affected are: During the weekends, Pizza Hut is full of customers, during that time the service is poor 31. There is little to no place for the people to sit who are waiting to be seated32. Availability of other multinational outlets like Mac Donald and Dominos will be the competitors of Pizza Hut too. 33 Opportunities (O): the directions which the business could take in future like: By opening a new outlet there will be an opportunity for growth of the business and development for employees34. If a person was previously employed by Pizza Hut and has passed the Pizza Hut course with the appropriate certificate, then they are able to receive double their salary35. Pizza Hut is a branded and a multi-national chain, therefore it allows staff salaries to be double that which is offered to other staff in other company’s36. Threats (T): the threats to a business arise from the activity of the competitors and failing to take opportunities like: Pizza Inn is the domestic pizza outlet in Baroda; both of them are doing very good profit-wise therefore Pizza Inn is a threat for Pizza Hut37. Pizza Inn is a well-known organization to the Baroda community as it also provides good quality and taste and this is a threat to Pizza Hut as this is one of Pizza Hut’s strengths. 25. business studies book by Dave hall pg 38 26. http://www. tutor2u. net/business/strategy/SWOT_analysis. htm 27. (Manager of Pizza Hut). Personal interview 28. (Manager of Pizza Hut). Personal interview 29. (Manager of Pizza Hut). Personal interview 30. (Manager of Pizza Hut). Personal interview 31. (Manager of Pizza Hut). Personal interview 32. (Manager of Pizza Hut). Personal interview 33. (Manager of Pizza Hut). Personal interview 34. interview taken while doing market research 35. (Manager of Pizza Hut). Personal interview 36. (Manager of Pizza Hut). Personal interview 37. (Manager of Pizza Hut). Personal interview 38. (Manager of Pizza Hut). Personal interview THE ANSOFFS MATRIX The ansoff matrix: The Ansoff Growth matrix is a tool that helps businesses decide their product and market growth strategy38. Ansoff’s matrix will allow the firm to consider the alternatives open to it for entering a new market or entering new product into the market39. Product | |Existing |New | |Existing |Market penetration |Product development | |New |Market development |diversification | Market Market penetration: market penetration is used to achieve the growth in the existing market with the existing product40. Market penetration uses the marketing mix to push the product which is gaining as much as market share and as quickly as possible41. Market penetration seeks to achieve four main objectives: Increase usage by existing customers, maintain or increase the market share of current products42. Pizza Hut is the branded outlet so that people use the substitute outlet less (Pizza Inn, u s pizza, Uncle Sam’s Pizza, and Dominos). Pizza Hut encourages customers to use their outlet more regularly by providing new taste to the customers43. Product development: this is concerned with marketing new or modified products in the market for the customers 44 like: Normal pizzas intend to act as a replacement for the new product which will be introduced45. Market development: this involves the marketing of the existing product in the new market such as: As Pizza Hut has one outlet already in the market, they will open a new outlet in Baroda but in a different area. They will introduce some new products when they open their new outlet. However, they will need to continue the marketing of their old and classic products along with the new products46. Diversification: this will occur when the product is developed for the new market. Diversification allows a business to move away from the trust upon the present market and product47. 38http://www. tutor2u. net/business/strategy/ansoff_matrix.htm 39oxford study course book by jo toy pg 32 39. http://www. tutor2u. net/business/strategy/ansoff_matrix. htm 40. business studies book by Dave hall pg 239 41. oxford study course book by jo toy pg 32 42. http://www. tutor2u. net/business/strategy/ansoff_matrix. htm 43. (Manager of Pizza Hut). Personal interview 44. (Manager of Pizza Hut). Personal interview 45. Manager of Pizza Hut). Personal interview 46. business studies book by Dave hall pg 239 PEST –G ANALYSIS Pest g: this will look at the external environment and the global factors that may or will affect a business. It can provide a quick and visual representation. It is usually divided into five external influences on a business-political, economic, social, and technological and green46. Political: this is concerned with how political developments, regionally, nationally and internationally might affect a business’s strategy47. Political development is not so relevant in this instance as Pizza Hut has an existing established branch which is not affected by this external factor, the political issues are not so important because they do have the outlet in India and Baroda. For opening the new outlet government factors are not important as it already has opened one outlet48. Economic: this might include the analysis of a variety of economic factors and their effect on business they include: consumer activity, economic variable, government policy, the effect of change in product and labor markets49. Pizza Hut’s outlet which is Baroda, Gujarat has competitors in Baroda, Gujarat50 however, these are not Pizza Hut branches – they are other competitors such as Dominos and Pizza Inn. These have an economic external influence as it affects the consumer activity as customers may prefer to go to Dominos if there is better service, quality and price offered. The new place suggested trough market research, there mainly the people with their families and above 30 will visit. It is not that the youth’s wont visit but there are less youth’s in that area compare to the area where the current Pizza Hut is located. Social: how is Pizza Hut affected socially? It is not likely that Pizza Hut will be affected socially as each age group visit’s Pizza Hut51. Due to the location of the old Pizza Hut site (located near commercial places) it attracts a lot variety of consumers. The new site will be located in a suburb where there are families therefore the market will be families. When a whole family eats a meal at Pizza Hut, they tend to splurge on extras such as drinks and sides. This is positive for the organization in terms of profit. However, in Karelibaug, families won’t come daily or once a week to have pizza’s so it can be affected socially. Generally in the new outlet older segment people will visite. Technological: Businesses operate in a world of rapid technological change. The organization needs to regularly review the impact of new technologies upon their activities. The product can become old-fashioned quickly. The production method can become out of date52. Pizza Hut looks that how they are different from other firms such as Pizza Inn, Domino’s pizza, us pizza and many other domestic outlets for pizza’s. Even Mac Donald’s is a competitor. One technological factor which could effect the environment is how Pizza Hut creates its products such as the production line in which a pizza is made. 47. business studies book by Dave hall pg 38 48. business studies book by Dave hall pg 38 49. (Manager of Pizza Hut). Personal interview 50. business studies book by Dave hall pg 38 51. (Manager of Pizza Hut). Personal interview 52. (Manager of Pizza Hut). Personal interview. 53. business studies book by Dave hall pg 38 COST ANALYSIS Cost analysis is currently a some what controversial set of methods in program of evaluation one reason for the controversy is that these terms cover a wide range of method, but are often used interchangeably. There are two types of cost associated with hiring new place. They are fixed cost and variable cost. Both these cot will be identified to check the financial growth of the undergoing new outlet. Both are classified as below: Fixed cost Hiring charges foe the new place Salary of the staff Minimum hiring charges of telephone. Variable cost Production cost Office usage Approximately amount of profit for the new outlet May by through which you will be able to fine out pbit (profit before interest and tax), pbt (profit before tax), pat (profit after tax). | | |Per month |Per annum | |Sales | |1350 |16200 | |- variable | |60 |720 | | |contribution |1290 |15480 | |- fixed cost | |45 |540 | | |PBIT |1245 |14940 | |- interest | |78 |940 | | |PBT |1167 |14000 | |- tax | |350 |4200 | | |PAT |817 |9800 | 55 From the above assumption we can conclude that profit on pbit is approximately equals to 65. 60% |1260 |720 | |100 |? | |= 57. 14 | This is the variable cost |1260 |540 | |100 |? | |= 42. 58 | And this is the fixed cost. Variable cost of new outlet is higher than its fixed cost about 14. 12. Contribution of new outlet is about 96% which can be calculated by following formula: |Sales |contribution | |16200 |15480 | |100 |? | |= 96 | 56 Variable cost depends upon number of units of new outlet but the fixed cost is fixed. Cost may also be defined in different class For example: production cost office cost selling and distribution cost We can include raw material cost for the pizza’s and service cost for the pizzas. In production cost all the administration expense and legal and professional charges in office expense. We can bifurcate the transportation of the delivery man and advertisement expenses as selling and distribution charges. Selling and distribution charges can depend on number of unit sold and cost up till cost of goods sold always depends on goods sold57. 55. (Manager of Pizza Hut). Personal interview 56. (Manager of Pizza Hut). Personal interview 57. (Manager of Pizza Hut). Personal interview INVESTMENT APPRAISAL Investment appraisal is the evaluation of an investment project to determine whether or not it is likely to be worthwhile. It is essential to appraise the investment Pizza Hut will undertake and to establish weather it is going to be beneficial. Below are the techniques, which will assist appraising the investment: †¢ Pay back period and †¢ Net present value Pay back period This technique assesses the number of years it will take foe the Pizza Hut to recover all their initial costs. This is a very simple tool as it ignores most of the costs the firm would incur due to opening a new outlet. The cash flow is also an approximate estimate when there are too many variable then Pizza Hut cannot control. They assume that they have more customers and 10% more profit throughout the year than what they had the previous year. There were a few assumptions made for the cash flow. These were that the machine they used to make pizza’s worked at 100% capacity and all products were sold. |Pay back period for the new outlet | |Year |Net cash flow | |0 |-10,00,000 | |1 |2,00,000 | |2 |6,00,000 | |3 |3,00,000 | |3,00,000 |12 months | |2,00,000 |? | |= 8 months | You can get 2,00,000 in 8 months so our net pay back period for investing RS 10,00,000 in new outlet is 2 years and 8 months. Analysis of pay back period. The pay back technique has shown us that it takes 2 years and 8 months to pay back for the new outlet. However, we learn form the market research and swot analysis that there are mainly people above 35 hence it would be smarter from them to do some thing which might attract the youth from other areas and influence them to visit that outlet too. Net present value Net present value incorporates the principle of time value of money by converting payments at different times to the equivalent values at the common reference time. The discount factor used is 4% as the interest they could have got from the bank currently is 4%. I then did NVP. |Year |Net cash flow |Discount factor 4$ |Present value | |0 |-10,00,000 |1 |10,00,000 | |1 |2,00,000 |0. 9615 |1,92,300 | |2 |6,00,000 |0. 9246 |5,54,760 | |3 |3,00,000 |0. 8890 |2,66,700 | Analysis of net present value The new outlet will generate ____ amount after 5 years. ORGANIZATIONAL CHANGES To effectively deal with the increase in the growth by expansion, it is necessary for there to be some internal changes. It is very necessary that the staff’s grooming should be done properly, so that they can serve the customers in a professional manner. When they open their second outlet from a single, Pizza Hut will have to keep some one on whom they can trust and can rely on and they have to shift a few staff from the present one to the opening one. As they opening a new outlet, they are turning from one into two outlets. Due to this the position of many of the staff’s have been will be changed. This change does not affect their work, they have an effective communication channels among the employees. This could be in the form of giving the staff a proper atmosphere in which they can settle easily, the changes in the outlet and the goals that the Pizza Hut wants to attain. RECOMMENDATION Starting up the new outlet, initially it will not give them that much profit but it will definitely give some. For this: 1. Pizza Hut should shift few of their staff and of course one of the leader to supervise from the existing outlet to the one which will open in the near future. 2. They should appoint few new staff for the existing outlet and also foe the future’s outlet so that the one who are new in the new outlet can get t know more from their seniors who are shifted from the existing business. 3. For marketing about their new outlet they should restructure they method in which the do the marketing. 4. The market research was done on few people in Baroda, Gujarat, and not in the whole of Baroda. So the extensive market research needs to be conducted across the whole Baroda, Gujarat to get the proper kind of information about the location. CONCULSION The report shows that Pizza Hut should pen the new outlet in Baroda, Gujarat, India. If Pizza Hut increases their staff, then it would be in a better position to serve the customers and if they shift few of their trained staff and give training to the new staff to whom they are going to appoint then they would also be in the better position. They should also shift one of the managers to the new outlet so that in case if any problem occurs then they will be able to handle it. The financial aspects of the undertaking are not the problem for the Pizza Hut as it is in a strong financial stage. But the recruitment of the new staff cold affects the staffs. The environment and the working portfolio of the staffs will be changed as Pizza Hut will reconstruct the marketing set-up. So before employing the new staff Pizza Hut should let the old staff settle into their working environment. As previously said, the personal interview were only conducted in Gujarat, and the result of this only represented he view of customers from Gujarat. Hence, the further market research needs to be done to get a broader perspective on this study. The indirect costs associated with the undertaking the project will have to ascertain. As previously mentioned, one indirect cost is that a large recruitment could lead to a decrease in the motivation of the existing staffs. Other indirect cost could be in the form of the training program for the new recruits to a specialist company, so that it is done efficiently. If the new recruits do their job well, serve the customers in the proper way, follow the training properly, are groomed very well and give the best service then this would motivate the customers to visit them again. `Graph showing the frequency of visits to Pizza Hut by college students and teenagers 0 10 20 30 40 50 60 More than once a week Once a week Fortnight Monthly or less time period College students Teenagers graph showing the frequency of visit to Pizza Hut by families and people above 50 0 10 20 30 40 50 More than once a week Once a week Fortnight Monthly or less time period Family Above 50.

Work Considered Chronicle Of A Death Foretold English Literature Essay

Work Considered Chronicle Of A Death Foretold English Literature Essay Reflective Statement: Translated from the Spanish masterpiece first published in 1981, Chronicle of a Death Foretold is a tale embossed with irony and political authority. Inspired by a true story, Marquez eloquently critiques the collective psychology of the small Columbian coastal towns residents, whose response to the murder is portrayed through a powerfully orchestrated framework of poetic beauty and literary phenomenon that preserves a chapter of history in a portrait of the 1950s community. I thoroughly enjoyed reading Marquezs work and hope my enthusiasm was conveyed to the group. Discussion focussed on how contextual factors shaped the novella. Plagued by corruption stemming from Catholicism, full appreciation of Marquezs work is dependent upon understanding of religious contexts. Ironically, blatant disregard for religious scriptures implies a superficial nature to religious devotion. I communicated how, despite claiming to be devout Catholics, the neighbourhood undermine religious attitudes by lying to avoid culpability and killing to preserve honour. The insightfully articulated point explaining how forgiveness is the main teaching in Catholicism reinforced how religion cant be used to justify honour killings since they are contradictory to Biblical teachings. We concluded that religion was being used to veil corrupt traditions and anachronistic sentiments. Marquez criticises male obligation to defend family honour. Reminiscent of a motto, there is conviction in the expression honour doesnt wait. Although women are objectified throughout, Angelas accusation that Santiago was her perpetrator remains unquestioned, perhaps because, where preservation of honour is concerned, the sentiment supersedes the action itself. Someone said that possibility of the victims innocence was irrelevant; Santiagos life compensated for the shame brought on the family. The ambiguity of biblical teachings invites misinterpretation. Wiping dirt off his guts, ironically Santiago is the only one with honour. Someone thought cultural differences made relating to characters difficult, reducing overall reading pleasure; I argued, however, time has enriched the story. Influenced by changing attitudes; when the narrator returns 27 years later to piece together the events of the murder, details are confused, suggesting that the townsfolk have altered their memories to absolve themselves of guilt and shared responsibility. Magical realism is a recurring motif. Implications of shared responsibility are shown through the enchanting way everything smells of Santiago Nasar; suggestive of the guilt that haunts the community. Poignant fantastical imagery confuses the distinction between reality and fiction and, like the investigation that inspired his work, there are many unanswered questions. 395 words Aspect: How does narrative perspective influence the readers understanding of the events? Title: Why does Marquez allow the selection of evidence to be influenced by a subjective narrator and to what extent does this complicate the readers investigation into the question who or what is responsible for the death of Santiago Nasar? Translated from the 1981 Spanish text, Chronicle of a Death Foretold is a tale embossed with irony and riddled with mystery. Inspired by a real event, Marquez critiques the collective psychology of the towns residents and their response to a cold-blooded murder. The distinction between fact and fiction is blurred by discrepancies presented within a complex narrative framework as our unnamed narrator investigates the murder. Although the journalistic style is convincing, like everything in this novel, the various accounts are not as they seem. Compounded by the absence of potentially enlightening documents, the investigation presents nothing more than a subjective compilation of inconsistencies. As the narrator rummages through a lagoon of lost causes (100) attempting to recover partial records from the original investigation, we too must piece together an impossible puzzle of narrative ambiguities. No more reliable than the members of the community desperately trying to evade respons ibility, our detective narrator filters and manipulates the evidence, imparting a fragmented report plagued with unsolved mysteries. Thus, when approaching the underlying question who or what is responsible for the death of Santiago Nasar consideration of narrative perspective is essential to see through the misleading facade worn by the community. Narrative subjectivity is shrouded by a deceptive journalistic style. His unique position as a member of the community has decisive influence on the investigation proceedings, making it difficult to establish a trusting relationship with the narrator. We learn of neither his character nor his motivations for trying after so many years to disinter the horrific events, although hopes to unearth a forgotten secret that could restore coherence to the investigation are frequently implied. Despite his meticulous research, our narrator is unable to provide any persuasive evidence; merely a subjective compilation of contradictory accounts, procured largely from sources confounded with bias. Whats more, the traditions and cultural values of the community have had subtle influences on the narrators work. Expressing an intrinsic belief in his mothers ability she had a well-earned reputation as an accurate interpreter of other peoples dreams'(2), the narrator places great value on mythical allus ions; the hyphenated adjective well-earned implying a level of respect and perhaps even admiration for her ability. Although our narrators roots and his relationships with the central protagonists add a new dimension to the investigation, ultimately, like the smell of Santiago Nasar in the memories of the characters, uncertainty lingers in the mind of the reader as a consequence of his subjectivity. One of the major challenges the narrator encounters is the limited availability of evidence; failure to procure key details left many questions unanswered during the original investigation and continues to riddle the chronicle for readers today. Responsible for the selection of evidence, the narrator controls what information is available to the reader; it is plausible that certain details remain undisclosed to protect his integrity. This is compounded by the fact only some 322 from the more than 500 (100) pages of an already deficient collection of documents were rescued by the narrator, implying the absence of details perhaps critical to the understanding of existing evidence and success of the investigation. In compensation for the lack of original evidence he interviews members of the community, but even these accounts are nebulous. Angelas mother, for example, refuses to speak of past events she went to her grave with her secret (46); her memories may have been critical in advan cing the investigation, hence the denied information incites unwelcome feelings of missed opportunity. Such feelings of despair are reflected in this poignant image that reinforces how the secrets are concealed and out of reach, with a metaphorical evocation that the truth is inaccessible. One can only imagine a grave to be a lonely place for a secret; buried deep in the ground and in total darkness, if light represents truth and understanding, this image may be symbolic of the unknown. There is also a suggestion that the community doesnt want the truth exposed as it would mean accepting a degree of culpability. More so than the reservations of key characters, it is the impossibility of retrieving certain memories that troubles the narrator. Officer Leandro Pornoy died the following year, gored in the jugular vein by a bull (53) before the narrator had the opportunity to talk to him. Here the graphic imagery is shocking and resembles something of a newspaper headline. Moreover, incl usion of gory details is consistent with the honest reporting style that veils the narrators subjectivity. Thus, the limited availability of information serves to divert the readers already gruelling journey in search of the truth; our confusion parallels that of our narrator. Used throughout the chronicle as a motif to reflect the emotional position of its characters, the weather is a topic of inconsistency, casting an element of mystery over the novel which is never explicitly addressed. Throughout, Marquez uses pathetic fallacy to convey characters attitudes. Victoria Guzman openly expressed an ardent dislike for Santiago Nasar and her lack of remorse for failing to prevent his murder is metaphorically implied in her statement, claiming It hadnt rained that day, or during the whole month of February (7); her conscience as clear as the sky in her testimony, she will continue to stand by her judgement. Reported to have been a radiant morning with a sea breeze coming in through the banana groves (2), similar values are shared by other members of the community. The positive connotations associated with this image of pastoral harmony suggest a relatively content state of mind and lack of concern. Conversely, the narrator may have been motivated by a desire t o absolve himself from the guilt haunting his conscience. Uncovering the truth would give the investigation a sense of closure, allowing Santiagos memory be left to rest in peace. Where light represents truth and knowledge, it seems apposite that the weather was funereal, with a cloudy, low sky (2). Blocking the sun in the same way answers have been concealed for 27 years, the clouds carry therefore symbolic importance. Hence, provided that questions remain unanswered, the narrator will never truly be able to rid himself of the guilt; perhaps Marquez is presenting a subtle criticism of societys values in that murder should never be justified or accepted on the grounds of honour or personal aversion. The chronicle doesnt follow the typical narrative structure. Instead, intrinsic of the investigation itself, the reader first learns of the murder in the opening sentence before journeying alongside the narrator in an attempt to discover the truth behind the tragedy; the reconstructed past fragmented as proceedings are recounted from various perspectives. Metaphorically, each shard of the broken mirror of memory (5) is a fragment of the truth that only when united can reveal the underlying truth. Meticulous investigation presents a limited picture; like a mirror, the closer the narrator scrutinises individual testimonies and solitary evidence, the more his desired answers elude him and multiple inconsistencies reveal a level of subjectivity. The narrator advocates the conviction of a foretold death because none of us could go on living without an exact knowledge of the place and mission assigned to us by fate. (97), hoping like the rest of the community, to detach himself from the si tuation, alleviating the burden of personal responsibility. The extent to which the death of Santiago Nasar can be attributed to fate, is, however, largely ambiguous. It is Marquezs use of magical realism that alludes to the number of obscure coincidences for which the only logical explanation is fate, sending the reader into a blurred conceptual zone somewhere between fact and fiction. Thus, subjectivity of our unnamed narrator in Chronicle of a Death Foretold can be seen to compromise the credibility of the narrative. The selection of already limited evidence, influenced by the narrators obligation to protect his community, further complicates the underlying investigation into the question: who or what is responsible for the death of Santiago Nasar? His motivation may have been to answer this question; however, it is difficult to identify a single offender given that the entire community is culpable to some degree. Many of the characters insist that fate is responsible for Santiagos death the narrator included, but this is merely a facade, burying the shame that would inevitably be cast upon them should they reveal the truth of how they tolerated such a brutal murder. Ultimately there is not one culprit, nor was the death of Santiago Nasar down to fate, rather it is the anachronistic traditions of the Roman Catholic community that should be criticised. Following social progression, it is difficult for the ashamed community to dwell on events of the past as no justification seems logical or indeed adequate to defend such an unthinkable murder. The collective group overshadowed and plagued the thoughts of the individual; but clearly what is popular is not always moral. His role is not to expose the truth; as a member of that community, inability to accept responsibility will prevent the narrator from ever solving the mystery surrounding the death of Santiago Nasar. Ultimately, Marquez uses the narrator as a device to question the unreliability of the communitys collective voice. (1467 Words)