War Dance response Essay Example | Topics and Well Written Essays - 1000 words

War Dance response - Essay Example The ability of human beings to invent fire portrays one of their major uniqueness. Fire was able to change the lives of human beings in numerous aspects which are still witnessed today. Unlike other animals, human beings have unique body structure. For example, they have opposable thumbs and have ability to communicate more efficiently and effectively using different means such as languages, signs, body movements to mention just but a few. Moreover, human beings have strong socials connections and have highly developed brains as compared to other animals/species. This can be substantiated by the fact that they have been able to make the entire world a global village through their creativity and innovation of communication information technology (Zhu and Dasheng, pp.34-35). In addition to this, human beings are social animals; this argument may be substantiated by the fact that human beings like living together in social groups. They tend to live as community members rather than individuals human beings. For example, the emergence of cities is good evidence. Most people move from isolated places such as rural areas and move to cities to look for employment as well as socialize with other people. Based on the traditional human social structure, it can be observed that human beings are social animals. For example, they used to have families whereby, a man could decide to become a monogamous by marrying several wives and having numerous children’s. The family members stayed together in the same house (Zhu and Dasheng, pp.34-35). The poems and stories in War Dance by Sherman Alexie display characters and relationship of various people. The first character that helps to support the stated argument is the narrator of the poem in War Dance. The seats with his father in a lonely room in a hospital after his father had undergone surgery on his

Consuming Architecture Essay Example | Topics and Well Written Essays - 2500 words

Consuming Architecture - Essay Example Such property developers are less concerned about the beauty aspects of the building. Property developers need to ask themselves questions such as whether or not the building will improve its surroundings. After the building has been developed it should look great one to two decades later. A good building should also attract many people and be viewed as a landmark. Everyone should also yearn to purchase a good building or reside in it. City councils and property creators should understand that it is their sole responsibility to make sure that the city space is well utilized and managed (Gieryn, 2000). This does not only apply to residential buildings but public properties such as offices and restaurants as well. City councils and property developers should be perceived as organizations that appreciate and comprehend design. The aesthetic value of a building ought to be prioritized. It is pointless to build interiors that are extremely beautiful while the exterior looks ugly. The enti re building should reflect a unanimous tale. Most developers fail to think about the beautiful aspects of buildings such as garages or stores. There is no pain in adding graphics or color on buildings. Enhancing building does not cost as much as neglecting them. The uniqueness and beauty of a building will definitely attract customers. Many building have been created with minimum commitment of design and aesthetics. There are others that try to make a few things right but not all of them. A lot needs to be done and minimum has never been enough. Most consumers are extremely conscious about design especially in the modern times. Technological advancements have opened people’s eyes and revealed that there are a lot of possibilities out there. Individuals are browsing throughout the globe and they are taking part in the concept of design. Design is not limited to specific individuals or groups any more. It is not surprising to find out that even young children understand what de sign is all about. Children also value design in everything they purchase for instance clothes, cars and even where they live. Getting it right the very first time will surely save city councils and consumers a great deal. According to Brand, buildings have forever been wholly studied in space rather than time (1995). Architects are majorly concerned about the original goals of a building. These individuals are later surprised with the outcome at the end of the day. A building somehow adapts its own existence and responds to it. Brand examines that which makes a building attractive. This author analyzes the period between the dazzling experience of a freshly built property and it final collapse. Brand’s study revealed that all buildings are somehow forced to adapt though only a few become accustomed elegantly. Buildings are known to adapt well when they are frequently renovated by those who live or use them (Ballantyne, 2002). Architects also have the capability of transformi ng their perspective of space to time in building. Buildings have the ability of looking better with time but only if they are given the opportunity. Building should be conducted in support of time but not against it (Brand, 1995). There is a big gap that has been identified by analysts regarding the expected performance of a building and its real ability. Reports have indicated for instance that buildings consume between two to three times more energy when they are occupied yet these estimates are different from the ones that were made by the designers at their initial development phase. It is undeniable that buildings that are not well developed can really turn out costly in terms of bills and extreme gas production. Occupants in turn

Benefits Of Leadership Promotion Within Organizations Management Essay

Benefits Of Leadership Promotion Within Organizations Management Essay There have been numerous arguments as to whether business leadership should be promoted from within or outside the organization. This project was aimed to ascertain whether leadership promotion within organisation may benefit the overall performance of the organisation or if leadership promotion or recruitment from outside will help an organisation to do better, the case of Nestle Ghana Ltd. OPOKU BOAKYE table of contents 1 INTRODUCTION 4 1.1 BACKGROUND 4 1.2 RESEARCH MOTIVATION 4 1.3 Aims and Objectives of the Study 5 1.4 The research question 5 1.5 significance of the study 5 2 LITERATURE REVIEW AND CONCEPTUAL FRAMEWORK 6 2.1 INTRODUCTION 6 2.2 UNDERSTAND THE CONCEPT OF LEADERSHIP 6 2.3 THEORIES OF LEADERSHIP 7 2.3.1 PSYCHODYNAMIC THEORY OR LEADER-MEMBER EXCHANGE (LMX) THEORY 7 2.3.2 CONTINGENCY AND SITUATIONAL LEADERSHIP THEORY 7 2.3.3 NEW LEADERSHIP THEORY 8 2.4 ORGANISATIONAL CULTURE AND LEADERSHIP PROMOTION 9 2.5 LEADERSHIP PROMOTION IN ORGANISATION 10 2.5.1 LEADERSHIP PROMOTION WITHIN ORGANISATION 11 2.5.2 LEADERSHIP PROMOTION OUTSIDE ORGANISATION 11 2.6 LEADERSHIP PROMOTION IN SUPERMARKETS 12 2.7 SUMMARY 12 3 METHODOLOGY 13 3.1 METHODOLOGY OF THE RESEARCH 13 3.2 RESEARCH STRATEGY AND DESIGN 13 3.2.1 RESEARCH STRATEGY 15 3.2.2 RESEARCH DESIGN 15 3.3 SOURCE OF DATA 16 3.4 DATA ANALYSIS 16 3.5 ETHICAL CONSIDERATION 17 4 DATA ANALYSIS AND DISCUSSION OF RESULTS 18 4.1 INTRODUCTION 18 4.2 BACKGROUND OF RESPONDENTS 18 4.3 RELEVANCE OF LEADERSHP IN ORGANISATION 19 4.4 LEADERSHIP AND ORGANISATIONAL BEHAVIOUR 20 4.5 LEADERSHIP PROMOTION IN ORGANISATIONAL 21 4.6 SUMMARY 22 5 CONCLUSION AND RECOMMENDATIONS 23 5.1 CONCLUSION 23 5.2 RECOMMENDATIONS 23 5.3 LIMITATIONS 24 5.4 REFERENCES 25 Appendix A Questionnaire for Staff 28 appendix B: semi structured interview questions for staff 30 Chapter One Introduction 1.1 Background Leadership can be described as a dynamic process in a group, whereby one individual influences others to contribute voluntarily to the achievement of group tasks in a given situation (Gill, 2009). It has been observed that, in many organizations, leadership promotion is done outside the organizations. Some critics like Goldsmith et al (2003) have observed that lack of confidence on the part of some leaders; make some companies promote potential leaders from outside their organizations. However some critics have argued that leadership is the lifting of peoples vision to a higher sight, the raising of their performance to a higher standard, the building of their personality beyond its normal limitations (Goldsmith et al, 2003). By this, it could be vital for organisations to promote leadership from within. Leadership involves diagnosing situations, determining what needs to be done and marshalling collective efforts sufficient to achieve a desired future or avert significant problems. Therefore if individuals are promoted within an organisation, since they understand the organizational culture and know its structures, they can promote whatever vision or mission the organisation have to a certain height. Effective leadership entails the use of power and persuasion to define and determine the changing and ongoing problems within an organisation and, any other opportunities, while working to address solutions and actions needed to cope with the situation (Goldsmith et a l, 2003). 1.2 Research Motivation The motivation behind this investigation came up as a result of my observation in leadership promotions in many organizations that I have worked as a factory operative or part-time staff member. What was observed over the period is that, instead of organizations promoting their leadership from within the organisation, the promotion was made externally. In other words, each time there is leadership vacancy, the position is advertised and potential job seekers, who have leadership qualities being sort, apply and the recruitment is made from the applicants. Some critics have argued that, some of the leadership priorities are concerned with ensuring continuity, development, improvement, monitoring, and evaluation both for the work being done and for those involved in helping those objectives to be achieved. Therefore if leadership is promoted within an organisation, such continuity is not curtailed. If leadership is promoted from outside an organisation, it has a lot of serious consequences as pointed out by Mendenhall et al (2008). For instance, if staff members notice that there are potential members who possess the same qualification and employment experience as those recruited from outside, the recruited leaders work or efforts may be sabotaged, therefore opening the door of failure ajar. In some cases they may decide not to corporate or intentionally put up lackadaisical attitude to weaken his/her leadership. It is against this background that this investigation becomes very important for organisations such as Nestle Ghana Ltd, to understand the benefits that could derive from leadership promotion within it rather than getting potential leaders from outside the organisation. 1.3 Aims and Objectives of the Study Aims: The aim of the study is to ascertain some of the benefits that will be derived from leadership promotion within organisation rather than recruiting people from outside the organisation to lead the teams within the organisation. Objectives: To achieve the above aim, the study will be achieving the following objectives; To investigate the reasons behind why organisations need leadership instead of managers To assess why leadership promotion within organisation may benefit the overall performance of the organisation To analyse some of the difficulties involved in promoting leaders within an organisation rather than from outside the organisation Understand how organisations could enhance its performance through internal promotion of its leadership. 1.4 The research question The research is aimed at answering this research question; What are the benefits involved in promoting leadership from within an organisation, and what are some of the challenges associated with this approach? Answering the above questions will help in the achievement of the objectives; and through that, some recommendations will be suggested for the formulation of policies to address some of the leadership promotional challenges. 1.5 significance of the study This study will benefit all stakeholders in both large and small scale businesses as a result of effective recruitment decision making by organisations. Chapter Two Literature Review and Conceptual Framework 2.1 Introduction Chapter one talked about the introduction which gave a clear background of the study and how it has become very important for such an investigation to be carried out. In this chapter, the various themes that underpin the study will be reviewed in more detail. The concept of leadership and leadership theories will be made very explicit. Organisational culture and leadership promotion will also be examined in more detail. The chapter will end by looking at the relevance of leadership promotion from within or outside organisations. 2.2 Understanding the concept of leadership Leadership can be described as dynamic processes in a group whereby one individual will influence the others to enable them make voluntary contribution to the achievement of a group or organizational tasks in a given situation (Mendenhall, et al, 2008). Leadership involves diagnosing situations, determining what needs to be done and marshalling collective efforts sufficient to achieve a desired future or avert significant problems. It entails the use of power and persuasion to define and determine the changing nature of an organization and solving its problems, as well as making use of all opportunities, finding solutions to its problems and taking actions where necessary and helping it to cope with any given situation (Goldsmith, et al (2003). Leaders are supposed to set their organizational vision knowing where the organization is and where it is suppose to go. They also set the longer term vision for the organization. A leader in an organization is also a member of that organization, company, institution, etc whose purpose, vision, and values are for the benefit of the entire organization and its stakeholders, and those values and vision are shared by the entire organization. He or she is supposed to see his/her members as not just followers, but also as stakeholders striving to achieve that same purpose, vision, and values. The leader mobilises, motivates, inspires or encourages others. He/she must be exemplary in his or her dealings. Leaders must be able to motivate, inspire and energize their members (Gill, 2009; Fulop et al, 2004). To ensure that teams voluntarily follow and resources are attracted to the cause, ideas must be translated into simple, direct and positive statement of what the leader is going to do, how and why this is to be achieved and the benefits that it will bring to others (Mendenhall, et al, 2008). Leadership therefore become the most influential aspect of an organization; so a good leader is suppose to ensure that success of his or her organization is paramount and achievable, even within turbulent times. 2.3 Theories of leadership Theories of leadership have been used to explain the characteristics of those whom we expect them to be leading or are seen leading their organizations. There are many leadership theories, but most leadership theories explain how the style of leadership help shapes organizational culture. According to Gill (2009), there are so many types of theories of leadership. He stated psychodynamic theory or leader-member exchange theory, contingency and situational leadership theory and the new leadership approach which comprises of visionary theory as some of the theories that this study will be looking at. 2.3.1 Psychodynamic theory or leader-member exchange (LMX) theory Psychodynamic theory, or leader-member exchange theory as some writers explained, looks at the effectiveness of leaders as a function of the psychodynamic exchange that occurs between the leadership and the group members following the leader (Gill, 2009). Leaders are supposed to provide direction and guidance for the organization or the members through their influence given to them by members or management or the organisation. In some cases it is the board members who give the powers to those who are supposed to lead the organization, but the leaders will be influencing certain decisions depending on their power of influence. The LMX approach defines the effectiveness of the leaders and as a function of the psychodynamic exchange that is occurring between the leaders and group members that is, the followers or sub-ordinates. The leaders provide direction and guidance for the organization through influence permitted to them by members. Exchange theories focus on the characteristics of the leader, their individual followers and how they relate with their followers. In contrast to leadership-style theories, LMX theorists argue that leaders-member relations are sufficiently variable and it is suppose to warrant on each pair of leaders and their members in a separate dimensions; and that the members may differ markedly based on their descriptions and how they perceive the leader (Dansereau et al., 1975; Graen, 1976; Graen et al., 1977). The essence of psychodynamic theory is the understanding of oneself and others and in terms of results and performance of the organization; and the transactional nature of the style of the leader and the leader-follower relationship (Stech, 2004). 2.3.2 Contingency and situational leadership theory Contingency and situational leadership theories suggest that there is no one best style of leadership (Graen, 1976; Graen et al., 1977). They explained that successful and enduring leaders use different styles according to the nature of the organization they lead, the situation at stake and the followers. A condition or situation may compel a leader to change his/her behavior, while some of the situations political, social or economic may compel some leaders to their style, sometimes making them become authoritarian leaders, due to certain circumstance. Graen et al. (1977) noted that contingency theories suggest that there is no one best style of leadership. Nevertheless, successful and enduring leaders use different styles according to the nature of the organizational culture, the situation they may be handling and the followers. Such leaders know how to adopt a different style for a new situation, regardless of how effective any one particular style has been in the past. The effectiveness of a particular style of leadership depends on the relationship between the characteristics of the leader, the followers and the situation as suggested by Graen (1976) and Graen et al (1977). Bass et al, (1975) found that specific leadership styles are associated with different ways in which organization operates, the task at stake, personal and interpersonal characteristics or relationship. Hodgson and White (2001) argued that effective leadership is by finding the best fit between good behaviour, context and need. Contingent and situational theorists therefore argue that, there is not acceptable form of leadership, rather, the situation will justify what type of leadership is appropriate and must be applied. This means those in leadership position must be able to change their leadership style based on the situation. 2.3.3 New leadership Theory The new leadership theory comprises of visionary, charismatic and transformational leadership theories. Transformational leadership occurs when leaders raise peoples motivation to act and create a sense of higher purpose as explained by Graen (1976). He further noted that it is distinguished from transactional leadership, because it involves an exchange between the leader and the followers with an emphasis on correction mistakes from requirements and providing a material or extrinsic reward systems in return for compliance with the leaders orders or wishes. The new theories also place emphasis on strategic leadership and pragmatic leadership styles. Burns (1978) explained that vision, charisma and transformation are some of the keywords for the New Leadership theory. The concept of transformational leadership arose from a study undertaken to understand rebel leadership and revolution form of leadership that occurred in the early 1970s (Downton, 1973). However, others also argued that it was James MacGregor Burns who was seen as a political, historian and biographer, who in a seminal book published in 1978 first described transformational leadership and blended it with transactional leadership style (Burns, 1978). Transforming or transformational leadership as he explained them occur when both the leader and followers raise each others motivations to a sense of higher purpose. Transactional leadership on the other hand is a form of transaction or exchanges that occur between a leader and followers, such that it provides material or psychological reward systems in return for followers compliance with the hope of accomplishing their wishes. According to Sashkin visionary leadership, concerns itself with transforming an organizational culture such that it falls in line with the leaders vision it has for the organizations future (Sashkin,1988). Sashkin and Rosenbach have also suggested that there are three personal attributes that guide the leaders behavioral approaches. They include self-efficacy, power orientation and cognitive capability (Sashkin and Rosenbach, 1998). Cognitive capability therefore concerns itself with understanding complex that is cause-and-effective chains to be able to take action at the right time to achieve organizational desired outcomes (Streufert and Swezey, 1986). Very good leaders are often perceived as charismatic or born leaders, because of how they are connected with their followers. They inspire them and encourage them to follow their cause. Charismatic leadership may be found at most levels within the organization, though they are frequently found at top most part of the organization (Bass, 1992; Sashkin, 1992). They further noted that it is associated with greater trust that members or the followers will have in the leaders and achievement that have been noticed among followers. The charismatic leader weaves a spell outside that of the organization; and may attract shareholders, customers and investment in troubled times, as argued by Flynn and Staw (2004) the French researcher. Waldman et al. (2001), however, in a study of senior managers in Fortune 500 companies in the United States, also noted that charismatic leadership is associated with net profit margin registered with some organisations, but only under conditions of environmenta l uncertainty. Charismatic leadership appears to be dysfunctional in predictable conditions, perhaps because it may generate unnecessary change. 2.4 Organizational culture and leadership promotion Culture has been described in many ways, and it has become very difficult to find a consensus or a common and clear definition. Some critics have argued that culture describes what an organization is about or how organization conducts itself (Smircich and Cala, 1987). Leigh and Maynard (2000) see culture as a heady combination of organisations vision, its values, tradition, ethos and its self-image. While the Work Systems Associates (1996) also describe culture as the lifestyle of the organization; its main core values, its hidden assumptions or beliefs, systems, policies, programmes and procedures, and the way it conduct its business everyday and its relations with stakeholders. Linstead (2004:107) has argued that, leaders can exert a powerful influence on the culture of their organization, especially if they are the founder, for that matter can play a very significant role in promoting those expected to be leaders or to lead it. Understanding the organization culture and how leaders influence promotion of leaders within it become very significant for the organization. While some of the organizations have a culture of promoting leaders from within it, others prefer getting leaders from outside. The later is preferred because some schools of thought argue that, if leaders are promoted within an organization there is little respect for those who will be promoted, while exercising their authority also become difficult because of familiarity with members. The ability to perceive the limitations of ones own culture and to develop the culture adaptively is the essence and ultimate challenge of leadership. The most important message for leaders at this point is how they have to understand the organizational culture, give what is due, and ask how well the culture could be understood which the leadership is embedded (Schein, 1992). The need for leaders to create and manage organizational culture is consistent with the increasingly becoming accepted part of organizational-wide leadership concept or become an expert of distributed leadership style (Ashkanasy et al., 2000). With regards to leadership style, and how culture may influence its promotion, significant, indirect pervasive effects on organizational performance could also be very significant (Gill, 2009. Linstead (2004) has explained that, since leaders can shape the culture of their organization more especially if they are the founder, promoting leaders could be very easy, because they have direct influence on the culture of the organization. The culture of an organization and how leaders are promoted therefore could be very significant because every organization has a way of conducting itself and how it may decide to promote its leaders. Ogbonna and Harriss overall conclusion was that organizational culture mediates the relationship between leadership style and organizational performance and in effect has a positive role to play in promoting leaders (Gill, 2009). 2.5 Leadership promotion in organization Leadership promotion takes place, of course, mostly on the job and in many organisations. In fact most of what we know about leadership and leadership promotion and how it can be done is learned through experience in real life rather than in the classroom. Formal training in general, and leadership development programmes in particular, aim to enhance organizational development and performance through a well managed organization. Leadership promotion could serve as a learning process for those who may have the potential and skills to become future leaders. Examples of leadership promotion in an organization could be to rotate job responsibilities, taking on the leadership of special projects or assignments, deputizing others of for the bosses and leading in a cross-functional team (Economist, 2001d). The value of real experience is well demonstrated by the way in which some of the top consulting firms have become a rich source of CEOs, through leadership promotion. It is almost as if the experience and ideal leadership program exist within such organizations, because of how the leadership promotion is well nurtured to develop future leaders (Linstead, 2004). Leadership promotion becomes very important for organization to effectively manage its affairs. Most organizations prefer to promote staff onto higher position within their organizations, while others promote from outside the organization. However, even though some organizations may prefer promoting from within others also prefer to do their promotion from outside the organization even if there are skillful individuals to serve as leaders within it. 2.5.1 Leadership promoting within organization Leadership promotion within organization means instead of getting people from outside an organization to occupy leadership positions, organization promote its own staff that it considers to be very effective or have the leadership potential or skills that are needed and get promoted. One may argue that such a move is very good and that, since members in a company are used to the way things operate and understand the system very well, promoting such individuals is a form of continuous process. That is since employees know the system already, if they are promoted internally, they are familiar with the situation so they will know what to do from day one. It might be a change of position, but continue doing what they already have an idea of how it is done. Linstead (2004) has argued that, when a company is small, and the leaders are easily seen, the influence they can have in the development of the company can easily be seen, than if it were to be a multinational company. Promoting leaders from within a small company although could be bringing some benefits as explained by Linstead; familiarity which will bring contempt could also affect the leaders performance and his or her ability to exercise his or her full authority and powers as a leader. While some critics also argue that, promoting from within is the best way because most members that are promoted from within an organization are familiar with the job, the culture and structure of the organization. This will serve as a good foundation for those promoted to be leaders from within to have a basis to begin their leadership assignment. 2.5.2 Leadership promotion outside organization Promoting leaders to higher positions is another way that many organizations or institutions have to adopt as a means of motivating their employees. It is not just to promote them because they have to be motivated in one form or the other, but when staff gets promoted within their organization, they feel motivated to work very hard. Like promotion within an organization, other critiques also argue that, promoting within an organization is very bad and support promotion from outside an organization. They are that, since individuals become stagnant and too familiar with colleague when they have worked in the same place for long, making become seniors in the same workplace may not enhance respect being given to them by other members. 2.6 Leadership promotion in supermarkets Leadership promotion is very crucial in every organisation. It is not only supermarkets that need to promote leaders in their organisation, although leadership promotion is very vital for organisations to remain competitive and improve. Supermarket like any other organisation also must improve or develop its leaders so as to make the organisation move forward. Every organisation should have those who can set its vision and communicate the vision to the members to enable them support it. 2.7 Summary It can be said that effective leadership place a central role in the success of every organisation, regardless of the size, form or structure. Leadership therefore needs to be effectively promoted such that all stakeholders will feel part of the organization and therefore promotes its standings within todays market. Chapter Three Methodology 3.1 Methodology of the Research There are three main methodologies, which can be used to undertake research in the real world; they are quantitative, qualitative and mixed methodologies (Kumar, 1996; Robson, 2003). The study will adopt both qualitative and quantitative methodologies to ascertain the relevance of managing across cultures and the techniques managers need do so effectively, which according to critics like Flick (2002) and Kent (1999) will give the researcher to gather good data. To do so successfully, employees from selected organisations will be interviewed alongside managers and chief executive officers to seek their views about the topic under investigation. The interviews will be conducted on a one-on-one basis for both ordinary workers and some individuals in management positions. Some employees will also be made to answer questionnaires to triangulate the interview data Forms methods such as observation participants or non-participants will not be suitable for the data gathering. According to Kent (1999) looking at non-participant observation method for instance, although it may be suitable for the research, position of the researcher and his/her inability to probe whatever may transpire makes it difficult for adequate information to be obtained from the respondents. Besides, clarification cannot be done during data collection. Respondents may also exaggerate their activities if it becomes obvious that the researcher is amongst them gathering data. While others may also decide to withhold information, that will enhance the degree of biases that may affect validity of the data. These reasons have made it very important to adopt both questionnaire and interview and will neglect the other methods. 3.2 Research Strategy and Design Nestle Ghana Ltd Nestlà © started in the 1860s by Henri Nestlà ©, a pharmacist, whose initial aim was to develop food for babies who were unable to breast feed. A study by the Institute of IDE-JETRO (Institute of Developing Economies, Japan External Trade Organisation), Nestlà © is not only one of Switzerlands largest industrial company, but also, currently, one of the worlds largest food companies. They products include Perrier, Nescafe, mineral water, pet food. It is also fast increasing its share of the ice cream market.   The study continued that Nestlà © Ghana Limited is one of the divested businesses by Nestlà © whose origination dated back in 1957 under the trading name of Nestlà © Products (Gh) Limited with the importation of Nestlà © products such as milk and chocolates. It was incorporated as Food Specialties (GH) Limited to manufacture and market locally well known Nestlà © brands in 1968, however, in 1987, it became Nestle Ghana Limited. Services and Products Nestlà © Ghana Limited has numerous well-known brands including; IDEAL Full Cream Evaporated Milk, CARNATION Filled Milk, Carnation Tea Creamer, MILO, CEREVITA Porridges, CERELAC Maize/Milk and CERELAC Wheat/Milk. Nestlà © Ghana also imports and distributes brands such as: NIDO Milk Powder, LACTOGEN Infant Formula, NAN Infant Formula and NESCAFE Soluble Coffee among others. Number of Employees Nestle Ghana Limited employs 1,000 people. Financial Information Nestle Ghana Limiteds turnover in 2008 was US$173,491 and net profits US$18,499. Market Share Nestlà © Ghana limited is ranked 437 in the Top 500 Companies in Africa 2009 and as one of the top ten companies in Ghana for 2009 (6th position overall and it is the only company in the food industry category on the list of top 10). Business Objective Though Nestlà ©s business objective is to manufacture and market the Companys products in such a way as to create value that can be sustained over the long term for stakeholders, however, Nestle Ghana Limiteds aim to be the number one company not only in business terms and the highest profit making business but also the best employer, the most socially responsible citizen and ethically sound company. Ownership of Business Nestle Ghana Ltd owns 76% of the business with 24% belonging to the Ghana Government.   Benefits Offered and Relations with Government The numerous business and social activities undertaken by Nestlà © Ghana Ltd is hailed as a direct contribution to the Ghanaian economy. Aside aiming at maximising profit, they also undertake series is of activities which promote the growth of Ghanas workforce. For example, Nestle Ghana Ltd promotes medical students in health sciences, supports child education and social events as well as sports. These achievements have earned them a place by the Ghana Government who qualifies the company as a responsible citizen. Source: Jetro, I. ().  AGE (African Growing Enterprises) File.  Available: http://www.ide.go.jp/English/Data/Africa_file/Company/ghana04.html#anchor1. Last accessed 11th Oct 2012. 3.2.1 Research Strategy The use of Nestle Ghana as the only company being used for the study justifies the case study approach being adopted. As it has been argued by May (2001), the exploratory study helped to develop understanding and analysis of the issue under investigation. However, according to Gray (2004) research in real world could be carried following the qualitative, quantitative or a combination of two research methodologies. Robson (2003) and May (2001) explained that, the choice of methodology depended on the research question that were answered, the nature of organisation and also the respondents who were involved in the study. The study utilized the survey questionnaires to generate data from employees of Nestle Company and their understanding of how BSC could be applied in the organisation to enable it measure its performance. In the process of finalizing the questionnaire survey, informal discussions with those knowledgeable about BSC or measurement of organisational performance was carrie d out. The survey instrument used for this research was a carefully designed. 3.2.2 Research Design The data collection tools were designed in a way that could make it possible for the research objectives to be achieved. One of the ma

The Science of Love Essay -- Science of Sex Appeal

Around the world people love. They live for love, they write for love, the sing, eat, cook, die and kill for love (ForumNetwork, 2009). Since the beginning of recorded time, people have wondered why love is such an intense and universal feeling. There is no culture in this planet that does not have love (ForumNetwork, 2009). This essay will only talk about romantic love were sexuality and attraction are involved. Romantic love, is one of the most powerful energies on earth (ForumNetwork, 2009), it is indeed one on the most addictive substances we can experience at least once in our life. The rush of cocaine and the rush of being in love depend on the same chemicals in our brain (ForumNetwork, 2009); we are literally addicted to love. The feeling of being in love does not depend whether the other part loves you back or not, it will help you feel more happy that is for sure, but the intensity of the feeling loved or heartbroken is the same, they both depart from the same principle: the love and desire of the other. Love remains in the most basic system of our brain, under all cognitive process, under all motor impulses; it is placed in our reward system, the most ancient systems of all (ForumNetwork, 2009). In order to gather all the information we have got in the science of love, many researchers in different fields have cooperated to form an idea of what occurs when love happens. One of the world leading researches in this field is the American anthropologist Helen Fisher, author of many best-seller books such as why we love, or why him, why her. She has worked with many neuroscientists, psychologists, sociologist, and doctors in order to achieve a big experiment where brains of participants that claimed to be in love or hear... .... New Scientist , 36-38. Fisher, H. (2004). Why we love (1era ed.). new york, USA: Henry holt. Meyer, B. (11 de feb de 2009). Science of romance: Brain have a love circuit. Recuperado el 4 de oct de 2011, de www.cleveland.com: http://www.cleveland.com/nation/index.ssf/2009/02/science_of_romance_brains_have.html Miller, T. (29 de dic de 2009). Factoidz.com. Recuperado el 3 de oct de 2011, de The chemistry behind a fool love.: http://factoidz.com/why-love-makes-us-act-so-irrational-the-chemistry-behind-a-fool-in-love/ inforefuge.com. (n.d.). Recuperado el 5 de oct de 2011, de The Science of Smell: http://www.inforefuge.com/science-of-smell-conclusion Rooks, P. (2009). the science of love. skeptic , 15, 73-75. DiscoveryNetworks. (13 de feb de 2009). Science of Sex Appeal. ForumNetwork. (21 de sep de 2009). Helen Fisher. This is your brain on love .

English as an International Language

There are lots of languages in the world and some of them fall into the category of international languages or languages of wider communication, such as French, English, German, Spanish, Russian, Italian and Arabic. All these languages are the official languages of the United Nations. Among all these languages English is rightly considered to be the international language of the world, though English has assumed the function of the ‘world language’ quite recently. It was only in the 1930 that the British Foreign Office stopped using French for all its official memoranda.Nowadays it is estimated that besides 300 millions native speakers, there are 300 millions who use English as the second language and 100 millions use it as a foreign language. It is listed as the official or co-official language of over 45 countries and is spoken extensively in other countries where it has no official status. A very marked rise is evident in the use of English for occupation purposes: En glish is the international language of the air, and failure to use it efficiently can endanger passenger safety.English is the language of banking and industry: many international firms, based in non-English countries conduct their entire operations throughout the world in English. Two thirds of all scientific papers are written in English. Over 70% of all mail is written and addressed in English. Most international tourism is conducted in English. There aren’t any linguistic reasons why English might be the world language, because to anyone learning English it’s neither more simple nor more complex than any other language. English is easy to master to some extent, because it has a simple system of declension.Some linguists divide the use of English into three circles. The inner circle is the traditional base of English and includes countries such as the United Kingdom, Ireland, the USA and former colonies: Australia, New Zealand and some others. English is the native language or mother tongue of most people in these countries. In the outer circle are those countries where English has official or historical importance. This means most of the Commonwealth (the former British Empire), including high-populated countries such as India and Nigeria and others under the American sphere of influence, such as the Philippines.Here English may serve as a language for mutual understanding between ethnic language groups. Higher education, the legislature and judiciary, national commerce and so on may all be carried out predominantly in English. And the expanding circle refers to those countries where English has no official role, but nevertheless is important for certain functions, notably international business. This use of English includes most of the rest of the world. In conclusion I would like to say that the knowledge of the English language nowadays is important for career. It increases your salary by 30%.

Partners Healthcare Case Question

Portfolio Theory Case (Professor David Moreno) PARTNERS HEALTHCARE CASE The goal of this case is to teach to students the relevance of non traditional assets (as real states or commodities) in a well-diversified portfolio. Moreover, students will be able to practice with the most important concepts from portfolio theory as efficient frontier, dominated portfolios, Sharpe ratio, among others. In addition, students are learning how portfolio theory can be useful not only for portfolio managers but for any company or firm with some funds to manage.To do this case students must work in groups and, at the end, each group must give a printed copy of the answers to all these questions. Moreover, they should prepare a presentation in Power Point or Word answering these questions for their presentation on the classroom. Short Questions (You should answer these questions very shortly) 1. How do the hospitals obtain their profits? Why do the hospitals use or need the Long-Term Funds? Compute th e annual returns obtained by the LTP between 1995 and 2004 and represent them on a graph.In addition, what has the average return been during that time period? 2. According to the text the physician organizations or hospitals can invest their financial resources in several centrally-managed pools. What are these pools? How are they? 1 Portfolio Theory Case (Professor David Moreno) 3. The problem presented in the case is a typical problem of portfolio theory. Is it a security selection problem or an asset allocation problem? Explain the differences among them. 4. During the last years the Parthners Investment Comitte have introduced a new asset class, REITs and Commodity Index.Explain these non traditional assets and if in your own opinion they should be interesting or not. Long Questions (in this case you will be considered a portfolio manager trying to explain or to answer to these question in a company or comitte, then use everything you need, computer, graphs, mathematics,†¦ ) 1. Suppose different hospitals within the Partners system choose different mixes of the â€Å"riskfree† STP and the baseline LTP, whose future expected returns and risks are shown in Exhibit 3.On Exhibit 3, plot the returns and risks of the various potential portfolios that can be formed by allocating funds between the STP and baseline LTP. What shape does a line drawn through these portfolios take? Why? 2. On Exhibit 5, plot the curve for the risks and expected returns of the optimal portfolio combinations in the 4 asset case detailed in Exhibit 6, namely: US Equities, Foreign Equities, Bonds, and REITs. Do the same for the 4 asset case shown in Exhibit 7: US, Foreign, Bonds, and Commodities.Do the same for the 5 asset case detailed in Exhibit 8: US, Foreign, Bonds, REITs, and Commodities. How much does each of the â€Å"real assets† improve the potential opportunities for the hospitals investing in the LTP? 3. About the results in the previous point: What are the i mportant factors that determine the degree of improvement when non traditional assets are introduced? 2 Portfolio Theory Case (Professor David Moreno) 4.Consider the hospital that wishes to invest in the STP and the LTP such that the total expected return on the portfolio is 6%. How does the introduction of real assets alter the risk and composition of their most attractive portfolio? 5. Consider the hospital that is fully invested in the LTP with its current standard deviation and wishes to maintain this level of risk. How much does the introduction of real assets help them, if at all? If it was needed consider the possibility of taking short positions. 3