Locked out of Culture Essay -- Education, Tradicional and Mainstream E

When growing up in a traditional civilization and continuing education in a mainstream environment, one can notice the work of two opposing ways of life. If one could study a traditional identity closely, one may sometimes see a mainstream identity in most of that organization’s people. Usually, a culture is any group of individuals that share the same beliefs, philosophies, and customs; identity can be defined as the image and viewpoints that others see when they look at someone. When looking into someone’s traditional organization, one can easily see two opposing identities. Similarly, Robert Bellah explains the formation of identity in his essay â€Å"Community, Commitment, and Individuality† which shows how identity comes about. Traditional society places a moral authority over its subjects, while the mainstream society does not. Such power can be seen in the Old Chinese customs inside of Maxine Hong Kingston’s essay. Her essay â€Å"No Name Womanâ₠¬  discusses a story of a Chinese mother abusing her own power to teach her daughter a lesson in morality. Some people within a group are responsible for giving power and identity; power is the ability to have more influence inside a culture at the expense of someone else. In addition, Dean Barnlund argues that because both groups want to increase their own well being, their opposing identities must clash with one another. He talks about cultural behaviors in â€Å"Communication in a Global Village.† All of these authors provide key wisdom into such things as culture, identity, and power. Customs can sometimes become a problem. One discovers that it is mandatory that one must reexamine his own identity. Until then, many problems may surface when transitioning between two contradictory cultures. In o... ...d onto the responsibility of two separate viewpoints and values systems. The statements in this essay could or could not be true. Different meanings for culture, identity, and power, may exist out in the real world. The connections made in this essay may not be true to everyone because all of us have different definitions for these key terms. Such evidence in this essay leads to a conclusion of foreseeing becoming trapped between two different styles of beliefs. We saw that, two different beliefs comes from the groups that one has associated. When compared against other people these beliefs and experiences can be held responsible, cultural problems arise. These problems make someone’s switch between organizational climates harder for an individual. Based on all of this evidence, anyone can conclude that they have become locked out of both organizational climates. Locked out of Culture Essay -- Education, Tradicional and Mainstream E When growing up in a traditional civilization and continuing education in a mainstream environment, one can notice the work of two opposing ways of life. If one could study a traditional identity closely, one may sometimes see a mainstream identity in most of that organization’s people. Usually, a culture is any group of individuals that share the same beliefs, philosophies, and customs; identity can be defined as the image and viewpoints that others see when they look at someone. When looking into someone’s traditional organization, one can easily see two opposing identities. Similarly, Robert Bellah explains the formation of identity in his essay â€Å"Community, Commitment, and Individuality† which shows how identity comes about. Traditional society places a moral authority over its subjects, while the mainstream society does not. Such power can be seen in the Old Chinese customs inside of Maxine Hong Kingston’s essay. Her essay â€Å"No Name Womanâ₠¬  discusses a story of a Chinese mother abusing her own power to teach her daughter a lesson in morality. Some people within a group are responsible for giving power and identity; power is the ability to have more influence inside a culture at the expense of someone else. In addition, Dean Barnlund argues that because both groups want to increase their own well being, their opposing identities must clash with one another. He talks about cultural behaviors in â€Å"Communication in a Global Village.† All of these authors provide key wisdom into such things as culture, identity, and power. Customs can sometimes become a problem. One discovers that it is mandatory that one must reexamine his own identity. Until then, many problems may surface when transitioning between two contradictory cultures. In o... ...d onto the responsibility of two separate viewpoints and values systems. The statements in this essay could or could not be true. Different meanings for culture, identity, and power, may exist out in the real world. The connections made in this essay may not be true to everyone because all of us have different definitions for these key terms. Such evidence in this essay leads to a conclusion of foreseeing becoming trapped between two different styles of beliefs. We saw that, two different beliefs comes from the groups that one has associated. When compared against other people these beliefs and experiences can be held responsible, cultural problems arise. These problems make someone’s switch between organizational climates harder for an individual. Based on all of this evidence, anyone can conclude that they have become locked out of both organizational climates.

Customer Loyalty in a Business To Business Context Essay

Customer loyalty is considered to be a powerful tool for most organizations in ensuring that they gain a competitive advantage in their respective industries ( Lam, Shankar, Erramilli, & Bvsan, 2004, p. 294). Customer loyalty is necessary for ensuring that organizations remain profitable while also achieving growth through reaching out to new market grounds. The importance of customer loyalty in the world of economics has developed gradually as an area of study especially business to business (B2B) environments. This is due to the need to study and identify factors that ensure customer loyalty is maintained and even increased, according to Haghkhah et al., (2013, p. 156). Haghkhah, et al., (2013, p. 156) further noted that increased competition for customers in the market signifies that business ought to react even faster and more specific to the demands and wants of clients in order to win their loyalty. For this reason, marketers in most organizations tend to focus on customer retention techniques and also to lay an emphasis on increasing their loyalty levels. In order to achieve this, B2B has offered vast opportunities to ensure that most organizations achieve their objectives of customer retention and loyalty. Thus, the latter shows the importance of understanding customer retention and loyalty as an important area of the research study. Customer loyalty is viewed as a behavior of repetitive buying and further developed moving forward with factors such as antecedents, consequences, and factors. This has led the researcher to gain an interest in conducting further research on customer retention and loyalty, therefore, this research paper will be on the various ways and techniques that organizations can implement in order to increase customer loyalty in a B2B context Customer loyalty According to Haghkhah, et al., (2013, p. 157) a high rate of loyalty in a B2B environment is a competitive advantage to the seller due to the client’s willingness to pay a higher price for goods and sensitive since they start becoming less price sensitive as a result of trust that has been gained. This means that the income generated is likely to increase and remain stable to move forward Customer loyalty is viewed as a strategy that aims at ensuring customers gain behaviour of repetitive purchasing from the same company. Customer loyalty in a B2B environment achieves a mutual reward that benefits both the customer and the organization. It is usually considered as ways of gaining competitive advantage by an organization over its competitors. Various companies have applied the strategy of maintaining customer loyalty since it is considered cheaper in regard trying to gain new customers in order to increase their revenue base. ÄÅ'ater.T & ÄÅ'ater.B (2010, p. 1322) view customer loyalty based on activities such as contract renewal, making recommendations to clients and increasing patronage in a business to business environments. They further note that these factors will likely influence the level of loyalty to clients of an organization. In other research, customer loyalty in a B2B environment is based on the experiences of the client, the future expectations that a client may have about the organization and the frequency at which a customer buys goods and services from the organization( haghkhah, Abdul Hamid, Ebrahimpour, Roghanian, & Gheysari, 2013, p. 158). Further, (ÄÅ'ater & ÄÅ'ater, 2010) notes that in order to influence the loyalty of clients in a B2B context, and then the organization has to understand the behaviour of the client and the attitude of the client. Literature review 2.1 Limitations and Gap in Literature The field of customer loyalty is one that has much information, but very little attention has been given to business-to-business scenarios. Most previous research has mainly focused on the customer’s point of view (Mascareigne, 2009). This could be because most view customer retentions as a behavioral factor. (Ranaweera & Prabhu, 2003) In any economy, businesses have to transact to perform their daily operations. Some businesses, such as audit firms, exist to serve other businesses. Extensive research on this area could aid other businesses to learn the dynamics of customer loyalty amongst themselves. A major limitation that was also experienced in the research was the over generalization of the research based on a B2B context. Since different businesses have different operations and strategies, some aspects may works for a certain sector that may not necessarily work for another. For example, concepts that may be used to increase customer loyalty in the banking sector, may no t work in the manufacturing sector. According to Buttle (2008, p. 267) commitment is defined as the relationship that exist between the two firms and is likely to be terminated at a reasonable future date. In a B2B environment, the commitment shared by the two firms is usually on a mutual agreement. Doma (2013, p. 72) notes that commitment between two firms is usually bonded by trust among the two firms. The level of trust that is usually shared by the two or more firms that conduct business affects their commitment framework. The more a firm is committed to another increases the level of loyalty shared by the two firms. Moorman & Rust (1999, p. 183) in their research notes that commitment is usually the level of effort that is put by firms in ensuring a valuable relationship enjoyed by the two firms is maintained in the long term. The relationship usually has economic benefits for the two firms in their bid to ensure they remain profitable in their operations. For this reason, there exists a belief among organizations that the relationship has economic benefits; thus efforts are put in maintaining it. However, according to Hennig-Thurau (2004, p. 463) states that many scholars tend to argue that there is no major difference between loyalty and commitment. That school of thought has been dismissed by Morgan & Hunt (1999, p. 24) who argued there is a difference between loyalty and commitment. They, however, noted that the two are related, with a commitment being an antecedent of loyalty. This means that commitment is a factor in B2B environment that will increase the level of loyalty. This also meant that the existence of commitment had a strong positive impact on the level of commitment. Shabbir et al. (2007, p. 280) in their research demonstrated that commitment is an antecedent of loyalty. They argued that commitment in the B2B environment, it played a central role in ensuring that loyalty is always maintained and even increased to higher levels. Sharma, et al. (2006, p. 77) in their study note that commitment is the situation whereby there is a desire to make a relationship stronger with another person or even group due to familiarity or even friendship has that has been developed over time due to the personal interaction that has occurred between the two over a period of time(Eakuru & Mat, 2008, p. 125). Therefore, commitment should be as a result of identifying the values that are shared commonly between two organizations. It is crucial to note that the customer will retain a relationship with another party due to the positive effect they have with the supplier. At times, a client may be forced to continue staying in a relationship with another party due to lack of valuable options that may be available to them (Fullerton, 2005, p. 1388). However, most relationships are maintained with a commitment as a result of the benefits that both parties will benefit from (Brandi, 2001, p. 67). When commitment is the guiding principle of B2B environment, and one organization performs poorly in comparison to the incumbent organization, then due to the level of commitment shared the partners are unlikely to switch to other options (Stephan , 2002, p. 20). This makes a commitment an underlying factor that will help in influencing the level of loyalty in a B2B environment (Stephan , 2002, p. 33). Akin (2012) gives an example, in comparing the loyal between customers with low loyalty and customers with high loyalty and explains that customers with high loyalty will be not be swayed by discounted prices from other suppliers. Therfore, the higher the level of commitment that will be shared between organizations an increase in loyalty levels between the organizations will be experienced. If the level of commitment is increased through activities such as contract renewal and making of recommendations to the other organization, it will in turn increase the level of loyalty enjoyed by the two firms. Therefore, if organizations want to increase the rate of exit by their clients, then they have to build a relationship that will be founded on a commitment. Commitment will in turn increase the level of loyalty in a B2B environment. This will ensure that the future of the organization is maintained as it will continue making profit. In a study conducted by CITATION Gus05 l 1033 (Gustavsson & Lundgren, 2005) they give an example whereby airline companies use their frequent flyer programs as a means to enhance repeated purchase through provision of economic incentives to ensure that they increase and also maintain loyal among their clients. 2.2 Theories and Methodologies A common principle that has emerged from the total quality management (TQM) movement is that the decisive path, to retaining customers, is to satisfy their needs (Colby, 2013). The theory holds that if by identifying what customers expect and by meeting these requirements and expectations, these customers are less likely to opt for the services given by a competitor. Past research conducted by Colby (2013) has shown a positive relationship between satisfaction and loyalty. In other words, if a client is satisfied with the services offered by a business, the client is bound to be loyal to the business. Other studies have also identified a positive relationship between service quality and customer loyalty (Van Es, 2012). However, a certain level of satisfaction does not always guarantee the desired loyalty. In a certain survey, Colby suggested four indicators of customer loyalty and this include; demographics, past behavior, perception of gain or loss of switching to a different brand and attitudes towards openness to new brands. Studying these four indicators can give a better understanding of customer loyalty. For instance, if a business expects to save on costs by transacting with another business, then they are most likely to be loyal to that particular partnership. The attitudinal approach takes a view of purchase behavior and tends to explain in terms of values, beliefs and attitudes. Deterministic theory entails the logical relationship between variables and researchers in this field are responsible for identifying which variables affect customer loyalty. It appears to be acceptable to most cognitive researchers that attitude comes before behavior in a scenario that involves repurchasing a product and is very important because attitude comes before a choice. The behavioral approach holds that internal processes cannot be measured and, therefore, have no place in research (Bennet & Bove, 2002). Understanding customer loyalty in a B2B scenario is a long term relationship regardless of the importance of the transactions. Both methods may differ in views but can be both used to understand the concept. Although customer loyalty research has evolved over the years, most of this research uses a logical empiricist paradigm(Paavola, 2006). Information about customer loyalty has been derived mainly from cognitive psychology, with theories about attitude forming most of the work. Current theoretical framework could, therefore, bring a new perspective into the loyalty research. Paavola (2006) uses the social constructionism paradigm to examine the notion of customer loyalty critically. The study gives a detailed description of customer loyalty that is based on the social reality of customers. The results imply that different types of loyalty should be taken into considerations when making managerial implementations. Categorization can also be very beneficial when it comes to future loyalty research. Most theories, which are associated with loyalty studies, deal with issues such as loyalty programs, customer satisfaction, customer value, service quality and social bonds (Jacobsen, Olsson, & Sjovall, 2004). A model constructed by Jacobsen, Olsson and Sjovall (2004) shows that social bonds have the most significant effect on customer loyalty with companies in the banking sector. The study shows that the most important factors, in maintaining customer loyalty in the banking sector, were social bonds and personnel. This is because, banking services are very similar and to survive in such as market, strong competitive personnel are required to make the right connections. The same study revealed that monetary benefits are not a significant factor in that area of business. According to Kuusik (2007), the factors, trustworthiness, satisfaction, importance of relationship and image are important factors that play a role in the different levels of customer loyalty. Traditionally, most research has focussed on either the influence of individual factors on loyalty or the nature of different levels of loyalty. It is important to not only view loyalty through behavioural criteria, but also attitudinal criteria as well. Behavioural clients could be divided into; forced to be loyal, functionally loyal and loyal due to inertia (Kuusik, 2007). For instance, in a B2B context, when a certain company is a monopoly, getting supplies from them is the only logical answer, and this forces a company to be loyal by force. Businesses can be loyal by inertia due to the importance of a certain process. If the process is of low importance, then there is practically no need to get another partner. This can happen in situations where the transaction is routine such as trash- pickup. Functionality loyalty is gained from when organizations have to partner with other organizations because they have an objective reason to be. Research has shown that inertia is a situation opposite to loyalty CITATION Aki12 l 4105 (Akin, 2012). For example, a business may select another business since they require minimal effort to reach them. Dahlgren (2005) used multivariate data analysis techniques to build a link between dimensions of brand loyalty and to capture the different levels of customer loyalty. The result showed several differences in the loyalty dimensions. In a similar study, Kuusik (2007) uses a LOGIT regression model to determine the significant factors that affect customer loyalty. The model comprises of various factors that affect customer loyalty. The study reveals that image, satisfaction, importance of relationship and trustworthiness are the most significant factors in loyalty research. According to East et al. (2005) the definition of loyalty is useful if they can be used to predict phenomena such as search, retention, and recommendation. The authors establish that combination measures of customer loyalty often act as poor indicators of consumer loyalty as compared to other singular indicators such as recommendations. Apart from viewing these combinations to be of limited value, the research also establishes that there is no form of loyalty that always predicts different loyalty outcomes and a general concept of loyalty should be abandoned (East, Gendall, Hammond, & Lomax, 2005). For instance, instead of using indicators such as loyalty programs and money rewards, researchers should either look for retention of customers and any recommendation given by them. 2.3 Identifying relationships between ideas and practice to increase loyalty in a B2B context Various ideas have been drafted in order to increase customer loyalty in a B2B context. For example, from the above review, it is noted that identification of the company’s prospects and acting on them will help in increasing the loyalty. However a company can deliver on all the needs of their clients, but the delivery of their services will influence the level of loyalty moving forward. If when delivering all the needs of their client, and they produce a poor delivery service, then this will likely lead to a decrease in loyalty level. For example according to Akin (2012) factors that help increasing the loyalty of customers is high-level service quality delivered by firms that will lead to a high level of customer satisfaction. In another scenario, companies tend to try and find ways in which they can influence the frequency at which their clients access their websites for information. However, research indicates that half of the customers get information from their website. The lack of companies to invest and provide websites that are easy to access and provide the necessary information to their clients will lead to a decline in the level of loyalty. For this reason, there is a clear distinction between the ideas developed to increase loyalty and the practices a company will adopt. Conclusion From this literature review, it can be shown that various researches have tried to establish the existence of a positive relationship between loyalty and aspects such as service quality and customer satisfaction. Some studies have employed the use of correlation analysis to investigate this relationship. Correlation research allows a researcher to determine whether a relationship between variables exists, it allows one to define the extent of the relationship between the variables (Gall, Gall, & Bord, 2005). Qualitative and quantitative research methods both have their benefits and drawbacks. For instance, when the correlation between two variables has been established, it still does not tell the researcher what should be done, but rather what can be done. Qualitative methods, as used by Paavola (2006), can also bring out knowledge that is not familiar with other researchers. The results can also be influenced by the researcher’s personal biases. However, some of these studies tend to cover wide areas that may take long periods of research. The benefits of customer retention have been recognized by many researchers (Feihua, 2011). In the business to business scenario, certain aspects of retaining a customer bring out themselves than conducting business with the ordinary customers. For instance, paying attention to the ordinary, like attending meetings on time is not a necessary, but a crucial habit to consider. In a B2B relationship, the parties are more defined, and this is based on the assumption that both parties are seeking common benefits in the relationship (Oy, 2010). In a normal business to customer relationship, the dissolution of the relationship ends up in the consumer leaving the services of the provider. In the B2B setup, the end of the relationship is thought in terms of a process while in switching is thought as just as a change in the relationship. In customer loyalty research, perhaps it would be of vital importance to consider the industry in which the research is being conducted on. In industries wher e the businesses provide similar services, social bonds could be the prevalent factor that promotes consumer loyalty between businesses. In other industries, where the services offered are different, probably loyalty programs and monetary rewards could be the way to win customer loyalty. References Akin, E. (2012). Literature Review and Discussion on Customer Loyalty and Consciousness. European Journal of Economics, Finance and Administrative Sciences, 158-170. Brandi, J. (2001). Building Customer Loyalty: The 21 Essential Elements †¦ in Action. Texas: The Walk The Talk Company. Buttle, F. (2008). Customer Relationship Management (2nd ed.). New York: Routledge. Doma, S. A. (2013). Relationship Quality as Predictor of B2B Customer Loyalty. SYSTEMICS, CYBERNETICS AND INFORMATICS, 111(1), 72-78. Gustavsson, S., & Lundgren, E. (2005). Customer Loyalty. Lulea University of Technology. Haghkhah, A., Abdul Hamid, A. B., Ebrahimpour, A., Roghanian, P., & Gheysari, H. (2013). Commitment and Customer Loyalty in Business-To-Business Context. European Journal of Business and Management, 15(19), 156-164. Lam, S. Y., Shankar, V., Erramilli, M. K., & B. M. (2004). Customer Value, Satisfaction, Loyalty, and Switching Costs: An Illustration From a Business-to-Business Service Context. Journal of the Academy of Marketing Science, 32(293), 294-311. Bennet, R., & Bove, L. (2002). Identifying the Key Issues for Measuring Loyalty. QUT Digital Repository, 1-29. ÄÅ'ater, T., & ÄÅ'ater, B. (2010). Product and relationship quality influence on customer commitment and loyalty in B2B manufacturing relationships. Industrial marketing management, 39(8), 1321-1333.Colby, C. (2013, December 9). A New Paradigm for Understanding Customer Retention. Retrieved from Rockbridge: http://rockresearch.com/a-new-paradigm-for-understanding-customer-retention/ Eakuru, N., & Mat, N. (2008). The application of structural equation modeling (SEM) in determining the antecedents of customer loyalty in banks in South Thailand. The Business Review, Cambridge, 10(2), 129-139. East, R., Gendall, P., Hammond, K., & Lomax, W. (2005). Consumer Loyalty: Singular, Additive or Interactive? Australian arketing Joural, 10-17.Feihua, Q. (2011). Customer Retention in E-commerce business. Haaha-Helia University press, 1-56. Fullerton, G. (2005). How commitment both enables and undermines marketing relationships. European Journal of marketing, 39(11), 1372-1388.Gall, J., Gall, M., & Bord, W. (2005). Applying educational research: A practical guide (1st ed.). Boston: Pearzon. Hennig-Thurau, T. (2004). Customer orientation of service employees: Its impact on customer satisfaction, commitment, and retention. International Journal of Service Industry Management, 15(5), 460-478. Jacobsen, D., Olsson, M., & Sjovall, A. (2004). The Creation of Customer Loyalty. Kristianstad University, 1-71. Kuusik, A. (2007). AFFECTING CUSTOMER LOYALTY: DO DIFFERENT FACTORS HAVE VARIOUS INFLUENCES IN DIFFERENT LOYALTY LEVELS? Tartu University Press, 1-29. Mascareigne, J. (2009). Customer Retention. Lulea University Press, 1-88. Moorman, C., & Rust, R. T. (1999). The role of marketing. The Journal of Marketing, 180-197, 63.Morgan, R. M., & Hunt, S. D. (1999). The commitment-trust theory of relationship marketing. The Journal of marketing, 20-38.Oy, O. (2010). IMPROVING CUSTOMER LOYALTY THROUGH A REGULAR CUSTOMER PROGRAM. TAMPEREEN AMMATTIKORKEAKOULU University Publications, 1-45. Paalova, H. (2006). Categories of Loyalty. Toward Meaning-based Theory of Customer Loyalty. European Advances in Consumer Research, 420-428. Ranaweera, C., & Prabhu, J. (2003). The influence of satisfaction, trust and switching barriers on customer retention in a continuous purchasing setting. international journal of service industry management, 374-395. Shabbir, H., Palihawadana, D., & Thwaites, D. (2007). Determining the antecedents and consequences of donor †perceived relationship quality—A dimensional qualitative research approach. Psychology & Marketing, 24(3), 271-293. Sharma, N., Young, L., & Wilkinson, I. (2006). The commitment mix: Dimensions of commitment in international trading relationships in India. Journal of International Marketing, 64-91. Stephan, B. (2002). Customer Loyalty Programs and Clubs (2nd ed.). London: Gower Publishing, Ltd. Van Es, R. (2012). The Relationship between Service Quality and Customer Loyalty, and its Influence on Business Model Design. Universiteit Twente, 1-85. Source document

Access Of Mental Health Services - 1497 Words

Access to mental health services is distributed unevenly across countries, with low and middle-income countries (LMICs) lacking proportionate access to human resources and treatments. Developed countries only carry a small portion of the global mental health burden, and yet they are most equipped to treat patients. In need of a more sustainable method of providing mental health services within the confines of cost and time, LMICs have begun to explore the option of task-sharing, in which mental health care is conjointly or selectively provided by a trained community member with preexisting or nonexistent experience in health-related functions. If treatments and interventions conducted by non-specialists are comparably effective to those†¦show more content†¦Of those who consented, 224 participated throughout the duration of the study. Control groups were located in separate villages, where no interventions or group gatherings were conducted. A two-week long training for grou p interpersonal psychotherapy was administered to a local villager in each village with no previous experience, who then led community interventions. This type of therapy is a short-term treatment in which problems resulting from depressive symptoms that affect interpersonal relationships are identified and addressed. Interventions were in a same-sex group setting, with five–eight participants. 90-minute sessions were conducted once a week, for a total of 16 weeks. Two-weeks and six-months after the final psychotherapy session, the number of depressive symptoms and severity of functional impairment in patients decreased from pre-intervention assessment scores. All differences in scores from baseline to two-week or six-month follow-up were significant. Differences between two-week and six-month scores were either non-existent or negligible, demonstrating the long-lasting impact of this intervention. While this study used methods of participant recruitment and assignment that are inapplicable to a method used in widespread task-sharing implementation, it was completed in way that

Major Events in the Trojan War

The ancient Greeks traced their history to mythological events and their genealogy to the gods and goddesses. Perhaps the most pivotal event in the early history of ancient Greece was the Trojan War. This is that most famous of ancient wars that the Greeks ended with an insidious gift. We call it the Trojan Horse. We know about the Trojan War primarily from the works of the poet Homer (the Iliad and the Odyssey), as well as stories told in other ancient literature, known as the Epic Cycle. ​Goddesses Set the Trojan War in Motion According to ancient, non-eye-witness reports, a conflict among the goddesses started the Trojan War. This conflict led to the famous story of Paris (known as The Judgment of Paris) awarding a golden apple to the goddess, Aphrodite. In return for Paris judgment, Aphrodite promised Paris the most beautiful woman in the world, Helen. This world-class Greek beauty is known as Helen of Troy and called the face that launched a thousand ships. Perhaps it didnt matter to the gods--especially the goddess of love--whether Helen was already taken, but for mere mortals it did. Unfortunately, Helen was already married. She was the wife of King Menelaus of Sparta. Paris Abducts Helen Discussed in more detail in connection with Odysseus--who was one of the leaders of the Greek (Achaean) side of the Trojan War--is the importance of hospitality in the ancient world. While Odysseus was away, suitors abused the hospitality of Odysseus wife and household. Odysseus, however, relied on the hospitality of strangers to survive his 10-year odyssey home. Without certain standards of expected behavior on the part of host and visitor, anything could happen, as, indeed, it did when the Trojan prince Paris, a guest of Menelaus, stole from his host. Now, Menelaus had been aware of the possibility that his wife, Helen, would be snatched from him. Helen had been snatched before their marriage, by Theseus, and she had been courted by almost all the Achaean leaders. When Menelaus finally won the hand of Helen, he (and Helens father) extracted a promise from all the other suitors that they would come to his aid should Helen be taken away again. It was on the basis of this promise that Agamemnon--acting on brother Menelaus behalf--was able to coerce the Achaeans to join forces with him and his brother and sail against the Asian city-state of Troy to win back Helen. Trojan War Draft Dodgers Agamemnon had trouble rounding up the men. Odysseus feigned madness. Achilles tried to pretend he was a woman. But Agamemnon saw through Odysseus ruse and Odysseus tricked Achilles into revealing himself, and so, all the leaders who had promised to join did so. Each leader brought his own troops, weapons, and ships and stood, poised to sail, at Aulis. Agamemnon and His Family Agamemnon was from the  House of Atreus, that cursed family that stemmed from Tantalus, a son of Zeus. Tantalus had spitefully served the gods a feast with an awful main course, the cooked body of his own son Pelops. Demeter was upset at the time because her daughter, Persephone, had disappeared. This left her distracted, so unlike all the other gods and goddesses, she failed to recognize the meat dish as human flesh. As a result, Demeter ate some of the stew.  Afterward, the gods put Pelops back together again, but there was, of course, a missing part. Demeter had eaten one of Pelops shoulders, so she replaced it with a piece of ivory. Tantalus did not get off unscathed. His well-suited punishment helped inform the Christian vision of Hell. Tantalus  familys behavior remained unimproved through the generations. Agamemnon and his brother Menelaus (Helens husband) were among his descendants. Raising the ire of the gods seems to have come very naturally to all the descendants of Tantalus. The Greek troops heading for Troy, under the lead of Agamemnon, waited at Aulis for  a wind  that just wouldnt come.  Eventually, a seer named Calchas deduced the problem: The virgin huntress and goddess, Artemis, had been offended by a boast Agamemnon had made about his own hunting skills. To appease Artemis, Agamemnon had to sacrifice his own daughter Iphigenia. Only then would the winds come to fill their sails and let them set off from Aulis to Troy. To put his daughter Iphigenia to the sacrificial knife was hard for Agamemnon the father, but not for Agamemnon the military leader. He sent word to his wife that Iphigenia was to marry Achilles at Aulis (Achilles was left out of the loop). Clytemnestra and their daughter  Iphigenia  went happily to Aulis for a wedding to the great Greek warrior. But there, instead of a marriage, Agamemnon performed the deadly ritual. Clytemnestra would never forgive her husband. The goddess Artemis  appeased, favorable winds filled the sails of Achaean ships so they could sail to Troy. The Action of the Iliad Begins in the Tenth Year Well-matched forces dragged the Trojan War on and on. It was in its tenth year when the climactic and most dramatic events finally took place. First, a sacrilegious Agamemnon, leader of all the Achaeans (Greeks), captured a priestess of Apollo. When the Greek leader refused to return the priestess to her father,  a plague  struck the Achaeans. This plague may have been  bubonic since it was connected with the  mouse-aspect  of Apollo. Calchas, the seer, summoned once again, augured that health would be restored only when the priestess was returned. Agamemnon agreed, but only if he could have a substitute war prize: Briseis, Achilles concubine. When Agamemnon took Briseis from Achilles, the hero was outraged and refused to fight. Thetis, Achilles immortal mother, prevailed upon Zeus to punish Agamemnon by making the Trojans stymy the Achaeans--at least for a while. Patroclus Fights as Achilles Achilles had a dear friend and companion at Troy named Patroclus. In the movie  Troy, he is Achilles cousin. While thats a possibility, many consider the two not so much cousins, in the sense of son of ones uncle, as lovers. Patroclus tried to persuade Achilles to fight because Achilles was so capable a warrior that he could turn the tide of battle. Nothing had changed for Achilles, so he refused. Patroclus presented an alternative. He asked Achilles to let him lead Achilles troops, the Myrmidons. Achilles  agreed and even  lent  Patroclus his armor. Dressed like Achilles and accompanied by the Myrmidons, Patroclus went into battle. He acquitted himself well, killing a number of Trojans. But then the greatest of the Trojan heroes, Hector, mistaking  Patroclus  for Achilles, killed him. Now the situation was different for Achilles. Agamemnon was an annoyance, but the Trojans were, once again, the enemy. Achilles was so grieved by the death of his dear Patroclus that he reconciled with Agamemnon (who returned Briseis), and entered the battle. A Madman Kills and Disgraces Hector Achilles met Hector in single combat and killed him. Then, in his madness and grief over Patroclus, Achilles dishonored the Trojan heros body by dragging it  around  the ground tied to his chariot by a belt. This belt had been given Hector by the Achaean hero Ajax in exchange for a sword. Days later, Priam, Hectors aged father and  the king of Troy, persuaded Achilles to stop abusing the body and return it for proper burial. The Achilles Heel Soon after, Achilles was killed, wounded in the one spot  where  legend tells us he was not immortal--his heel. When Achilles was born, his mother, the nymph Thetis, had dipped him into the river Styx to confer immortality, but the spot where she held him, his heel, remained dry.  Paris  is said to have hit that one spot with his arrow, but Paris wasnt that good a marksman. He could only have hit it with divine guidance--in this case, with the help of Apollo. The Next Greatest Hero The Achaeans and Trojans valued the armor of fallen soldiers. They triumphed in capturing the helmets, weapons, and armor of the enemy, but also prized that of their own dead. The Achaeans wanted to award the armor of Achilles to the Achaean hero they thought came next in stature to Achilles. Odysseus won. Ajax, who thought the armor should have been his, went mad with rage, tried to kill his fellow countrymen, and killed himself with the sword which he had received from his belt-exchange with Hector. Aphrodite Continues to Help Paris What had Paris been up to all this time? Besides his dalliance with Helen of Troy and slaying of Achilles, Paris had shot and killed a number of Achaeans. He had even fought one-on-one with Menelaus. When Paris was in danger of being killed, his divine protector, Aphrodite, broke the strap of the helmet, which Menelaus was clutching. Aphrodite then shrouded Paris in a mist so that he could escape back to  Helen of Troy. The Arrows of Hercules After the death of Achilles, Calchas uttered yet another prophecy. He told the Achaeans they needed the bow and arrows of Hercules (Herakles) to defeat the Trojans and end the war. Philoctetes, who had been left wounded on  the island of Lemnos, had said bow and poisoned arrows. So an embassy was sent to bring Philoctetes to the battlefront. Before he joined the Greek battle line, one of the sons of Asclepius healed him. Philoctetes then shot one of  Hercules  arrows  at  Paris. There was barely a scratch. But ironically, like the  wound  Paris had inflicted on Achilles one weak spot, that scratch was enough to kill the Trojan prince. The Return of Odysseus Odysseus  soon devised a way to end the Trojan War--the erection of a giant wooden horse filled with Achaean (Greek) men to be left at the gates of Troy. The Trojans had noticed Achaean ships sailing away earlier that day and thought the giant horse was a peace (or sacrificial) offering from the Achaeans. Rejoicing, they opened the gates and led the horse into their city. Then, after 10 years of privations for the sake of the war, the Trojans brought out their equivalent of champagne. They feasted, drank hard, and fell asleep. During the night, the Achaeans stationed inside the horse opened the trap door, crept down, opened the gates, and let in their countrymen who had only pretended to slip away. The Achaeans then torched Troy, killing the men and taking the women prisoner. Helen, now  middle-aged but still a  beauty,  was reunited with her husband Menelaus. So ended the Trojan War and so began the Achaean leaders torturous and mostly deadly trips home, some of which are told in the sequel to The Iliad, The Odyssey, which is also attributed to Homer. Agamemnon  got his comeuppance at the hand of his wife Clytemnestra and her lover, Agamemnons cousin Aegisthus. Patroclus, Hector, Achilles, Ajax, Paris, and countless others were dead, but the Trojan War dragged on.

Essay on Walt Disney Company Analysis - 1652 Words

Walt Disney is extremely known for being a film producer and popular showman. He was very recognizing for being an innovator in animation and theme park design. Disney was a visionary in terms of cartoons. Disney views and visions came from his persistence for the future. Walt Disney strives upon building Disney’s to have core strengths in three areas of entertainment and recreation, motion pictures and videos. Walt created his first animated character, Mickey Mouse. Mickey made his first debut on November 18, 1928, in a black and white cartoon called the â€Å"Steamboat Willie†. What distinguishes Mickey from the rest of the cartoons was the modern day appearance with his white gloves on his hands. With Walt as the voice of Mickey, it†¦show more content†¦The success of movies and television programs were due to diversity and distribution. It does its own distribution and targets several markets from children to adults. Finally, the Disney character consu mer product sector, which includes clothing, home goods, and toys, has been an extremely important asset to the company. For example, by establishing deals such as an agreement with Mattel, Disney was able to manufacture more than 14,000 Disney licensed products. Furthermore, Disney expanded it’s retailing by opening up Disney stores. Under Eisner leadership, Disney became owners of many television cable shows. Eisner also established the company’s own cable network, the Disney Channel which earned a huge following among kids of all ages. Eisner made a comeback in the film department by creating movies for adults as well as scoring new hits with their traditional animation for the children. His huge success came from the animated classics theatrical versions of Beauty and the Beast and The Lion King. Regardless of Disney’s stock price, it is clearly a profitable empire with a strong reputation. Consumers are loyal to the brand and it’s myriad of offerings. It is a company that will be successful forever because of its history and expanded market including entertainment, recreation, and consumer products. The decreasing share price of Disney happened suddenly, because of its poor performing assets. The $19Show MoreRelatedAnalysis of the Walt Disney Company5222 Words   |  21 PagesAnalysis of the Walt Disney Company Tarleton State University – Central Texas October 17, 2005 A Research Report Submitted in Partial Fulfillment of the Requirements for MGMT 5073.301 Responsibilities and Ethics of Leadership Executive Summary Analysis of the Walt Disney Company – Case Outline Situation Analysis Introduction: The Walt Disney Company is on the threshold of a new era. Michael Eisner has stepped down from his position as CEO and turned over the reigns to Robert Iger. A lot of turmoilRead MoreAnalysis Of Walt Disney s The Disney Company1126 Words   |  5 PagesThe Walt Disney Company Walt and Roy Disney founded the Walt Disney Company on October 16 of 1923, as the Disney Brothers Cartoon Studio. Established leader in the American animation industry that began with the Creation of Mickey Mouse; today, the Walt Disney Company is a diversified worldwide entertainment company. The company is the largest media conglomerate in the world and represents a collection of brands includes ESPN, ABC, Pixar and Marvel. The Walt Disney Company has different divisions:Read MoreThe Walt Disney Company Analysis873 Words   |  4 Pages â€Å"The Walt Disney Company is a leading diversified international family entertainment and media enterprise with five business segments: media networks, parks and resorts, studio entertainment, consumer products and interactive media.† (The walt disney, n.d.) At year end of 2013, the company had net revenues of $45 billion, up from $42.3 billion the previous year and net income of $6.1 billion, up from $5.7 billion the previous year. (Walt disney co, 2014) Enterprise Risk Management Risk managementRead MoreThe Walt Disney Company: a Financial and Organizational Analysis3139 Words   |  13 PagesThe Walt Disney Company: A Financial and Organizational Analysis Authors: Cliff Anderson, John Morris, Jacob Lawrentz, And Donna Munsey Financial Environments of Organizations, MOL 503, MMOL 1-11 Professor: Kari Day Warner Pacific College September 10th, 2009 The Walt Disney Company: A Financial and Organizational Analysis The Organizational History of Disney Before WWII In 1939, the Valley Progress newspaper (History, p. 3) announced that San Fernando Valley in southern CaliforniaRead MoreMarketing Analysis : Walt Disney Company810 Words   |  4 PagesThe Walt Disney Company must penetrate global market with its existing products, create a collaborative culture of kids and family oriented that brings family together, satisfy shareholder with their financial need, expand new portfolio and lead in the digital and internet world. Disney needs to diversify into new products and services to keep up with its 20% projected growth and develop a market using its brand a household name for many millions of consumer throughout the world for an expansionRead MoreWalt Disney Company Analysis and Marketing2995 Words   |  12 PagesWALT DISNEY COMPANY PROJECT With a dream and an ambition, a young man, Walt Disney arrived in Santa Fe California with a cartoon character named Alice. Within months after the Alice cartoon became a hit, Walt and his brother created the Disney Brothers Cartoon Studio, which after a couple of years was renamed to Walt Disney Studio. In 1928, five years after his arrival to California, Walt was able to introduce a new cartoon character, Mickey Mouse. With this introduction, people were seekingRead MoreSwot Analysis of Walt Disney Company Essay2999 Words   |  12 PagesCOMPANY PROFILE The Walt Disney Company REFERENCE CODE: 8C7AE530-4ECC-4EF5-AC18-370E646FD097 PUBLICATION DATE: 31 May 2013 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. The Walt Disney Company TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...........................................................Read MoreAnalysis Of Netflix, Amazon, And The Walt Disney Company987 Words   |  4 Pages Without innovation, companies like Netflix, Amazon, and the Walt Disney Company would not be the big-name brands like they are today. These three companies are perfect examples of innovating the market spaces such as entertainment and online shopping. In this paper, the following will be discussed: organization’s culture, processes, management systems, how these companies capitalize on innovation, what stifles innovation, and applying the things learned from other companies and applying into a futureRead MoreAnalysis Of Walt Disney Company And Discussing All Of The Topics Listed Above1084 Words   |  5 PagesW.O.T analyses on multiple companies. A SWOT analysis â€Å"is an analytical framework that can help your company face its greatest challenges and find its most promising new markets† (Taylor). The discussions in class talked about several topics including the company’s background information, strengths weaknesses, opportunities, threats, corporate strategy, business strategy, structures/ controls and recommendations. In this paper I will be analyzing The Walt Disney Company and discussing all of theRead MoreThe Walt Disney Company Strategic Planning Analysis1139 Words   |  5 Pagesï » ¿The Walt Disney Company Strategic Planning Analysis Executive Summary Strategic Planning is the process of developing and maintaining a strategic fit between the organizations goals and capabilities as well as emerging market conditions and opportunities. Disneys primary strategic objective is to product high-quality content through their entire product mix. The company also had a record financial performance in 2010 led by the Disney movie studio last year was the first in history to make

Business Ethics for Oxymoron or Good Business

Question: Discuss about the Business Ethics for Oxymoron or Good Business. Answer: Introduction: I am Anith Goud Abbagoni. I did my bachelors in Electronics and Communication Engineering. I have also done my masters in Control Systems (Electric and Electronics Engineering) and at present I am pursuing Masters of Business and Project Management. I was always into all these electric and electronics thing from my childhood which gave me the zeal to opt for these subject in my higher studies. Five years from now I would like to see myself working in a Multinational company in a comparative high post with great responsibilities of the company on me. I am doing all these hardships in my life not just to increase the number of degrees that I have but because I value the importance of education in life. I believe that education has no end. We are all learning in every aspect of life. I have this zeal of learning new things from every part of my life. This is what the most positive point in me is. I am a very optimist kind of a person. I always find reasons to motivate me and others in life. Woking in a Multinational Company does not require degrees and certificates. It also requires some experiences also. Yes, I do have fewer experiences regarding the role that I am opting for in the upcoming companies but everybody has got the first day in their life. I might also have to go through that phase of so call first day in my life. And the company that I join shall achieve more an d more prosperity in its future by hiring me as one of their employees. Mega trends and challenges I am the marketing executive in my company. In my industry, there are many aspects that are going around all the time. We have many employees who work in a coordinated manner. I have many challenged to face in my company which includes both internal and external factors. Internal factor includes the working environment within the industry and external include the society and other outside factors (Farris, 2006). MACRO - ELEMENT Reference Political This involves all the legal matters and scenarios that a company has to go through during its reign in the market. All laws are not always written, some are acknowledged during working environment (Fukuyama, 2016). Economic It includes all the factors that influence the buying patterns of the customers. Social This includes the society which is directly or indirectly involved with the company. Technology This enhances and ensures that the company is never technologically lame. It should also upgrade with the growth of its efficiency. Demographic This is the personal one. But then the personal factor also affect the market overall (Billari, 2004). Natural It includes the naturals criterion that might affect the company in any way. Goals My professional goals shall be very simple and especially positive for the company. The first goal shall be to bring about technological up gradation in the company, the second goal shall be to maintain and preserve new and old customers, third shall be to provide a comfort zone for the employees, so that they can approach me whenever they are in need, the fourth shall be to provide quality product to the customers and other clients in general and the fifth shall be to see that my company does not cause any harm to the natural environment. Ethics and professional values I do have some ethics in my life that I like to maintain irrespective of the situation. My main ethic is that I like to provide quality service to the company. And I also prefer maintaining loyalty with my company when I am in or out of the company. My father is a businessman. And I have seen him face many issues like this in his life. So it can be told that these ethics came to me from my father only as he has shared many of his business related problems with me (Naagarazan, 2006). Ethics are some personal way of looking at matters. It can be business ethics and personal ethics also. Business ethics include many points related to both the company and the customers. In the case of the company, we have to look at not only the outcome of the company but also the people who are behind these outcomes. They are the employees. If the employees are comfortable in the company then the working environment becomes very simple and also easier even for the head of the institution to take proper decisions (Beghtol, 2008). But if the employees are not happy then the company shall move down. The owner has to look after the basic needs of the employees including their health issues, their security, their pension plans and others. All these give a positive sight to the employee towards the company. Moreover, the facilities of the customer shall also not be neglected. The employees should be trained in such a way that they should always be able to solve the problems of the custom ers with a smile on their faces. The customers should never be disregarded or mistreated in any condition (Duska, 2000). We have to remember that all the customers are very important whether he or she is a big or a small customer. Customers are customers whether they give bring any business to the company or not. But in this also some customers have to be neglected if they are found to be spreading negative vibes for the company ("Executive summary of "Customers helping customers: payoffs for linking customers"", 2014). Competency assessment SKILLS RANK 1 Analytical skills 1 2 3 4 5 6 7 2 Creative thinking skills 1 2 3 4 5 6 7 3 Critical thinking skills 1 2 3 4 5 6 7 4 Decision making skills 1 2 3 4 5 6 7 5 Interpersonal skills(talking, listening, networking etc) 1 2 3 4 5 6 7 6 Organising skills 1 2 3 4 5 6 7 7 Planning skills 1 2 3 4 5 6 7 8 Problem Solving skills 1 2 3 4 5 6 7 9 Self-confidence 1 2 3 4 5 6 7 10 Teamwork 1 2 3 4 5 6 7 11 Technology (IT - computers) 1 2 3 4 5 6 7 12 Time Management skills 1 2 3 4 5 6 7 13 Verbal communication skills 1 2 3 4 5 6 7 14 Written communication skills 1 2 3 4 5 6 7 References Beghtol, C. (2008). Professional Values and Ethics in Knowledge Organization and Cataloging.Journal Of Information Ethics,17(1), 12-19. https://dx.doi.org/10.3172/jie.17.1.12 Billari, F. (2004). Becoming an Adult in Europe: A Macro(/Micro)-Demographic Perspective.Demographic Research,Special 3, 15-44. https://dx.doi.org/10.4054/demres.2004.s3.2 Duska, R. (2000). Business Ethics: Oxymoron or Good Business?.Business Ethics Quarterly,10(1), 111. https://dx.doi.org/10.2307/3857699 Executive summary of "Customers helping customers: payoffs for linking customers". (2014).Journal Of Services Marketing,28(5). https://dx.doi.org/10.1108/jsm-06-2014-0220 Farris, P. (2006).Marketing metrics. Upper Saddle River, N.J.: Wharton School Pub. Fukuyama, F. (2016). Macro Theory and the Study of Political Development.Scandinavian Political Studies,39(3), 207-225. https://dx.doi.org/10.1111/1467-9477.12064 Naagarazan, R. (2006).Textbook on professional ethics and human values. New Delhi: New Age International (P) Ltd., Publishers.

CERA - Performance Measurement Case Study Free Sample

Question: Discuss about the Performance Measurement in CERA. Answer: Introduction: This assignment is intended to demonstrate the individual performance measurement scheme of the CERA, which is one of the consulting companies that provide their consultation regarding the civil construction. As stated by Sanchez et al. (2015), performance management mainly includes different types of activities that ensure that the organizational goals can be consistently addressed in most efficient and appropriate manner. It is seen that CERA has achieved the competitive advantage for their qualified as well as skilled consultants who are useful in their field. Some of the senior level managers of the company are well convinced regarding their effective HR practices, but some of the managers still think that their organization do not have the effective HR practices to measure the individual performances of their employee. Therefore along with showing the limitation in the individual performance at the CERA, this assignment also provides a recommendation regarding the performance me asurement approaches by applying which the company can get an extensive and more efficient human resource. Limitation in the individual performance measurement of the CERA: To manage performance most effectively in CERA, it is imperative to measure the employee performance with more effectiveness by facilitating the close monitoring. As per the viewpoint of Ferreira Otley (2013), performance measurement can be defined as the process of the collection, analysis and report the evidence related to the fulfilment of the group, individual, system or the organization. Mainly an effective performance management system has five different parts such as defining the expectation regarding the performances, facilitating the performances, encouraging the employees to achieve the optimum level of performances, performance measurements and proving feedback to the employees regarding their performance. However, it is that CERA set some objective for their employees and asks them to achieve this. Therefore, they measure the employee performance by reviewing how many objectives they are achieving with quality. For example, to assess the performance level of the junior c onsultants they facilitate the performance appraisal by following the management by objective strategy. As per the viewpoint of Tseng (2014), management by objective is one of the model regarding management that mainly improves the performance of any organization by defining several objectives, which are agreed by both the employees as well as management. Moreover, to achieve those objectives they treat their employees like a school student because here the involvement of the senior level management is very high. They provide a brief and sufficient knowledge to their employee regarding how they can achieve those objectives, but by following this strategy, they do not get any sufficient knowledge regarding individual employee performance (Mayer Davis, 2012). However, this strategy of them makes their organization to achieve more and effective output, but this strategy is not sufficient to produce highly effective and experienced employee. Along with that, this strategy suppressed the innovation capability and individual performances of the employee. CERA facilitates the performance management in their company to encourage the employees. The senior level managers have observed that the CERA is effective to achieve a good level of productivity, but they do not have any effective motivation technique by which they can retain their experie nced employees. Therefore, there are high levels of possibility that after sometimes depression can be generated among employees. To reduce the chances of that, they need to involve an effective level of performance management system. Moreover, after measuring the performance, they apply a wrong strategy to provide employees with a reward (Boland Fowler, 2011). They provide more facilities or more financial reward to their senior level employees rather than their junior level employees. Therefore, this creates tremendous dissatisfaction among the employees. Therefore, it can be said that there is a misalignment among their organizational objective and their actual performances. CERA advertise their organization as one of the specialist's companies who has excellence compensation strategy for their employees. However, it has been observed in the present situation; CERA do not have any excellence in the compensation strategy, and they do not provide compensation based on the performan ces of the employees. This is because; they think that they can get more effective output from their senior level employees. Their ineffectiveness to provide preferences to their lower level employee may create a sense of de-motivation among the employee so that there is a high level of possibility that affords of the employee can be decreased gradually (Brignall Modell, 2010). Additionally, it is also observed that CERA does not have any active feedback strategy that any company provides to their employee so that their employees can correct their performance and assists their company to achieve their pre-determined level of returns. In the case of CERA, it has been observed that they do not have any active feedback strategy. As stated by Kaplan Norton (2013), feedback can be provided in oral or written mode and offers different advantages to both the employees as well as the company. The main benefits of effective feedback are it helps both the company and employee to improve the performances. Along with that it boosts the employee retentions and decreases employee turnover. Therefore, employee loyalty can be increased by following a feedback strategy (Folger, Konovsky Cropanzano, 2011). Moreover, effective feedback reduces the cost due to fewer requirements of the training and development and increases the sales of a company. From the case of CERA, it is seen that they have very few employees; therefore, if they do not follow an effective strategy to handle their performances then they may face huge problems regarding employee turnover in their near future. One of the effective rationales regarding the re-boot ing of the performance management scheme of the CERA is identification and elimination of weaknesses in the traditional approaches that they mainly follow. Their performance management system must be effective to provide a timely as well as meaningful feedback to their staffs (Yahya Goh, 2012). Another limitation in the CERA is the higher level management does not take feedback from the lower level employees because they do not have any believe that the lower level employee can provide an effective feedback that can support their company to achieve a better level of output. However, taking feedback from different sources such as customers, subordinates, and peers can develop the innovativeness of any company. Recommendation regarding measurement approaches and different indicative methods: It is seen that CERA only follow the management by the objective approach. Therefore, it is highly imperative for them to follow more efficient performance appraisal process by which they can judge the employee performance with more effectiveness and can provide them with the effective feedback by which they can lower their weaknesses. As the senior level management are very much effective to monitor their employees closely so that they can implement the 360-degree performance appraisal process. As stated by Levy Williams (2014), 360-degree performance appraisal feedback is one of the processes that is utilized by any company to collect information regarding their employees from different sources to assess the work related behaviour of the employee. I order to facilitate the 360-degree feedback in the business; CERA can take the feedback from the immediate boss, supervisor and the peers. CERA can also solicit the feedback from different external sources that regularly interact with their employees. After the implementation of the 360-degree feedback in the company, CERA can assess the actual behaviour of their employees. After that, it is highly important to provide feedback to the employee regarding their performance so that their strength can boost and weaknesses can decrease. As opined by Alimo?Metcalfe (2012), the 360-degree appraisal can help the CERA to measure several things such as it helps to measure the competencies as well as the behaviour of employees. Moreover, it focuses on several areas such as character, leadership and teamwork. Along with that, it helps the upper-level management to conduct the planning and set their business related goals. As per the viewpoint of Bohl (2013), 360-degree performance appraisal also helps the employees as well as management to identify the business related objectives by improving the communication among the employee and employer. Additionally, 360-degree performance appraisal helps the organisation to focuses on their core competencies. However, there are several issues involved in 360-degree feedback that is this tool is not customised according to the requirement of the company. It is imperative to take information from different stakeholders of the enterprise because it enriches any business with the different innovative idea that helps them to facilitate more growth. However, there is one of the disadvantages of the multisource information because it may generate the conflict in the company (Carless, Mann Wearing, 2015). Therefore, before taking the multi-source feedback, CERA must be careful regarding that. Therefore, to make this tool more useful, it is important for CERA to customize the tool according to the need of the company. Moreover, manipulation of the employee to provide a rating to the employee may lead some biases because this process can be partial in some cases. There are enormous possibilities here that higher level manager can provide more efficient feedback regarding those employees with whom they have the practical relationship (Brutus, Fleenor London, 2016). Along with the 360-degree performance appraisal method, it is also important for CERA to follow the behaviourally anchored rating scale. As per the viewpoint of Murphy Constans (2014), behaviourally anchored rating scales rate the performance of any employees based on some specific criteria. This performance appraisal process is mainly presented in the vertical mode by involving the point in the scales up to 9 from 5.As opined by Saal, Downey Lahey (2012), this performance appraisal procedure merges the benefits of critical incidents, narratives as well as the quantified rating in the company to assess the employee performance against different criteria such as poor, good and moderate. Rather than graphically anchored rating scales, behaviourally anchored rating scales are more efficient because it helps the organization to eliminate some of the rater error. There are several advantages for which CERA must follow the behaviourally anchored rating scales which is it reduces the pote ntial for the biased responses in the company. Along with that, this performance appraisal process only measures the observable as well as specific behaviours. Moreover, it is effective to provide the standard as well as specific comments regarding the fulfilment of the job. As a contrast to different traditionally rating scales, this rating scale provides more accurate evaluation regarding the performances as well as the behaviour of the target persons. This effective tool also has some disadvantages that may create some problem for the managers of the CERA.As mentioned by Bernardin Smith (2011), the main drawback is this performance appraisal process requires only effective and skilled staff. Moreover, the performance measurements tool require huge time alongside it is very complicated too. BARS are mainly dependent upon the aptness and the precision of different anchored statements. Moreover, the frequent update is mandatory along with the change of the job requirements. During designing the performance appraisal process, the HR manager of CERA must consider different types of error that are mainly occurred in any company. Rater errors are the error that took place during the performance measurement procedures. As stated by Bernardin Walter (2013), rater error can be described as the credibility as well as the accuracy regarding the measurements of the performances. Rater errors are the human error which is very much common in any performance appraisal process because anyone cannot tell that any performance appraisal will be effective shortly. Different types of rater errors are a halo effect, leniency error, recency error, similar to me error, central tendency error etcetera. After implementing the proposed performance appraisal process, CERA may face problems due to below mentioned the reason. Halo effect error may occur in the CERA if the HR managers rate the dimensions of the performances either based on the positive or the negative rating. This is one of the errors because in this method there are not any rating criteria to judge the performance of employees who have scored the middle-level performances. Due to leniency error, the manager of the CERA may give the low end of the scale if they have achieved the middle position on the range, which called the negative leniency. The manager may also provide high end of the scale to the employees whose performances is in the middle position of the scale that is called the positive leniency. Along with that, recency error in the performance appraisal process of the CERA may occur if the HR manager rates any employee based on the recent incidents regarding any employees. As opined by Borman, Hough Dunnette (2012), central tendency error may be happened in the CERA, if the HR manager may rate the employee with higher performance by the average performance. HR manager may do an entirely wrong judgment to the subordinate employees if they can judge the lower level of employees base d on perspectives of other employees, which is called similar to me an error. Conclusion: The above facts can conclude that for achieving adequate performance, an effective performance management system is necessary. This is because effective performance management system always generates a productive organisation with efficient, skilled and motivated employees. The above fact also concludes that remuneration must be provided based on the performance so that the involvement of effective performance appraisal process in necessary. Performance appraisal process not only helps the organization to understand the capability of their employee but it also helps the employees to eliminate their present weaknesses and develops their strength. It has also becomes clear that as an innovative company, they are suppressing the innovative capability of the lower level staff. Moreover, they do not take feedback from the customers to provide consultation to them, which creates problem to understand the actual needs of the customer. In this context, performance measurement approaches beco mes evitable. The analysis in the report clears the fact that before implementing 360 degree appraisal system in their company, CERA must arrange a meeting with their employee where they should instruct their employees how they should provide feedback to a particular employee. On the other hand, it becomes clear that at present, there is not any rater error that is happening in the CERA because of the absent of their effective performance appraisal method, but it can be generated in the later time if the HR manager takes the performance appraisal process too casually. Further, it is found out that It is seen all of the modern organization provides feedback on the performances by facilitating an efficient performance appraisal method so that their employees can get a chance to understand and correct their weaknesses. Therefore, using error detection strategies might be effective in improving the overall performance of the organisation. Reference list: Alimo?Metcalfe, B. (2012). 360 degree feedback and leadership development.International Journal of Selection and Assessment,6(1), 35-44. Bernardin, H. J., Smith, P. C. (2011). A clarification of some issues regarding the development and use of behaviorally anchored ratings scales (BARS).Journal of Applied Psychology,66(4), 458. Bernardin, H. J., Walter, C. (2013).Effects of rater training and diary-keeping on psychometric error in ratings.Journal of Applied Psychology,62(1), 64. Bohl, D. L. (2013).Minisurvey: 360-Degree Appraisals Yield Superior Results, Survey Stows.Compensation Benefits Review,28(5), 16-19. Boland, T., Fowler, A. (2011).A systems perspective of performance management in public sector organisations.International Journal of Public Sector Management,13(5), 417-446. Borman, W. C., Hough, L. M., Dunnette, M. D. (2012).Performance ratings: An investigation of reliability, accuracy, and relationships between individual differences and rater error. PERSONNEL DECISIONS RESEARCH INST MINNEAPOLIS MN. Brignall, S., Modell, S. (2010).An institutional perspective on performance measurement and management in the new public sector.Management accounting research,11(3), 281-306. Brutus, S., Fleenor, J. W., London, M. (2016). Does 360-degree feedback work in different industries? A between-industry comparison of the reliability and validity of multi-source performance ratings.Journal of Management Development,17(3), 177-190. Carless, S. A., Mann, L., Wearing, A. J. (2015).Leadership, Managerial Performance and 360?Degree Feedback.Applied Psychology,47(4), 481-496. Ferreira, A., Otley, D. (2013). The design and use of performance management systems: An extended framework for analysis.Management accounting research,20(4), 263-282. Folger, R., Konovsky, M. A., Cropanzano, R. (2011).A due process metaphor for performance appraisal.Research in organizational behavior,14, 129-129. Kaplan, R. S., Norton, D. P. (2013).Transforming the balanced scorecard from performance measurement to strategic management: Part II.Accounting Horizons,15(2), 147-160. Keaveny, T. J., McGann, A. F. (2013).A comparison of behavioral expectation scales and graphic rating scales.Journal of Applied Psychology,60(6), 695. Levy, P. E., Williams, J. R. (2014). The social context of performance appraisal: A review and framework for the future.Journal of management,30(6), 881-905. Mayer, R. C., Davis, J. H. (2012). The effect of the performance appraisal system on trust for management: A field quasi-experiment.Journal of applied psychology,84(1), 123. Murphy, K. R., Constans, J. I. (2014).Behavioral anchors as a source of bias in rating.Journal of Applied Psychology,72(4), 573. Saal, F. E., Downey, R. G., Lahey, M. A. (2012).Rating the ratings: Assessing the psychometric quality of rating data.Psychological Bulletin,88(2), 413. Sanchez, H., Kuttanna, B., Olson, T., Alexander, M., Gerosa, G., Philip, R., Alvarez, J. (2015, February).Thermal management system for high performance PowerPC/sup TM/microprocessors.InCompcon'97. Proceedings, IEEE(pp. 325-330). IEEE. Tseng, S. M. (2014). Knowledge management system performance measure index.Expert Systems with Applications,34(1), 734-745. Yahya, S., Goh, W. K. (2012).Managing human resources toward achieving knowledge management.Journal of knowledge management,6(5), 457-468.