Intrinsic Power And Political Organisations

Intrinsic Power And Political Organisations This papers first aim is to analyse as well as evaluate the different thoughts and views exist in the literature about Power and politics are intrinsic to organisations. The second goal is to represent the motivational approaches related to power and politics in organization. The final goal is to show and illustrate the concept of power and politics through the film Devil Wears Prada. The review of the literature on organizational power and politics reveals a growing interest on this subject throughout the last few decades. Power and politics are the two indisputable part of organization. Decision making and problem solving are the two vital factors which are interconnected with Power and politics. Actual conflicts in organisations are resolved by power and political skills of managers and leaders. Power and Politics, though closely related, share similarities and differences but ultimately work together for the success of an organization. Unity in diversity should be the positive ou tcome of power and politics in organization. Power and politics are the crucial medium through which conflicts and divergent interest are managed and resolved. Power and politics are called the heart of organization. In the first part I want to discuss different aspects of power in organizations. Power is defined as the ability to get someone to do something you want done or the ability to make things happen in the way you want them. (Schermerhorn, Hunt, and Osborn). Throughout history, human beings have been fascinated by power. In the earlier periods power is prescribed by the structure of the organization. Without reference to the works of Marx (1967) and Weber (1978) it is hard to make sense of organizational power. Power is conceptualized broadly within a system-rational model of organizational structure. Decision making and concomitant exercising of power (logical, optimal and adaptive response) bring changes in the organization and we can say that The Devil Wears Prada is an example of a movie which is unapologetically or maybe semi-apologetically fascinated with power of Miranda. Power is important within the organizations and moreover for the management to influence individuals to make t hings happen. Power is to organization as oxygen as to breathing (Bernard Crick 1982). All organizations require power but all power dont require organization. We cannot make serious enquiry in to the organization without an enquiry of power. Main conception of power is concentrated on Webers (1947) classic definition that power is the probability that a person can carry out his or her own will despite resistance. The concept of power is often expressed in the literature by the words the ability to à ¢Ã¢â€š ¬Ã‚ ¦ as by Salancik and Pfeffer (1977) and the ability to bring about outcomes you desire (Power politics and organizations: Andrew Kakabadse and Christopher Parker,P 22). There are four dimensions of power such as behavioural view (Dahl), political view (Bacharach and Baratz), radical structural view (Lukes) and relational approach (Foucault). (Management Organization, Linstead and Fulop ,2nd Edition P 282). Great men are almost always not good men as they exercise influence and authority. As example in the film Devil Wears Prada we have seen how Miranda has treated her assistant Andy. In organizations, power is considered to derive from numerous sources. French and Raven (1959) identified five sources of power such as coercive power, reward power, exert power, legitimate or position power and referent power. Etizoni has classified power as coercive power, utilitarian power and normative power. Robbins (1984) has discussed the comparisons between the sources of power and the means to exert influence that refers to bases of power. Blau(1964): Power is the ability of persons as groups to impose their will on others despite resistance through deterrence either in the form of withholding regularly supplied rewards or in the form of punishment inasmuch as the former, as well as the latter, constitutes in effect negative sanction. The definition by Parsons (1956) is an interactive formulation but within a structural framework: Power we may define as the realistic capacity of system-unit to actualize its interests within the context of system-interaction and in this sense exert influence on processes in the system. Organizations should have formal and informal rules for coordinating actions of different people. People of diverse background, particular interests and different understandings abide by these rules. A famous thought by Lord Acton: Power tends to corrupt and absolute power corrupts absolutely. Great men are almost always bad men, even when they exercise influence and not authority: still more when you super add the tendency or the certainty of corruption by authority (Lord Acton, 5 April 1987 to Bishop Mandell Creighton). The pluralists (Dahl1957, Wolfinger1971) claimed that power was equitably distributed around the society and no particular group had undue influence over decision making processes. The elitists (Bachrach and Baratz, 1962, Hunter1953, Mills1956) argued that power was concentrated in the hands of privileged few who controlled political agendas. The term power takes on different meanings when the unit or power holder is a formal group in an open system with multiple go als and the system is assumed to reflect a political-domination model of organization rather than only a co-operative model(Perrow 1970,P 84). In the film The Devil Wears Prada Miranda occasionally takes time from Andys daily routine and spreading fear and anxiety in her mind wherever she goes. In a scene Miranda tells Andy that I am your Master, you are dying to be like me, that is what Master (Miranda) never should say. This is all about her organizational power. In this part I want to represent the organizational politics with critical and mainstream approach. Organizational politics can be expressed as a social influence process in which behaviour is strategically designed to maximize short term or long term self-interest. Power and politics are the top two elements used in a company that either can cause the downfall or success of that organization. Politics is defined as the tactics used to obtain a desired goal, position or status in an organization. The power relationships in day-to-day relations could be understood by the political metaphor. If we consider the positive side then politics can be defined as A style of interaction which allows us to read and understand the situations, interpret them and exhibit the right kind of behaviour for inducing others to do what we want and do it willingly (Ferris,G.R,Davidson,S.l, and PerreweP.L (2005), political skill at work, P 9.Mountain view) And if we look at the negative side then it can be defined as The actions of individuals which are directed toward the goal of furthering our own self-interest without regard for the well-being of others or organization.(Kacmer,K.M. Carlson,D.S(1997),POPS A multiple sample investigation.Journal of Management,23, P 627). Political skill can influence organizational performance in different ways. The politically skilful managers and professionals often have higher job performance which is the building block for organizational performance. In the film Devil Wears Prada we have seen the politics of Emily (assistance of Miranda) as well as Miranda with Andy. For example, for facilitating the manufacture of a major new piece of equipment that is in demand from several customers, a project manager might use political skill. Political skill is positively associated with job performance in terms of quantity of work output, quality of workout and accuracy of work in organization. Thirty years ago J. Pffefer observed that organizations are more political than rational. Aristotle told that politics stems from a diversity of interests. Almost all employees bring their own interests, wants, desire, and needs in the organization. Robbins (2001) suggested that there are two forms of organizational politics, one is legitimate and other is illegitimate politics. Organizational leaders seek to satisfy not only organizational interests, but also their own wants and requirements, driven by self-interest. According to Farrell and Peterson the successful practice of organizational politics is perceived to lead to a higher level of power, and once a higher level of power is attained, there is more opportunity to engage in political behaviour. Politics are generated by structural cleavages in the organization among various component elements and identities, different values, affective, cognitive and discursive styles. Other causes of generation are the complexity and the degree of uncertainty, the external pressure coming from stakeholders or other actors and the history of past politics in the organization. If we accept the existence of power relations in organizations then politics and politicking are essential part of organization. Kissing up, passing the buck, apple polishing, covering your rear, creating conflict, forming coalitions, cunning, arrogant, scheming etc. are the negative terminology which are often used in organization as the political activity. Developing working relationships, encouraging change and innovation improving efficiency, facilitating teamwork, planning ahead, astute are the terminologies of positive aspect of organizational politics. The lack of concern with politics is the main void of organizational theory. Political alignment such as interest group of politics and coalition politics has an important effect on relations within organizations. In the film The Devil Wears Prada Miranda gives short orders and never likes to repeat herself. Andy is just supposed to know what she is talking about. Miranda wants her coffee as hot as brimstone, and sometimes even demands the unbelievable as at one point she demands a copy of a yet to be published Harry Potter book for her daughters. All these activities show the influence and organizational power of Miranda. The understanding of organizational politics requires a collective influence which is used by departments or subunits of organization to counter control and establish resistance pattern is described in Michel Croziers famous study The Bureaucratic phenomenon (1964). Most of the management and organization studies are based on Webers work as a simple affirmation of bureaucratic rationality. As example his work on Verstehen as an interpretive method for analysing human behaviour is almost completely ignored. The community power debate which was conducted during 1950s, 1960s, 1970s described the status of power as an empirical phenomenon. At the time of answering the question what is the structure and distribution of power in contemporary society? people were divided into two camps, one is pluralists (Dahl 1957, 1958, 1961, Wolfinger 1971) and other is elitists (Bachrach and Baratz ,1962,1963,Hunter 1953, Mills, 1956). The pluralists claimed that power was equitably distributed throughout society and there is no particular had undue influence over decision making processes. On the other side the elitists argued that power was concentrated in the hands of a privileged few who controlled political agendas. Then Dahl (1957) expressed that A has power over B to the extent that he or she can get B to do something that B would not otherwise do (Dahl 1957, PP. 202-203). On the other hand Bachrach and Baratz (1962) criticize Dahls explanation on concrete decision making situation , claiming that power is also exercised in non-decision making situations. All forms of political organization have a bias in favour of the exploitation of some kinds of conflict and the suppression of other because organization is the mobilization of bias. Some issues are organized into politics while others are organized out. (Schattschneider 1960, P 71, emphasis in original). Debate was increased when Lukess(1974) radical three dimensional view of power criticizes both Dahls one dimensional model and Bachrach and Baratzs two dimensional model. Decision making is a political interest which is resulting from the conflicts of interest characteristic of sub-goal differentiation within organization (Ganz and Murray, 1980, Mayes and Allen 1977, Rogers 1971, Vredenburgh and Maurer 1984). The dynamics of political behaviour is essential to understand for a full understanding of organizational functioning. The political character of organization life is rooted in non-bureaucratic decision mechanisms (Salancik and Pfeffer 1974, P 454) which is used to resolve the conflicts between organization and subunits. Gandz Murray (1980) expressed the difference between political and non-political uses of power. Miles (1980) asserts that it is important to recognize that politics need not be bad, though common parlance uses the term in a pejorative sense. The survival of an organization may depend on the success of a unit or coalition in overturning a traditional but out-dated formal organization objective or policy. Political activity can also be beneficial to organizations. If through the politicking of the marketing manager, changes in product are brought about which in turn provide commercial gains for the organization, then it could be claimed that such political behaviour is beneficial for organizations. A recent study developed a profile of individuals active in office politics based on a survey completed by a number of managers. The result indicated that managerial level, job function and sex were unrelated to political activity. However certain personality traits corresponded highly with the individual managers propensity to engage in office politics. The managerial person should avoid making their power open and explicit. Self-serving behaviour has a bad effect on organizations and its employees. Kanter (1979) told that People know who is holding power. Kanter has claimed that explicit claims to power are only made by the powerless. Office politics does exist in the organization regardi ng issues like departmental budget, space allocation, project responsibilities and salary adjustment (Robbins 2001). In the film Devil Wears Prada Miranda has done politics by choosing Andy to go to Paris with her over Emily and asked Andy to inform this to Emily, Again Miranda bypasses Nigel for a promotion so as to keep her own job secure as she was to be replaced and the information for which came from Andy. Thus organizational politics is blatantly portrayed here and is thus an excellent example. So far we have discussed the key aspects of power and politics. In this part I want to focus on motivation and discuss the relation between motivation and organization. Motivation is an essential part in organizations, both for the individual and for the organization as a whole. Motivational state or condition of a person has an impact or influence upon both behaviour and performance. Motivation to work is of great importance to us since we spend a lot of our time working in organizations (Michael W.Drafke and Stan Kossen., The Human Side of Organizations, Massachusetts: Addison/Wesley,1998,p.2-12). Pffefer (1981) has suggested that major characteristic often accompanying political behaviour is the attempt to conceal its true motivation. True motive was concealed because the actor believed that it was unacceptable. Motivation is equal important for manager and employee. In 1970 David McClelland and David Burnham published an article in Harvard Business Review called Power is the great Motivator. This article directly focused on managers motivatio n. A good manager is one who, among other things, helps subordinates feel strong and responsible, rewards them properly for good performance and sees that things are organised so that subordinates feel they know what they should be doing(McClelland,2003,P-109). In the film Devil Wears Prada Andy has motivated herself in different ways to be familiar with the new job environment in spite of rude behaviour of her boss Miranda. Recently the boundaries have widened and work and private life is much more connected to each other than past. In the past when one left his workplace, the person had less obligations or responsibility against the company (Karl Weick., Making sense of the Organization,Malden: Blackwell Publishing, 2006,P 207-210). Then Karl Marx stated that Freedom begins at the gates of the factory (Robert Tucker,The Marx-Engels reader,NewYork Norton,1978, P-440). Today people often bring their work home as well as colleagues socialize outside work (Weick). If employees are not motivated, no one would make an effort to work and companys performance would be less efficient. Vroom (1964) has developed expectancy theory from the original work of Tolman and Honzik(1930) and produced a systematic explanatory theory of workplace motivation. It claimed that the motivation to behave in a particular way is determined by an individuals expectation that behaviour will lead to a particular outcome, multiplied by the preference or valence that person has for that out-come. Vroom has argued that human behaviour is controlled by subjective probability. The equation is Motivation (M) = Expectation (E) * Valence (V). Abraham Maslows (1943, 1954) theory of motivation was the first theory to be applied to the world of work. He proposed that human beings have five needs (Self-Actualisation, Esteem, Social, Safety, and Physiological) and when these are not satisfied they provide the drive to act and set up the motivating mechanism. The most significance and potential value to managers attempting to understand the motivation in the workplace is the work of McClellands (1961) achievement theory. Herzbergs (1968) two-factor theory on intrinsic and extrinsic motivational factors affect what individuals perceive as the value or valance of particular outcomes which will influence both their performance and job satisfaction. Communication between employees and managers within the organization is an essential and vital ingredient of motivation. Employees are motivated by recognition and constructive feedback from their manager. Motivation is a complex, dynamic and culture based concept so there is no one universal theory which is applicable to motivation. Karl Marx said that Men make history but not under conditions of their own choosing. In spite of covert nature of power and politics it is real and important aspect of all organizations. We have discussed the unitary, pluralist, radical and relational view of power and politics in this essay. Managers can prevent the misuses of power by confirming that clear organizational goals, plans, and individual roles, and responsibilities are understood and followed. Power should be used to manipulate the understanding and interpretation of organizational events. According to pluralist, radical and relational perspectives on power and politics it is generic to organization. The unitary as well as pluralist views provide a comfort zone to deal with power and politics. Managers should be highly skilled in reflective practice and critical thinking if they want to understand the relational view of power and politics. Smart and clever manager can boost themselves or their career through power and p olitics. Politics involves cultivating influential allies, controlling the flow of information and influencing decisions through ones power base. Organizational politics have detrimental effect on employees moral, loyalty and trust. Some people think that practice of politics can be cunning and deceitful while other people believe that it can be motivator with positive result. To understand the organizational political behaviour Farrell and Peterson (1982) proposed a three dimensional typology. One dimension is where the political activity takes place (inside or outside the organization), second one is the direction of the attempted influence (vertically or laterally) and last one is legitimacy of the political action (Functional vs. Dysfunctional conflict) .The processes by which the organization is operated should be ethically based. There are many internal and external aspects of organization which are the cause of success and failure of organization. Organizations must insure th at decisions are not based on personal agendas or outside influences. Organizations should abide by their code of conduct to avoid conflict of interest. The effect of Power and Politics depends on how they are practiced in organization. All the approaches of power and politics have their own advantages and disadvantages. It is very important to understand the limits of power and authority, resistance and obedience in organizations. Fundamentally, power is shaped by what we know and how we know what to do in organization. Throughout this essay I have represented the critical approaches of power and politics and the relation with mainstream approaches. I am unable to point out any organization which has no implications of power and politics. I agree with the topic that power and politics are intrinsic to organization. I think that there should be more research on this topic to clarify in a more broad vision. REFRENCES Amos Drory, Tsilia Romm Politics in Organization and its Perception within the Organization. Andrew J. Dubrin Political Behaviours in Organizations Bronston T. Mayes, Robert W. Allen Toward A Definition of Organizational Politics Cavanagh G F., Moberg D J.,Velasquez M. The Ethics of Organizational Politics, The Academy of Management Review, Jul 01, 1981; Vol. 6, N. 3, p. 363-374. Clegg, Courpasson and Phillips Power and Organizations. Clegg CHAPTER 5 Managing Power And Politics in Organizations, Resistance, Empowerment, Ethics (P 151-190). David Buchanan, Andrzej Huczynski Organizational behaviour( Third Edition, P 667-702) Dennis K. Mumby, Purdue University Power and Politics ,(Chap 15) Ferris,G.R,Davidson,S.l, and PerreweP.L (2005), political skill at work, Mountain view. Gerald F. Cavanagh, Dennis J. Moberg, Manuel Velasquez The Ethics of Organizational Politics Gibson, Ivancevich, Donnelly, Konopaske Organizations behaviour, structure, Processes (Chap 10, P 275-295). Gilbert W. Fairholm, Organizational Power Politics, Tactics in Organizational Leadership Harvey, E., and R. Mills. Patterns of Organizational Adaptation: A Political Perspective, in Mayer Zald (Ed.), Power in Organizations (Nashville, Tenn.: Vanderbilt University Press, 1970), pp. 181-213. Ian Brooks Organizational Behaviour (P 233-258). Jackson, N Carter, P (2007). Rethinking Organizational Behaviour: A Poststructuralist Framework, Pearson Education. John Martin organizational behaviour Second Edition, P (807-884) John Bratton, Peter Sawchuk, Carolyn Forshaw, Militza Callinam and Martin Corbett Work and Organizational behaviour( Second Edition) Joseph W.Weiss Organizational Behaviour and Chang, managing diversity, cross-cultural dynamics and ethics.(Second Edition). Julieta Dà ¡vila, Samuel Hernà ¡ndez, Vicente Peralta Organizational Conflict, Power and Politics (June 2004). Kacmer,K.M. Carlson,D.S(1997), A multiple sample investigation Journal of Management. Kakabadse ,A Parkar,C(eds) Power and Politics and Organizations: A Behavioural Science view, London John Wiley Knights, D. and H. Willmott (eds.) (2007) Introducing Organizational Behaviour Management. London: Thomson. Laurie J. MullinsManagement and Organizational behaviour (Ninth Edition). Linstead, S., L. Fulop and S. Lilley, (eds) (2004) Management and Organization: A Critical Text. Basingstoke: (Second edition). Samuel B. Bacharach and Edward J. Lawer Power And Politics in Organization Zaleznik, A. Power and Politics in Organizational Life, Harvard Business Review, Vol. 48, No. 3 (1970), 47-60. . .

Cadbury Is A Brand With A Long History Marketing Essay

Cadbury Is A Brand With A Long History Marketing Essay Cadbury is a brand with a long history in New Zealand and a passionate commitment to making everyone feel happy. Cadbury  is a  confectionery  company owned by  Kraft Foods. Its main  headquarter is in London, United Kingdom, and the company operates in more than 50 countries worldwide. John Cadbury shaped the business in 1824 on the name of Cadbury. The business started as a shop in a fashionable place in Birmingham. It sold things such as tea and coffee, mustard and a new sideline cocoa and drinking chocolate, which John Cadbury prepared him using a mortar and pestle.   In 1847 a large factory was rented in Bridge  Street Birmingham. In the mean time John Cadbury was joined by his  brother Benjamin and the name of the business became Cadbury Brothers  of Birmingham.  (Wikipedia, 2010) In 1866 when the brothers  introduced the process of pressing the cocoa butter out of the cocoa  beans. The benefits for the Cadbury brothers was that they could use  the butter to make different types of eating chocolate the first of which was the Cadburys dairy milk.   A description of Cadburys and their aims and objectives Cadbury is an international company that makes market and sells unique brands chocolate. Cadbury have done this successfully for over 200 years. The reason they are so successful is because they have a clear understanding of the needs of their consumers, customers and other stakeholders.   Dunedin is a major centre for Cadbury Schweppes in the region, with the site playing host to Cadbury World and being a major production and distribution centre. (Coursework, 2003) Product and services   Dunedin is a major centre for Cadbury Schweppes in New Zealand and major production of Cadbury chocolates are done here. It is also called a major distribution centre of Chocolate. Some of the major products brands produced by Cadbury includes : Bars  Dairy Milk,  Crunchie,  Caramel,  Wispa,  Boost,  Picnic,  Flake,  Curly Wurly,  Chomp, and  Fudge; chocolate  Buttons; the boxed chocolate brand  Milk Tray and the twist-wrapped chocolates  Heroes. As well as Cadburys chocolate, the company also owns  Maynards  and Halls, and is associated with several types of confectionery including former Trebor and Bassetts brands or products such as Liquorices Allsorts,  Jelly Babies,  Flumps,  Mints,  Dolly Mix,  Black Jack  chews,  Trident gum, and Soft mints.( Indiamart, 2012) Market of interests Cadbury Confectionery Ltd is the most dominant player in chocolate confectionery in New Zealand. The company rebounded from negative media attention in 2009 to reclaim a lost percentage point in value share during 2010, to account for 52%, making it by far the largest player in chocolate confectionery. (Euro monitor, 2011) Chocolate is now one of the best sweet for everyone`s. It includes cocoa in it because of which it seems dark and sweet. The first is the growing share that high-cocoa dark chocolate makes up of the estimated $350 million to $400m of chocolate each year. (Wikipedia, 2012)It changes the tastes of chocolates to darker, richer chocolate the 72% cocoa content Dark Ghana slabs are now Whittakers biggest seller, while 70% cocoa Old Gold is Cadburys fastest-growing line mirrors our increasingly sophisticated taste for everything from coffee and tea, to olive oil and wine. (Whitakers, 2012) Scarborough Fair, which is owned by a consortium of small, private investors in New Zealand and sources its cocoa from Peru, is aiming to foot it in the same large-format bar that has been so successful for Cadbury and Whittaker. Though its bars are slightly lighter (180g compared to 250g), they take up the same footprint on the shelf and the price per gram is only 2.3c, compared to the 1.9c for the dominant players in the supermarket slab market, in which Cadbury has a roughly 70% share, followed by Whittakers which claims roughly a 20% share. (Wikinvest, 2012) Cadbury plc (NYSE:CBY) is  confectionery  company that makes 7.3% of the worlds  chocolate  (by dollar volume), 27% of the worlds gum, and 7.4% of its candy. Australia and New Zealand are CBYs largest markets in the region.  CBY leads the Australian confectionery market with a number one share in chocolate at 53%.  (Wikinvest, 2012)Cadburys main chocolate brand in Australia is Cadbury Dairy Milk and in New Zealand, brands include Cadbury Dairy Milk and Moro. CBY has a number one position in New Zealands confectionery market with a 47% share. Image:CBY_Revenue_and_Net_Profit.jpg (Source: Wikinvest, 2010) Participates in the Global Competitive Marketplace global-confectionery-market-share.ashx.jpeg Trends Cadbury plc, the producer of the Dairy Milk brand has reported a 6 per cent increase in profits last year. The increase in the sales was due to the increase in the marketing investment in the Dairy Milk products. The marketing budget was increased from $87m last year to $120m, which is up 10.8% in respect to sales. Marketing indeed has helped the confectionary company gross a good deal of profit in this global economic storm. (Cadbury, 2012) Cadburys most known brands, Dairy Milk, Halls and Trident helped boost growth by 11 percent. Dairy Milk with its finger licking chocolates obviously was a good performer in the Cadbury headquarters, London. Cadbury chocolates especially Dairy milk makes use of less cocoa in its production thats why its taste is not bitter and colour is not so as dark like other chocolates. So mostly the kids and the adults too opt for this chocolate as their sweet dish only because of its quality and taste. Cadbury is indeed a good example of how marketing strategies can help turn an unfavorable situation in to a favorable one. (Cadbury, 2012) Other Issue Adverse weather conditions have brought about global shortages for raw materials such as sugar and dairy products. Furthermore, political tensions in the Ivory Coast (where most of the worlds cocoa comes from) have pushed up the prices for cocoa. Consequently global commodity prices have surged which had a negative impact on chocolate confectionery manufacturers. Unlike other manufacturers, chocolate confectionery manufacturers have found it difficult to pass on price increases to consumers, given the predominant supermarket strategy to employ promotional pricing. (Euromonitor, 2011).Consequently, individual manufacturers are faced with the decision to either internalize cost increases to secure consumer demand and continue selling products on promotion or pass such costs onto consumers with the potential consequence of losing consumer demand to competitors. The strategy employed by manufacturers depended largely on whether they produced premium chocolate products or not. Premium cho colate product manufacturers found it easier to pass on cost increases, due to the higher price points of their products. Conversely, other manufacturers preferred to internalize their cost increases as much as possible. (Euromonitor, 2011) External Environment impacts Technology The special taste and texture of Cadbury chocolate is based on long traditions of expertise in chocolate recipe and processing methods unique to Cadbury. In this competitive era and due to advancement in science, technologies are improving and getting more reliable for the people and new technology enables the process to be highly tuned to consumers evolving tastes and preferences. Chocolate production is a highly sophisticated, computer controlled process, with much of the new specialist technology and machinery being produced to Cadburys own design and specification. The Dunedin facility employs over 700 personnel and produces in excess of 5,000t of chocolate crumb every year as well as finished products. (Cadbury, 2012). The factory is the largest chocolate manufacturing plant in New Zealand. It supplies finished products for the domestic markets in New Zealand and Australia and, in addition, exports chocolate crumb to Cadbury finishing plants in Australia, Pakistan and China. Dunedin in New Zealand was chosen by Cadbury because of its excellent infrastructure and a plentiful supply of rich milk for chocolate production. Chocolate crumb is a commodity that is in demand globally as the consumption of chocolate per capita worldwide increases to record levels. (Tourism.net, 2012) Political Cadbury food labeling laws are very precise about what can and cannot be called chocolate. Chocolate is any product made from cocoa nibs, cocoa mass, cocoa, fat-reduced cocoa or any combination of two or more of these ingredients, with or without extracted cocoa butter and sucrose. Dark Chocolate must not contain less than 35% total dry cocoa solids, of which at least 14% must be dry non-fat cocoa solids. Milk chocolate must either be 20:20, with a minimum of 20% dry cocoa solids (of which 2.5% non-fat cocoa solids) and a minimum of 20% milk solids (minimum 5% milk fat). Dairy Milk is this type of milk chocolate. (Skillsspace, 2012) 14:25, with a minimum of 25% dry cocoa solids (of which 2.5% non-fat cocoa solids) and a minimum of 14% milk solids (minimum 3.5% milk fat). This type of milk chocolate can be called European or coating chocolate. (Skillsspace, 2012) The Food Standards Agency is responsible for checking that the law is upheld on the safety of materials that come into contact with food (e.g. food processing machinery and packaging) and food labeling. Labels must contain certain information, e.g. the product`s name, the companys name, a list of ingredients, special storage instructions). Companies have to make sure they know what the law is and that they conform to it. Two important laws are: Food Safety Act, 1990 Sale and Supply of Goods Act, 1994 Covers four main areas: Goods must: 1. Labeling 1. Be of a satisfactory quality 2. Additives 2. Fit the description given 3. Composition (or content) 3. Be fit for their purpose as made known to the seller 4. Public health and hygiene. (Source: Skillsspace, 2012) Economics Cadbury Dairy Milk chocolate is the leader chocolate in overall New Zealand. It will now include Fair trade Certified products in its range. Cadbury Dairy Milk chocolate products becoming Fair trade Certified will increase Fair trade chocolate sales 20 fold, and double last years total sales of Fair trade Certified products in New Zealand and Australia. The scale of Cadbury Dairy Milk chocolate going Fair trade is massive with more than 5.7 million Fair trade Certified Cadbury Dairy Milk chocolate blocks in New Zealand and estimated 350 million Fair trade Certified Cadbury Dairy Milk chocolate blocks globally in 2010. (Cadbury, 2012). The move is the result of nearly two years of work with Cadburys Fair trade partners globally. It follows more than 100 years of pioneering ethical chocolate production, including the ground-breaking Cadbury Cocoa Partnership where Cadbury is providing NZ$120 million over 10 years to improve the lives of cocoa farmers. (ChocolateCarnival, 2009) Cadbury has invested NZ$69 million to turn Dunedin into a specialist factory and secure manufacturing and jobs in New Zealand. à ¢Ã¢â€š ¬Ã‚ ¢ In the wake of rising operating and ingredient costs, Cadbury is reducing manufacturing costs so its products remain affordable at the checkout. à ¢Ã¢â€š ¬Ã‚ ¢ The Dunedin upgrade into a world class specialist manufacturing facility is almost complete and it will make iconic products such as Cadbury Jaffas, Pascall Pineapple Lumps, Cadbury Chocolate Fish, Cadbury Pinky, and boxed chocolates for Australia and New Zealand as well as chocolate crumb, the base ingredient in Cadbury Dairy Milk chocolate.(Cadburyworld, 2012) Cadbury Confectionery today confirmed that the restructuring of its New Zealand and Australian manufacturing operations into specialized Centers of Manufacturing Excellence is in its final stage. The project, originally announced back in September 2007 (with a further communication in August 2008) has already seen investment of $NZ69 million to improve the productivity, and secure the long-term future, of its New Zealand manufacturing operations. (Cadbury, 2012) Social culture The culture of Cadburys started out being paternalistic as the company was devoted to making its employees feel welcome and valued within the company. Cadburys relied on its staff very heavily as without a vast employee base the company would not be the big corporation it is today. Cadburys built their famous Bourneville site along with accommodation for gaining the attractions of an employee so the workforce would be close to their place of business. Along with this the factory was built in the middle of a garden so when employees had finished work or were on a break they had somewhere to relax as well as socialize with other colleges on a Sunday as the factory was closed. Today Cadburys have become a company who has a culture, which is interested in keeping its stakeholders happy. Along with this and the advancement in technology Cadburys have now lost its broad employee range and replaced it with machines and now only employ enough staff to keep the machines going. By being stakeholder driven the company has now become controlled by shareholders who are mainly interested in the company making a profit. (123helpme, 2011) Demography Demography is the main thing if someone is selling the products. Cadbury, from his very beginning, has a same focus on his demography factors. Cadbury focuses on all the people whether its a child, youngsters, teenagers or oldies. The story starts with Once upon a time in 1948à ¢Ã¢â€š ¬Ã‚ ¦ when Cadbury entered the Indian market. It originated from a town in the United Kingdom, Bourneville in 1905. (Cadbury, 2012) As the Cadburys official web site suggests, its journey in India has been an eventful one. In the early 1990s, it tried to cater to the sweet tooth of the children. Those days they steered the market and took control over the companys major market share. However, the strategy changed by letting out the secret that Everyone has a child inside and thus everyone craves for the taste of chocolate. Cadbury strategies went through a considerable change. It now catered from children to adults. There is some differentiation targeting as a variety of Cadbury products are available to cater for the individual needs of different groups of customers. But nowadays the people are suffering with diabetes. So the diabetic segment people started use of less chocolate or sugar free thing. Diabetes: Diabetes occurs when there is too much glucose (sugar) in the blood. Over time, this can cause damage to many parts of the body. Diabetes is common about 170,000 people in New Zealand have diabetes and rising rapidly as more of us are getting fatter. Based on the most likely future scenario, the diabetes epidemic is forecast to grow rapidly over the 15 years from 1996 to 2011. (Healthnavigator, 2012) Forecast increase in number of (diagnosed) diabetics, 1996 to 2011 (Source: Healthnavigator, 2012) Economy In December 2006 Cadbury Schweppes, the well-known confectionery manufacturer, announced the expansion of its operation in New Zealand on the South Island in the city of Dunedin. The expansion project required a total investment of NZ$69m (à ¢Ã¢â‚¬Å¡Ã‚ ¬39m). (Cadburyworld, 2012). In August 2008, an additional investment was announced taking the total amount of investment in the project to NZ$69m. Part of the investment was contributed through the Investment New Zealand Strategic Investment Fund. This amount was around NZ$2m and was granted ostensibly for Cadbury to establish an international chocolate crumb research and product development centre at the Dunedin site. (Tourism, 2012) Cadbury contributed a further NZ$17.5m for new buildings, plant and environmental work. The company provided a further NZ$500,000 for the RD centre. (Foodprocessing, 2012). Contractors working for Cadbury Schweppes included Production Logistics NZ for control system integration and software development for the manufacturing control systems. Streak Automation has also worked on the Pack100 Wrapper Automation upgrade that involved the redesign and upgrade of the PLC and servo controls and mechanics for the high-speed wrapping machine, which wraps all of the small-size chocolate at the site. Finally, the manufacturing areas (surfaces, pipes, machinery and ceilings) at Dunedin use a special paint with low volatiles (low odor) to avoid tainting the products. (Foodprocessing-technology, 2011) Competitors: Whittaker In 1890, James Henry Whittaker came to NZ and brought his chocolate knowledge from working for a confectioner in England at 14. Since 1896 he has been making Australasias premium chocolate. Today it is still owned and run by the Whittaker family. All the products are made in the factory in Porirua, Wellington and they source the best ingredients from all around the world. The Whittakers range now includes 65 delicious different treats. (Whittaker, 2012). It is exported to countries such as Singapore, Australia, Vietnam and India. The milk chocolate contains 33% cocoa, compared to their competitor, Cadbury, whose milk chocolate only contains 21% cocoa. The dark chocolate contains 50% to 72% cocoa. The cocoa comes from Ghana and Madagscar so it is some of the best quality chocolate in the world. It is all Halah accredited by FIANZ (excluding Rum and Raisin) and all gluten free (except Kiwifruit Block and Toffee Milks). Milk also isnt an ingredient in the dark chocolate which is great f or the lactose intolerant and for vegans. (Whittaker, 2012) Four P`s Product Packaging Branding Blocks, Slab, Chunks, Sante, Toffee Milk, Bars, Square Dark Ghana Pips Place- Service Stations Super Market Stores Dairys and convenience stores Price- Low price with best quality Promotion- Internet Posters TV advertisements Nestle Henri Nestlà © gave his name to what is now the worlds largest food and beverage business, with over 280,000 employees, 456 factories in 84 countries and sales of more than $140 billion in 2008. In our region, Nestlà © products have been available since the 1880s and in 1885; around 125 years ago, the company was first registered in New Zealand. (Nestle, 2012) Four P`s Product- Bars Blocks Place- Service Stations Super Market Stores Dairys and convenience stores Price- Nestle again decides it price on the basis of competition. The best think about the company nestle is that it is very flexible and it can come down with the price very quickly. Promotion- Advertisements Personal Selling Sales Promotion Publicity and Public Relations Marketing Mixes and Profitability: 1. Whittaker: Whittakers markets a range of 250g Blocks, Slabs, Santà © Bars and Chunks in supermarkets. In the molded Block Chocolate market, Whittakers has made a quantum jump in sales and retail sales for the brand at the end of May 2009 were $17 million with growth of 62.7% pushing sales at the end of May 2010 to $27.6m. This is a market that only grew 12.2% (Aztec Molded Block Market MAT). (Whittaker, 2012) In addition, the company launched two new 250g Block varieties: Dark Peppermint and Milk Madagascar. The Dark Peppermint matches the 72% Dark Ghana with a fresh peppermint fondant, while Milk Madagascar is the first major chocolate block launched in New Zealand using beans from Madagascar. The beans give the chocolate a citrus note with hints of caramel and honey. Both varieties report success and a good reception from consumers. (Stuff, 2012) Whittakers Peanut Slabs, Santà © Bars and Chunks have also shown strong growth in the Enrobed Chocolate market, with sales growing 20.6% over the past 12 months (Aztec Enrobed Market MAT) in a market which grew by 8%. (Whitakers, 2012) 2. Nestle: Henri Nestlà © gave his name to what is now the worlds largest food and beverage business, with over 280,000 employees, 456 factories in 84 countries and sales of more than $140 billion in 2008. In our region, Nestlà © products have been available since the 1880s and in 1885; around 125 years ago, the company was first registered in New Zealand. (Nestle, 2012) Nestlà © Kit Kat is the number one sub brand within the Bar Chunky segment with 14% value share of Bar Chunky in Total Supermarkets, and growing at 27% MAT, well ahead of the Bar segment growth of 11%. (FMCG, 2012). As market leader of this segment Nestlà © continues to invest in Kit Kat communication to shoppers and consumers through a broad spectrum of media including TV, press and online with the Working like a Machine campaign. Also the market leader in white chocolate with good value share (ACNielsen Scan data to 23/05/2010), Nestlà © Milky bar has recently launched No Artificial Colours or Flavours to increase the brands appeal even more. (FMCG, 2012) Graph- From the above research and explanations the marketing positioning of the Cadbury and his competitors are given below in the pie chart. Potential With consumers becoming even more concerned with healthy eating Cadburys would be wise to look into producing a low fat or fat free chocolate range. The advantages of this, as well as the British market, could open a potential US market where people are becoming more aware of healthy eating such as the Atkins diet. (123helpme, 2011) If we talk about Whittaker chocolate, it is one of the chocolate which makes use of large amount cocoa which changes the chocolate into the dark one but large excess of it makes the chocolate bitter as well. There are large numbers of customers who opt for the dark chocolate. But nowadays people goes for a less sugar or sugar free chocolates. So it is must for a Whittaker to get new varieties with less cocoa. But no doubt the main potential of Whittaker is pure coca and cocoa butter with no vegetable fats. Nestle is mainly known for its white chocolate that is milky bar. No other chocolate brand produces such a high growth sale chocolate. (Nestle, 2012) Market Segments: Cadbury the chocolate leader aims to target all individuals who consume chocolate. Thus, it does have any specific segmentation targets. Cadbury chocolates are eaten by people of all ages, sexes, cultures, educational backgrounds, regions and on all occasions. It is not just for a taste but also people taste it on the celebration occasions. However, there is some differentiation targeting as a variety of Cadbury products are available to cater for the individual needs of different groups of customers. For example, a family block (350g) is available for families, Cadbury favourites is available as a gift while Flakes, Crunchie and Cherry Ripe is for individual use. (Chocolatecarnival, 2012) Customers of Cadbury chocolate need a product that satisfies their desire for some quality chocolate. The taste of Cadbury chocolate is the benchmark amongst chocolate lovers. Chocolate is consumed as a snack or after meal desert as well as a gift product for all occasions. Chocolate is gifted during birthdays, special occasions such as Valentines Day and Mothers Day, gifted to guests at a wedding, celebrating victories as well as gifted while visiting relatives and friends. (Chocolatestuff, 2012) But nowadays people are becoming health conscious. With consumers becoming even more concerned with healthy eating Cadbury would be wise to look into producing a low fat or fat free chocolate range. The advantages of this, as well as the Australian market, could open a potential NZ market where people are becoming more aware of healthy eating such as the Atkins diet. But there existed some complaints from the customers that in the Cadbury dairy milk chocolate packet of 200g there was only a 180g so it hit the customer`s mind. (Cadbury, 2012). Then the sale or image of Cadbury got low somehow but then again Cadbury produces new products with different ingredients and again it has attracted the people towards them. And the variation is given below. graph2-300239.jpg This has been a steep learning curve for Cadbury and to their credit; they have really worked to rectify the situation. They reverted to the old recipe in NZ and apologized. However, even their apology to the public didnt go to plan. When Cadbury used large press ads to make apologies for their actions, they neglected the space which caused them all the issues in the first place. As it is found from the New Zealand statistics report that the total number of population is 4,431,043. It includes the entire age sectors group. Out of it 200,000 people have diabetes. So currently the main focus of Cadbury is on the people who are non diabetic 4,231,043. So Cadbury is launching different products to cater the needs of this large mass of people. (stas.gov.nz, 2012) The pie chart shows the sectors of diabetic and non diabetic people and is given below: Internal Environment impacts: Financial analysis Cadbury has invested NZ$69 million to turn Dunedin into a specialist factory and secure manufacturing and jobs in New Zealand. Cadbury Confectionery today confirmed that the restructuring of its New Zealand and Australian manufacturing operations into specialized Centers of Manufacturing Excellence is in its final stage. The project, originally announced back in September 2007 (with a further communication in August 2008) has already seen investment of $NZ69 million to improve the productivity, and secure the long-term future, of its New Zealand manufacturing operations. (Cadbury.co.nz, 2012) Internal organization and structure Cadbury organization is based on a democratic. Management style decisions are made as a result of a consultation process involving various members of the organization (Cadbury). Cadbury Schweppes also have two different structures. The structure that they use for their board of directors has been re-designed to clarify accountability and enable swifter diction-making. (Quote taken from www.cadburyschweppes.com). Looking at the improved organization structure it is clear to see who is in charge of which departments within the business. (123Helpme, 2012) Looking at Cadburys it is clear to see that the company, over time, has delivered the amount of: Workforce it employees and replaced them with more efficient machines. Outsourcing areas of the company like maintenance and market research. Employees are now multi skilled, thus able to work in more than one area of the business. The company has increased its production and profitability or the restructuring. The Cadbury factories all work independently and the company as a hole is decentralized as each factory uses the resources (E.g. milk) of the country they are in. (123Helpme, 2011) Manufacturing/services processes Flow chart of Process Analysis at Cadbury (Source: Slideshare, 2010) Human Resource- Each of Cadburys factories have a HR department, which deal with the factories demand for: 1. New staff with a good skill level or possible past factory experience. 2. Train new/current staff to be able to use new equipment correctly and efficiently. 3. Help current employees with any problems they may have in their work place. (123Helpme, 2011) 5) Management- Cadburys management style is democratic. This is when all members of staff work together as a team. The managers listen to the other employees ideas and suggestions before they go ahead with decisions. If ideas are found to be achievable and successful by the senior group, then it is taken forward. Then as a team they reach a decision. The approach of this style is that they care and listen to everyone in the teams view and what they think not just their own. This style can be used in both large and small groups. (Cadbury, 2012). It would work well in large motivated groups because they can come to a decision a lot quicker, but in a smaller group they can fail with coming up with a decision amongst themselves and will need real guidance and direction. If a decision cannot be made then a vote will take place and the outcome will be the one with the most votes. This management style is good for Cadbury because it motivates workers; with having power and decision-making and through this it allows them to be involved in the business. (Cadbury, 2012) 6) Research and Development The Science Product Development teams significantly influence the development of strategic plans and initiatives, leading cross functional teams to resolve technical and business challenges. They are relentless champions of continuous improvement, identifying new programs and insights to benefit the business, significantly contributing and influencing the direction of strategic initiatives to leverage us to a sustainable competitive advantage. (Itsyourkindofplace, 2011) Marketing Function Cadbury believes that parents and guardians are the most important influence in the development of children. They do not advertise where children under the age of eight years are likely to be the majority of the audience. They also do not believe that its appropriate to sell our confectionery products through vending machines in primary schools and we will not do so. Cadbury will only provide vending machines in secondary schools when were asked to do so by the education or school authority, and when the products meet nutritional guidelines set by the authority. Cadbury organization is proud of its brands. They provide fun and enjoyment as treats or refreshment, and are valued for their functional benefits. They can be enjoyed as part of a balanced diet and lifestyle. They provide choice by offering variety and through innovation and encourage responsible consumption, as this is central to consumers continuing to enjoy our brands. (Cadbury, 2012) Location- Cadbury is a brand with a long history in New Zealand. Cadbury is a confectionery company owned by Kraft Foods and is the industrys second-largest globally after Mars, Incorporated. Headquartered London, United Kingdom, the company operates in more than 50 countries worldwide. It has main branches in Australia, England, New Zealand and South Africa. In New Zealand the main factory is in Dunedin. (Wikipedia, 2012) External Relationship- William was the second son of Richard Cadbury, who has strong Quaker traditions which influenced his whole life. William Cadbury established the Trust soon after his two years as Lord Mayor of Birmingham from 1919 to 1921, wishing to give more help to the causes in which he was interested. One such was the building of the Queen Elizabeth Hospital, a medical centre with the space and facilities to bring together the small specialized hospitals scattered throughout Birmingham, giving them the benefit of up to date buildings, shared administration, shared services and hostels for nurses. Through this charity, he also secured several properties for the National Trust. (Bstrust, 2012) Today trustees are guided by William Cadburys concern for the welfare and wellbeing of the i

Princess Diana Essay example -- essays research papers fc

Throughout Princess Diana’s lifetime she loved, cared, and helped others along the way. She had many accomplishments in life. Such as her children and her many organizations.   Ã‚  Ã‚  Ã‚  Ã‚  Lady Diana Frances Spencer was born on July 1, 1961 at Park House, a residence on the royal estate at Sandringham. She was the third of four children and the youngest daughter. Diana was born to her father Edward John Spencer Viscount Althorp and mother Frances Roche Spencer (King 27). Diana shared her home with two older sisters, Sarah and Jane and a younger brother Charles (Kantrowitz 40).   Ã‚  Ã‚  Ã‚  Ã‚  As a child, first she was expected to go through a preparatory school. She attended Riddlesworth Hall an all girls boarding school. Then in 1974 she transferred from her preparatory school to West Heath. Three years later in 1977 she left West Heath to continue schooling at Institute Alpin Videmanette in Switzerland. After finishing schooling, Diana got a job working as a part time kindergarten teacher at the Young England School in Pimlico. On top of that, she also was a part time nanny who spent her time looking after a small child (â€Å"Diana† Internet).   Ã‚  Ã‚  Ã‚  Ã‚  On February 24, 1981 the engagement of Prince Charles and Lady Diana was announced (Delano 36). The couple later was married at St. Paul’s Cathedral in London on July 29, 1981. The wedding ceremony attracted global television and radio audiences. It was estimated that around one thousand million people watched or heard the wedding. In addition, thousands of people lined the route the royal carriage took to the cathedral. Diana was the first English woman in three hundred years to marry an heir to the British throne. Diana wore a silk dress designed by the Emanuels, which trailed a twenty-five foot train (â€Å"Diana† Internet).   Ã‚  Ã‚  Ã‚  Ã‚  A year later June 21, 1982 Prince William Arthur Phillip Louis was born at St. Mary’s Hospital. Two years later Charles and Diana’s second child, Harry Charles Albert David was born on Sept. 15, 1984 (Delano 36). As her children grew, they developed a love for winter sports especially skiing. They often took trips to the Alps (Donnelly 48).   Ã‚  Ã‚  Ã‚  Ã‚  After eleven years of marriage, the couple announced their separation on Dec. 9, 1992. Circumstances that led to the separation were Charles... ... center of an ornamental lake (â€Å"Diana† Internet).   Ã‚  Ã‚  Ã‚  Ã‚  Diana touched the hearts of so many people. She did good for everyone, everywhere. She graced people with her presence. Her destiny was fulfilled in life by completing her â€Å"mission† to help everyone (Donnelly 89).   Ã‚  Ã‚  Ã‚  Ã‚  Diana’s face was also the most valuable possession. It helped draw attention to the causes and issues she cared about worldwide, but this also caused Diana her life. Through her life the paparazzi never left her be or gave her the privacy and space she needed. She was rarely out of range from people’s cameras (Kantrowitz 40).   Ã‚  Ã‚  Ã‚  Ã‚  As it can be seen, Princess Diana led a very successful life. Although short, her life left an impression on the world that will never be forgotten. Works Cited Delano, Julia. Diana a Tribute. New York: Crescent, 1997 Diana, Princess of Wales. http://www.royal.gov.uk/family/diana.htm Donnelly, Peter. Diana: A Tribute to the People’s Princess. Philadelphia: Courage, 1997 Kantrowitz, Barbara. â€Å"The Woman We Loved.† Newsweek 8 Sept. 1997: 40. King, Norman. Two Royal Women. New York: Wynwood, 1989

The Country of Liberia :: Africa Profile Geography Anthropology Essays

The Country of Liberia This paper is about a small country on the west coast of Africa called Liberia. It is a country built with the help of The American Colonization Society. It was established to place freed blacks in the days of slavery in the United States in the 1800s. The government was modeled after the United States. Monrovia, the capital and principal, port is named after a president of the united states, James Monroe. This country has historical significance for african Americans. As Africa's oldest republic, established by former black American slaves, Liberia played and important role as a model for African colones seeking independence. HISTORY   Ã‚  Ã‚  Ã‚  Ã‚  Liberia's tribal peoples migrated to the area between the 12th and 16th centuries. The Portuguese arrived in 1461 and began a trade in ivory, pepper, and later in slaves. In 1820, the first colonists arrived. Their successful settlement was named Monrovia in 1824. More colonists gradually arrived and established separate colonies. In 1847 the colonies united and Liberia became the first independent republic in black Africa.   Ã‚  Ã‚  Ã‚  Ã‚  The new nation faced many problems. Some of them were tribal wars, low exports, and land claimed by other countries. Liberia was able to maintain its independence only with the help of the United States. Following World War II, the modern port, airport, hospitals, hydroelectric station, and other projects, all financed by the United States, were opened. There has been frequent military conflicts and civil wars. In August 1990, forces from several African countries entered Liberia to try and stop the bloody civil wars. The fighting only became worse and the Prospects of a negotiated settlement were dim. LAND AND RESOURCES   Ã‚  Ã‚  Ã‚  Ã‚  Liberia's straight sandy coast is 350 miles long. It is broken by lagoons and mangrove swamps. It gives way to a low rolling plain about 20 miles wide. Further inland, foothills ranging in height from 600 to 1000 feet high are found. They become mountains in the north and east. The highest point in the country is Mt. Wutuvi which rises to 4,531 feet. Land area of the country is 43,000 square miles.   Ã‚  Ã‚  Ã‚  Ã‚  Liberia's rivers are short and flow parallel to one another from the mountains to the ocean. The largest rivers are the St. Paul, St. John, and Cavalla.   Ã‚  Ã‚  Ã‚  Ã‚  Liberia's tropical climate is hot and humid. The usual temperature ranges from 60 degrees to 87 degrees. Annual rainfall, as much as 177 inches at the coast, gradually decreases inland to 96 inches. The rainy season occurs between May and October. A dusty winter wind blows during December.   Ã‚  Ã‚  Ã‚  Ã‚  There are 90 different kind of usable wood in Liberia's vast timber resources. Mineral resources include large deposits of iron ore, diamonds, and

Dr. Faustus Essay: A Historicism Approach to Doctor Faustus

A Historicism Approach to Doctor Faustus A young man studies theology his entire life and in turn receives his Doctrine in this field. One lonesome and desperate night, he decides to ignore God and fulfill his deepest desires. Hence, he conjures up a servant of Lucifer and agrees to sell his soul only if he can receive whatever or whomever he desires. This is the story of Christopher Marlowe's Doctor Faustus. Doctor Faustus is a doctor of theology that wants no limits on what he can know or see or do so he sells his soul to the devil to gain these desires. While reading or observing Marlowe's fascinating play the reader or observer should apply the "New Historicism Approach," and take in to consideration Marlowe's and the 1590s society's beliefs, habits of thought, and biases about various concepts of obtaining the "forbidden knowledge". Like the people of the 1590s, Doctor Faustus searches for the "forbidden knowledge", begins to deny God during his quest for greater knowledge, and gains nothing from his vain activities throughout his lifetime. After these listed characteristics have been established one can begin to visualize the relationship between Marlowe's, Doctor Faustus and the beliefs and thoughts of the people of the 1590s. Christopher Marlowe uses his eager character, Doctor Faustus, to display the people of the 1590s deep desire to grasp the "forbidden knowledge." A doctor of theology, one that unseemingly knows everything about his study of religion begins to inquire about the enhancement of his knowledge: "Negromantic books are heavenly; Lines, circles, letters, characters-Ay, these are those that Faustus most desires" (Act I: Scene I: Line 48-5... ...hether or not they should have published or talked about their findings arouse in their minds. Therefore, just as Faustus regrets his actions so do the people of the 1590s regret their discovers' impression on others of their time. Summing up Christopher Marlowe's conceptions about the people of the 1590s through Doctor Faustus are clearly established when using the historicism approach. Persons of the later centuries' societies, such as Charles Darwin and Galileo, can be related to Doctor Faustus and looked upon as a Faust figure because in many ways their characteristics are alike. One can very well observe that the people of the 1590s just as Doctor Faustus lead several searches for the "forbidden knowledge" that lead to the unimaginable. These very attempts to obtain the unobtainable caused their loss of faith in God and gain of fewer benefits.

Lu Theology 201 Quiz 5 Study Guid

QUIZ 5 STUDY GUIDE Towns: Chapter IV What is foretelling? prophesying, predicting future events p 182 What is forthtelling? a preacher to people Why is it essential that Christ was born of a virgin? he would no be able to save himself because he would not be a sinless savior p 185; to have parents without a sin nature What was Christ’s threefold office? prophet, priest, king p 180 What is the incarnation? â€Å"the word became flesh and dwelt among us† p 191; god took on human flesh p 191 What does the act of the kenosis as stated in Philippians 2 mean? ade himself of no reputation; emptied himself; veiling his glory, accepting the limitations of human nature; voluntarily giving up the independent use of his comparative attributes p 191 â€Å"christ surrendered no attribute of deity but that he did voluntarily restrict their independent use in keeping with his purpose of living among men and their limitations p 192 What is hypostatic union? jesus is both god and man, the union of two distinct natures in one person, jesus christ the god man p 197-198 What does â€Å"temptability† mean? enerally understood as the enticement of a person to commit sin by offering some seeming enticement p 208 to have an appeal What does â€Å"impeccability† mean? christ could not and did not sin p 209 What is vicarious suffering? suffering endured by one person in the stead of another p 215 What is a vicar? a substitute, one who takes the place of the other and acts in his stead p 215 What does â€Å"redemption† mean? to be freed p 220 to buy back p 219 What does â€Å"propitiation† mean? the turning away of wrath by an offering p 220How is every person a sinner on three counts? guilty of personal sin, imputed sin, sin nature p 224 What is the difference between judicial guilt and personal guilt? judicial: non experiential condition of the sinner who stands guilty before god (born in sin , has sin nature, personally commits sin); personal: experiential, how a sinner feels convicted of sins p 225 What theory taught that Christ did not really die on the cross but that the soldiers just thought he did? swoon theory p 233 Know the 12 proofs of the resurrection. p 236What is the biblical definition of death? separation of a person's body and spirit p 239 True or False Christ was not God when he was on earth. false Without the shedding of blood, there is no payment for sins. true The law is a unit; to break one is to break all. true Man is not reconciled to God through the blood of Christ; rather, the blood is a metaphor for the moral and noble life we should live. False The disciples were surprised at Christ’s resurrection. True At the resurrection, Christ’s body and spirit were reunited. True

Development Programs

Development programs are important for groups and organizations, as they support useful changes and improvements. The advantage of using development programs is that they structure the improvements in a way that is efficiently manageable and easy to implement. However, different circumstances make for a different approach for a development program to be effective. Thus, individuals, groups, and organizations as a whole have different requirements. In developing programs, there are also three important elements that can be taken into consideration. There is goal setting, behavior modification, and team building.Each can be used solely or complement each other for an individual, group, or organization to achieve its goals. Individuals Development programs for an individual give focus on the person and his differing needs. According to Miller and Osinski (1996), individual development programs aim to patch shortcomings and instigate improvements in an individual who needs development, a s well as institute improvement on all individuals for the benefit of himself and his role. In treating an individual, his needs and the way that these needs differ from those of other people are given consideration.This is an especially important fact when making a development program geared towards influencing individual persons. There should be more weight put on what can interest each of the target audience of the program to achieve success. A needs assessment begins the program. The individual is evaluated from which his needs are known. This needs become the basis of the training and development customized for him. The program is designed and implemented, though changes may be instituted from time to time to fit the changing individual.After the program, the individual and the program are evaluated to find out if the development program has been effective, and if improvements may be necessary. Groups Development program for groups, on the other hand, has a different focal poin t. Avelino and Lifton (2001) assert that group programs in organizations help increase the productivity of the individuals involved in the organization. However, the group shall have to be a work team first who is both effective and efficient. When this has been accomplished, the group which is now a team can start with their development program.A group’s development program begins with an acquaintance stage for the members of the team. It is only when the members already know about each other that they can effectively communicate. When this has been done, a brainstorming can be called to order. The brainstorming is where ideas and objectives come from. These ideas define what roles and tasks can be divided to each member on the next stage, the norming phase. When each member has been delegated, members start working and consulting each other about how the work can be done. Finally, members verbally accept or modify the tasks put on them.(Avelino and Lifton, 2001) Group devel opment programs focus on tasks. Thus, most items included in this program are based on job descriptions, assessments of knowledge, skills, attitudes, and abilities (KSA), identifying and evaluating the standards of performance, work performance observations, and identification of problems of each individual if there are any. (Miller and Osinski, 1996) In facilitating so, needed solutions can be instituted properly and timely. Organizations In organizations, development programs go through phases to be accomplished.There is also an assessment of the organizational needs, but apart from that there is a study of the objectives of development instruction, development instruction design, the implementation stage, and the evaluation of the program. (Miller and Osinski, 1996) The needs assessment creates a foundation for the development program. This is where topics of instruction or development focus will be based. The needs of the organization, however, differ from that of individualsâ⠂¬â„¢ and groups’ in such a way that many of their developmental needs are based on organizational vision and missions.This includes the needs of the individuals who are part of the organization as well as the need of the organization as a whole. Development programs for organizations also needs to follow a set of instruction objectives based on the organization’s assessed needs. These objectives are instructed following an instruction design which will be the way the program is carried out in the implementation stage. After the implementation, an evaluation of the program shall be done to identify the successes of the initiative as well as improvements that may be in order.Organizational development programs also take into consideration factors which are outside of the workplace such as political and lawmaking changes, organizational changes, environmental effects, and goals that the organization is ready to focus on. Development programs for organizations are led by senior administrators, human resources managers, or a group of people directly managing the organization. In all types of development program, whether it is for an individual, group, or an organization, the evaluation is a key developmental stage.The evaluation phase enables the proponents of a program to know if each of the target participants of development has been properly reached by the program, and if they learned anything from it. Miller and Osinski (1996) states that evaluations determine if the objectives developed in the beginning of the program were achieved, know how the participants of the program react to it, what the participants learned and how much, and how well are they willing and able to bring what they have learned from the program.There are many ways in evaluating a development program in an organization. There can be a written examination, a one-on-one interview/observation, an open-group discussion, a feedback solicitation process such as using a feedback for m or a feedback forum, or there is also the post-program observation to determine if objectives were met and if goals were absorbed by the participants of the program. Goal Setting Goal setting, behavior modification, and team building are necessary business processes that allow organizations and individuals to improve.They are essential in development program in that goals make focus possible, behavioral modification makes positive behavior remain, and teams allow for synergy and cooperation. While they may have interrelated and even similar purposes, each of them are different in their own respects. Each has different characteristics as well. Goal setting, for instance, gives a person, a group, or organization a focal point. With focus, it is easier for a person to know what his priorities are, and how these priorities can be implemented.Goals also give motivation, and helps one identify if the goals are smart, measurable, attainable, relevant, and time-bound (SMART). Goals may be in a personal, group, or organizational level. (Personal goal setting, 2007) On a personal level, goal setting is focused on what an individual assumes to achieve in a specific period of time. It may be a short-term goal he aims to achieve now or in a matter of days or weeks, or a mid-term goal achievable in a matter of months, or a long-term goal set for accomplishment in years.The goal may concern oneself or what oneself wants to do toward another person or thing. As well, the goals of an individual are often smaller in scale compared to those set by a group or an organization. (Personal goal setting, 2007) On a group level, goal setting takes the needs and wants of a group. Before these goals are set, it is important that disagreements have been reconciled. The group must have carried out an agreement of what their goals will be. This will avoid any later problems that may arise.When goals have been agreed on and set out, this is the time when the members can delegate tasks and commit to each. It differs from individual goal setting because this time the goals do not concern any one person’s interest but the collective interest of the members of the group. An organization goal setting is wholly different as it gives focus on the vision and missions of the organization. In the absence of this, the needs and wants that the management would like to achieve is where the organization can base goals.The organization may create these goals from the individual needs of the workforce, or of the company as a whole. Organizational goals, when set, are then studied so that implementation and instructional techniques are identified and put into place. These goals differ from individual goals because they have no focus on one person, yet differ from group goals as well because goals are based on the needs of many groups under the organization’s care. Behavior Modification Behavior modification, on the other hand, uses a rewards system.The thrust of this is that rewarding positive behavior increases the occurrence of such behavior. Thus, when individuals are productive and achieve results, behavior modification allows the, to enjoy the fruits of their labor through compensation. For instance, an employee who exceeds the standards required of their position receives bonus compensation. In doing so the management encourages them to continue their exemplary performance, while also influencing those who are underperforming, or just meeting their standards equally, to compete and do the same.(Behavior modification, 2007) Team Building Team building is done to make group function effectively, and avoid pitfalls as each of their members function together as one. For team building to be successful, each member should follow a singular goal and focus on it. Every member should be functioning towards the implementation of these goals. Each member of the team should have a clear task, and should know how to efficiently carry out these tasks. (Te am building, 1995) It is not enough for a group of people to assemble to be called a team.Teams require a special bonding and correlation. Otherwise, they are called plainly as a group. This also denies the members the opportunity to work in synergy with the other members of the group. Without this synergy, the group will have no focus and goals will be hard to achieve. Cooperation is the key premise of team building. Cooperation means that team members should be responsible of their assigned tasks, as well as be sensitive about other members who may need help. This is because should one of these assignments fail, the whole team will not work. References Avelino, J. and Lifton, H. 2001. How to develop a group into an effective work team. Retrieved July 28, 2007, from http://www.aednet.org/ced/feb99/people_points.htm Behavior modification. 2007. Retrieved July 28, 2007, from http://add.about.com/cs/discipline/a/behavior.htm Miller, J. and Osinski, D. 1996. Training needs assessment. Retrieved July 28, 2007, from http://www.ispi.org/pdf/suggestedReading/Miller_Osinski.pdf Personal goal setting. 2007. Retrieved July 28, 2007, from http://www.mindtools.com/page6.html Team building. 1995. Retrieved July 28, 2007, from http://www.teamtechnology.co.uk/teambuilding.htm