Restoration Women free essay sample

A look at the views on social conventions in the poetry of Anne Finch and Jonathan Swift. This essay examines the roles of women as writers, during The Restoration, from the points of view of the women themselves, the men who supported them, and the men who opposed. Specifically, the writers in question are Anne Finch and Jonathon Swift. Also in the same poem, Swift contends that women are incapable of forming and maintaining an argument and therefore should not be taken too seriously. He writes, Her Arguments directly tend /Against the Side she would defend.(51-52)

Compare and Contrast Essay Sample About Medeс and Antigone

Compare and Contrast Essay Sample About MedeÃ'  and Antigone The main characters of all Greek dramas are usually alike in some ways and different in others. MedeÃ' , by Euripides and Antigone by Sophocles are Greek dramas, and so the characters, Antigone and MedeÃ'  also have similarities as well as differences. By comparing and contrasting these two characters, we gain more knowledge about their motives and ambitions, and as a result, we can more easily understand their behaviors. By doing so, we also obtain a better insight concerning what basis each one comes from. Although the goals, irrational behaviors and personalities of MedeÃ'  and Antigone are what make them alike, their motivations, actions and destinies are what separate them. Antigones goal is to obtain justice for her brother, but since she is stubborn and irrational, she cannot fully complete her purpose. Antigone is a loving person, who’s objective is justice for both of her brothers. She is someone very fond of the meaning of family and she doesnt feel right when one of her brothers is ordered to be left out and be eaten by animals. She wants to give her brother eternal, but the state doesnt allow it. Even though she is eager to fulfill justice, her irrationality forbids her from doing so. For example, when asked by Creon if she admits to her part in burying Polyneices, she replies, I do, I deny nothing. (II, 55) She acts very bigheaded, but she is not one who should do so since she is a women living in a male dominant society, and because her confessing can cause death for her. Her personality is another reason why she cannot accomplish her goal of justice. Even though she is a women, Antigone believes herself to be someone very important and dominant, and, she thinks she is smart and strong enough to go out a disobey the state law and burry her brother. Her love towards family, emotions and stubbornness overcome Antigone and cause her to do what she does. Like Antigone, MedeÃ' Ã¢â‚¬â„¢s objective is to behold justice as well, but due to the lack of rationality and being able to listen, she cannot attain justice in an orderly, civilized fashion. Unlike Antigone, MedeÃ'  is an evil and hateful person, and her only goal in mind is retaliation and revenge on her ex-husband, Jason. Though in a sense evil, MedeÃ'  seems to love her children at first. When brought to her attention that she and her children are to be exiled from Corinth, MedeÃ'  sprouts anger and she gets a craving thought of revenge for she cannot bear the thought of her children uneducated and living in the streets. Although her goal is to avenge her enemies, her irrationality and persistence disables her from doing so in a cultured manner. Like Antigone, MedeÃ'  is not someone who will listen to others and take in consideration their suggestions. For example, when the Nurse trying to help MedeÃ'  says, My lady; Lord Aegeus is here in Corinth, Creons guest. Aegeus of Athens. If you will see him and speak him fairly, we have a refuge. (I, 247-252) MedeÃ' , showing her unreason ability and stubbornness, turns to the Nurse and says, I have things in my hand to do. Be quiet. (I, 252-253) MedeÃ' Ã¢â‚¬â„¢s reply shows her stubborn behavior and inability to listen. Similar to Antigone, she thinks she has a better alternative solution to her problem. Her evil personality and uncivilized manner of attaining revenge is shown near the end when she kills her own children to cause endless pain for Jason. She says to him, I have met you, throat for throat, evil for evil, vengeance for vengeance. (II, 345) Here the hateful and evil way of MedeÃ' Ã¢â‚¬â„¢s retaliation is portrayed.

Renewable energy (about Hydropower) Essay Example | Topics and Well Written Essays - 1000 words

Renewable energy (about Hydropower) - Essay Example The development of hydropower turbines and dams took place in the late 19th century and hydropower became a major source of electricity by the start of the industrial revolution [1]. Hydropower has not been developed in the Middle East mainly because of the scarcity of water resources in most of the countries in this region of the world. However countries like Iraq, Syria and Egypt have constructed hydropower projects on the few rivers which flow through the country. The cheap and easy availability of fossil fuels is also a major cause of the lack of development of the hydropower sector in the region. The changing climatic conditions have also affected the development of hydropower in the Middle East because the declining quantity of water in the rivers consequently the contribution of hydropower to the overall electricity generation is on the declining trend. Hydropower contributed 70% to the generated electricity of Egypt in 1970 but the percentage have fallen to less than 10% in t he recent years, same is the case with other Middle Eastern countries. The research and publication in hydropower is being carried out by various research institutes, most notable of which are China Institute of Water Resources and Hydropower Research, Institute of Energy Research of US, United Nations Development Program and the World Bank [2]. The most noteworthy advantage of hydropower is the rapid payback and the low cost involved in generation. The initial costs are high and the setup time is relatively long for the dams and connected power plants which can be designed to give high power generation capacities. Once built, the dam can produce huge amount of electrical power with virtually no running costs. The only costs involved are the operation and maintenance expenses of the power plant and civil infrastructure. The running costs range between five to ten percent of the cost of generated power. Other renewable energy resources such as solar and wind require huge initial inve stment and greater running costs for the same amount of power generated by hydroelectric power plants. A remarkable example in this regard is the hydroelectric power generation in China which has grown a great degree in the recent years supporting the ever increasing demands of the developing industry. The cheap electricity produced through hydroelectric plants generates further resources for the installation of new power plants. Since the economic and industrial growth of a country is directly dependent on its energy production, hydropower can have a large impact on economic and industrial growth [3]. Another important advantage which these hydroelectric power plants provide is the flexibility of operation. The power plants normally have a starting time of five to ten minutes compared to more than twenty four hours for a fossil fuel fired power plant. The hydroelectric power plants and related dam structure are mostly designed to comprise of multiple small generating units rather t han one large unit. This provides the freedom to vary the generation according to the load while the extra energy (possessed by the flowing water of the river) can be stored in the water storage. Moreover, the dam is provided with a spill way which can be used to allow extra water to bypass the power plant and flow back to the river. Hydroelectric power plants have minimum environmental impact when in use. The environmental impact on the ecology of an area can be significant and need thorough analysis and feasibility assessment.

The German Nation and Martin Luther Essay Example | Topics and Well Written Essays - 250 words

The German Nation and Martin Luther - Essay Example His theses were printed and distributed all over Europe in a span of three months. Among his biggest criticisms was the Pope’s role in raising money, an act that made him one of the richest men of his time. His argument was that the Pope should have used his wealth to help the needy in society. David’s unrelenting battle with the church got him exiled a few months after the formation of the Diet of Worms Council in 1521. A group of Martin Luther’s supporters who wanted to make him a martyr formed this council. Arthur states that in 1523, Martin Luther published the German version of the Pentateuch before producing an edition of the New Testament, in 1529 (254). This marked the beginning of the translation of the Bible into many languages and task that is still being practiced up to date. In addition to this, Luther wrote several hymns, hence marking the beginning of singing during congregational services. Presently, hymns are sung in Christian church services all over the world. His matrimony to a woman, who was herself an ex-nun, introduced the concept of marriage among Christian clergy. This act was unheard of among priests in his time. They had a large family and lived a simple life.

Is Osama Bin Laden Killing Legal Assignment Example | Topics and Well Written Essays - 750 words

Is Osama Bin Laden Killing Legal - Assignment Example According to international humanitarian law, the killing of Laden seems justifiable as there was armed conflict involved. In addition, as the law indicates, there was intense conflict and the actor was an organized group. Thus, it becomes evident that the killing of Laden is legal according to humanitarian law. Now, when the human rights law is considered, it is pointed out that one can be targeted as far as that person directly participates in hostilities. Thus, planning terrorist attacks from hideout can be considered as direct involvement in terror. However, a look into the international law as evident from the UN Charter reveals that America violated the international law by entering the Pakistan soil without the permission or authorization of the UN Security Council, and even without the knowledge of Pakistan officials. Though Pakistan declared that their sovereignty had not been violated by the US operation, it is evident that it is the embarrassment of being caught red-handed with their malicious motives that made Pakistan respond that way. In fact, Article 2 of the UN Charter declare that all member nations should refrain from the threat or use of force against the territorial integrity or political independence of any state, or in any other manner inconsistent with the Purposes of the United Nations. In addition, America violates international law in the fact that it did not seek the permission of UN Security Council. To illustrate, Article 39, Chapter VII of the UN Charter states that the Security Council shall determine the existence of any threat to the peace, breach of the peace, or act of aggression and shall make recommendations, or decide what measures shall be taken in accordance with Articles 41 and 42 to maintain or restore international peace and security.

Enablers and Inhibitors to Knowledge Management

Enablers and Inhibitors to Knowledge Management Enabling organizations to capture, share, and apply collective experience and know-how of people is emerging as fundamental to competing in the knowledge economy. There is a growing recognition in the business community about the importance of knowledge management. As a result, there is growing enthusiasm and activity centered on knowledge management. Some organizations have taken initiatives to understand and manage this critical resource. But, in spite of these initiatives, several organizations particularly the Small and Medium Enterprises still have not approached knowledge management activity formally or deliberately. The cause for this sluggishness towards knowledge management could be that most organizations are still struggling to comprehend the knowledge management concept. The reason for this confusion may be attributed to a gap between the emerging concept of knowledge management and the lack of understanding about it. To bridge the gap, the fundamental issue of identifyin g salient characteristics of knowledge management phenomena needs to be addressed. The key thesis is that enablers of the knowledge management paradigm often unravel inhibitors in adapting and evolving knowledge management systems for business environments that are characterized by high uncertainty and radical discontinuous change. This paper thus, explores by presenting a hierarchical model the enablers, inhibitors and identifies critical success factors necessary for a successful knowledge management initiative. The paper uses the Analytic Hierarchy Process (AHP) method to ascertain the relative importance of the influential factors towards a successful Knowledge Management implementation. Keywords: Knowledge Management Systems, Critical Success Factors, Analytic Hierarchy Process 1. Introduction The information era has caused enterprises to realize the shift from resource economy of controlling land, machines, factories, raw materials, and labor forces to the knowledge economy of creating business value through utilization of intangible knowledge. This has caused knowledge management to be of crucial importance and it has grabbed peoples attention and generated significant discussions both in the academia and industry. The true creation of business value today mainly comes from knowledge and its management. Knowledge is critical in obtaining competitive advantage within an enterprise (Sang and Hong, 2002), enterprises should consider the knowledge to be a critical resource and leverage it judiciously (Gupta et al., 2000; Liebowitz, 2003). To facilitate the knowledge accumulation process, enterprises must encourage employees to share their experience and knowledge with others meanwhile accumulating their knowledge as an organizational asset. Therefore, the activities of knowledge management should enable the creation, communication, and application of knowledge; and they should drive the capability of creating and retaining a greater value onto the core business competencies (Tiwana, 2001). However, there are concerns about enablers and inhibitors to implementing knowledge management for enterprises. In the process of carrying out knowledge management, organizations face varying conditions of corporate culture, workflow processes, and integration of all the employees knowledge. They also need strong support from top management, because it is possible that during the process they will encounter resistance from employees. Organizations also need to increase the usage of information technology in order to help the problem regarding the flow of information. Wong, (2005) suggest the need for a more systematic and deliberate study on the critical success factors (CSFs) for implementing knowledge management is crucial. Organizations need to be cognizant and aware of the factors that will influence the success of a knowledge management initiative. Ignorance and oversight of the necessary important factors will likely hinder an organizations effort to realize its full benefit. Wong, (2005) also indicate that previous studies of critical success factors (CSFs) for knowledge management implementation have been heavily focused on large companies. This is because most of the early adopters and superior performers of knowledge management were in fact large and multinational corporations. As such, existing factors are mainly large companies oriented, thereby reflecting their situations and needs. Directly applying these factors into the small and medium enterprises (SMEs) environment may not be sufficient without an understanding of their very own and specific conditions. Previous studies fall short of studying and identifying the CSFs from the SMEs perspective. They have not considered the features, characteristics and situations of smaller firms. Nor have they explored other factors, which could potentially be more important for SMEs when accomplishing knowledge management. This paper evolves a model for critical success factors for knowledge management implementations in small medium enterprises (SMEs) based on a questionnaire survey. Analytic Hierarchy Process (AHP) framework has been developed for finding the importance of the influential factors. AHP is an effective quantitative tool that helps to prioritize problems, issues or variables based on relevant criteria and alternatives. The applicability and usefulness of the AHP approach as a multi-criteria decision-making tool is well acknowledged in the management literature. The present work has adopted this tool for segregating a few critical aspects of knowledge management implementation from the inconsequential many, so that organizations could focus only on those dimensions that are crucial for their success instead of spending a large quantity of time, effort and resources in mindlessly concentrating on peripheral issues. Hence the objectives of this paper are two-fold: To identify the criteria for the AHP model with respect to issues relating to critical success factors for knowledge management implementations in SMEs To present an AHP framework for absolute measurement of priorities in order to critically evaluate the issues relating to critical success factors for knowledge management implementations in SMEs. 2. Review of Literature 2.1 Enablers to Knowledge Management As organizations embark into managing their knowledge they need to be clear of the factors that influence knowledge management, which are known as knowledge management enablers. Enablers are the driving force in carrying out knowledge management, they do not just generate knowledge in the organization by stimulating the creation of knowledge, but they also motivate the employees to share their knowledge and experiences with one another, allowing organizational knowledge to grow concurrently and systematically (Ichijo et al., 1998; Stonehouse and Pemberton, 1999). Knowledge management enablers are the mechanism for the organization to develop its knowledge and also stimulate an environment within the organization for the creation and protection of knowledge. They are also the necessary building blocks in the improvement of the effectiveness of activities for knowledge management (Ichijo et al., 1998; Stonehouse and Pemberton, 1999). Knowledge management enablers include the methods of knowledge management, organizational structure, corporate culture, information technology, people, and strategies, etc. (Bennett and Gabriel, 1999; Zack, 1999; Davenport, 1997; Long, 1997). A study by Yu et al. (2007) identified a set of critical enablers such as knowledge management team activity, learning orientation, knowledge management system quality, and knowledge management reward for developing organizational capabilities of knowledge management. These critical enablers have a significant, positive influence on knowledge management performance. Research done by Yeh et al. (2006) concludes that strategy and leadership, corporate culture, people, and information technology are four of the enablers in knowledge management. They found that for the strategy and leadership enabler the most important part is to obtain the support of the top managers. For the corporate culture enabler, the important part is the forming of a culture of sharing but needs to be supplemented by information technology. For the people enabler, other than the training courses, the channels of learning and the incentive program for the employees are also key factors. As for the information technology enabler, the speedy search of knowledge for its re-use is becoming more and more important. In practice they discovered that the establishment of a dedicated unit is also a key enabler, and this enabler mainly plays the role of furthering knowledge management, taking communication, and coordinating with other departments as its duty. 2.2 Inhibitors to Knowledge Management The biggest inhibitor to knowledge management implementation arises from unwillingness of people to systematically organize their knowledge. Since, this cannot be solved with technology, different kinds of work are needed. Examples include the promotion of knowledge management amongst people, or requiring top management to give their people pressure to implement knowledge management (Yeh et al., 2006). Chatzoglou and Diamantidis (2009) conducted research that focused on the IT impact on firms non-financial IT risk. Their results indicate that IT risk factors affect mainly coordination and partially information ability but not productivity. Furthermore, the most significant risk factors affecting business performance are management ability, information integrity, controllability and exclusivity. Lin et al. (2005) suggest inhibitors in implementing the knowledge management arise out of strategic, perception, planning and implementation issues. The results of their research reveal that: From the strategic aspect, the upper management should address the enterprises strength, weakness, opportunities, and threats, and then formulate a suitable knowledge management strategy. Furthermore, they should be equipped with information about the activities and performance throughout the organization. From the perception aspect, the critical task of the top managers is to identify the core knowledge required to maintain competitive advantage. Employees and top managers work together for a common goal; thus, employee efforts can guarantee a successful implementation of the knowledge management. Therefore, an organization should provide suitable training and resources to the employees, and use information technology to provide a friendly repository to standardize and store knowledge. The organization should also establish an atmosphere emphasizing knowledge sharing and innovation and encouraging employees to form such a culture through a reward system. From the planning aspect, the action plan should include schedule, people involved and resources required, although it is difficult to transfer the necessary knowledge to the knowledge management plan due to non-standardization. Employees orientation toward knowledge management, including the awareness of the importance and benefits of knowledge management and IT skills for knowledge management process, should be completely addressed. Knowledge-oriented employee assessments can also fail if they are not linked closely to existing incentive systems. The company should take steps to build up the trust of the knowledge owners by associating knowledge sharing to pay and incentives. From the implementation aspect, a robust set of metrics that evaluates the value of the knowledge management after implementation will need to be developed. It is essential that the top managers instill in the employees the importance and benefits of knowledge management. Employees often fear that if they pass on their knowledge to others, they will endanger their own position, authority, even power in the organization. Training and communication are essential to calm down employees fears of change, and perhaps to help them to enjoy new ways of working with their colleagues. Thus, firms need to create the right circumstance around the organization, primarily in the areas of knowledge management activities and culture. Jennex and Zakharova (2005) suggest a holistic approach that addresses critical elements such as an effective technological infrastructure; integrating the technology infrastructure into everyday processes; having an enterprise-wide knowledge structure or taxonomy; a knowledge management strategy; knowledge management metrics of success and identification of inhibitors of knowledge usage. Lang (2001) identified several inhibitors to knowledge creation and utilization in organizations. First, there may be inadequate care of those organizational relationships that promote knowledge creation. Second, there may be insufficient linkage between knowledge management and corporate strategy. Thirdly, inaccurate valuation of the contribution that knowledge makes to organizations profits renders the value of knowledge management ambiguous. Fourthly, there may be a pervasive lack of holism in knowledge management efforts. Finally perhaps not something ordinarily considered a problem for managers to deal with -poor verbal skills may hinder the actual processes of knowledge creation. Plessis, (2007) feel that the management of the inhibitors to knowledge management would need to be a mix of cultural, organizational, process, management and technology initiatives. The challenge is to select and combine the methods and approaches available, and harness them to address the organizations business needs. 2.3 Critical Success Factors for Knowledge Management Generic critical success factors exist for knowledge management; however, each organizational environment and culture is unique and presents unique critical success factors. Co-creation with all relevant stakeholders is extremely important on this road to understand the organizational culture and idiosyncrasies well before embarking on a knowledge management journey, as far as possible. Critical success factors specific to an environment are, however, often only identified once the journey has started, and it is thus important for a knowledge management strategy to be flexible to take these factors into account. The end state will be different than the original strategy and roadmap for an organizational knowledge management implementation due to these unique critical success factors. Adaptability and flexibility to take unique critical success factors into account will therefore be a critical success factor in itself (Plessis , 2007). As asserted by Frey (2001), although large organizations have led the way in introducing and implementing knowledge management, it is increasingly important for small businesses to manage their collective intellect. Okunoye and Karsten (2002) stated that knowledge management has indeed become the underlying sources for successful organizations regardless of their size and geographical locations. Therefore, a better understanding of the CSFs for implementing it in SMEs is needed in order to ensure the success of their efforts. Wong, (2005) has grouped the critical success factors into a number of generic factors such as management leadership and support, culture, technology, strategy, measurement, roles and responsibilities, etc. These are common in knowledge management efforts and therefore, they are also believed to be applicable to SMEs. He suggests that one should also consider the needs and situations of SMEs when developing CSFs for them. Wong, (2005) proposes a comprehensive model for implementing knowledge management in SMEs. They are: management leadership and support; culture; IT; strategy and purpose; measurement; organizational infrastructure; processes and activities; motivational aids; resources; training and education; and HRM. Recently (He and Wei, 2009) discussed that Knowledge Management System users beliefs are contextually differentiated, and a distinction between knowledge contribution and knowledge-seeking behaviors and an adequate emphasis on their variance in terms of user belief is needed. Yang et al. (2009) identified crucial knowledge management enablers and examined their impacts on organizational performance. Chen et al. (2009) proposed an approach of measuring a technology universitys knowledge management performance from competitive perspective. Their approach integrates analytical network process with balanced scorecard that contains four perspectives, including customer perspective, internal business perspective, innovation and learning perspective, and financial perspective. Chang et al. (2009) investigates the key factors for knowledge management in the national government of Taiwan. Their study relied on two distinctive dimensions: core KM processes (organizational missions and values, IT applications, documentation, process management, and human resource) and KM performance (knowledge capture and transformation, business performance, and knowledge sharing and value addition). Wen (2009) developed an AHP model for the measurement of the effectiveness of Knowledge Management in Taiwanese high-tech enterprises. Thus, what emerges from the review of literature is the following: There are both enablers and inhibitors to knowledge management implementations in SMEs. Both enablers and inhibitors may be classified essentially into three broad categories technical, human, and financial. Critical Success Factors (CSFs) for knowledge management implementations are different for SMEs from that of large organizations. Critical Success Factors (CSFs) also depend on the management of the enablers and the inhibitors. Thus, it is beneficial for the SME to build a framework that would be used to prioritize the enablers and inhibitors towards a successful knowledge management initiative. For this reason we propose the AHP framework to prioritize influential factors contributing to a SMEs initiative towards the implementation of knowledge management. 3. Framework for Knowledge Management implementation Any successful managerial implementation requires management of enablers and the inhibitors. Similarly, in case of knowledge management it is important to have the information about the influential factors (enablers and inhibitors) for the successful implementation of knowledge management. Not all of the influential factors are equally important for the successful knowledge management. For this reason we have used the AHP framework for finding the importance of the influential factors. AHP has been widely used as an analytical tool for decisions related to knowledge management. Recent work by Wen (2009) in presenting an effectiveness measurement model for knowledge management using AHP is a contribution in this direction. In AHP the complex decision is structured into a hierarchy descending from an overall objective to various influential factors, sub-factors, and so on, until the lowest level. The objective or the overall goal of the decision is represented at the top level of the hierarchy. The factors and sub-factors contributing to the decision are represented at the intermediate levels. Finally, the decision alternatives or selection choices are laid down at the last level of the hierarchy. According to Saaty (2000), a hierarchy can be constructed by creative thinking, recollection, and using peoples perspectives. It should be noted that there is no set procedures for generating the levels to be included in the hierarchy. The structure of the hierarchy depends upon the nature or type of managerial decisions. Also, the number of the levels in a hierarchy depends on the complexity of the problem being analyzed and the degree of detail of the problem that an analyst requires to solve. As such, the h ierarchy representation of a system may vary from one person to another. In the present study the influential factors are determined via widespread investigations and consultations with various experts, and owner/managers of SMEs. Synthesizing the literature review from (Chang et al., 2009; Chatzoglou, and Diamantidis, 2009; Chen et al. 2009; He and Wei, 2009; Lai et al., 2009; Wen, 2009; Yang et al., 2009), the opinions of the experts and owner/managers are employed to obtain the two main factors: enablers and inhibitors. From these factors, 6 influential sub-factors for the successful implementation of knowledge management are briefly described as follows (refer to Figure 1 for complete hierarchical structure): Enablers (C1): This factor includes three sub-factors, C11: technical; C12: human; C13: financial. Inhibitors (C2): This factor includes three sub-factors, C21: technical; C22: human; C23: financial. According to the AHP methodology, weights (priorities) can be determined using a pair-wise comparison within each pair of factors. To determine the relative weights, owner/managers can be asked to make pair-wise comparisons using a 1-9 preference scale (Saaty, 2000). However, in the present study for the pair-wise comparison, we have relied on actual data, that is, the data extracted from the questionnaire survey. The advantage of using actual data (quantitative data) over preference scale for pair-wise comparison eliminates the need for consistency checks (Saaty, 2000). Technical Human Financial Enablers Inhibitors Successful Knowledge Management Level 1 Level 2 Level 3 Figure 1: Framework for Successful Knowledge Management Implementation 4. Methodology Data Source: The research used both secondary and primary data. An extensive literature survey was undertaken, which helped in framing the questionnaire for the primary data collection. The focus of the study was on primary data. Research approach: The survey method was used for the study. Our primary data has been gathered using questionnaire technique. Our target population is all small firms in the National Capital Territory of Delhi (India) with turnover ranging from Rs. 50 million to Rs. 250 million and employment levels between 15 and 50 employees. Specifically, we are targeting the owners or top managers at these firms. For the purposes of this research, we used a questionnaire survey. The questionnaire included 60 questions in two sections such as: [A] Enablers to Knowledge Management [B] Inhibitors to Knowledge Management Contact Method: The questionnaires were sent via email and were telephonically followed up. Sample Size: Amongst the 4263 companies (as per Centre for Monitoring Indian Economy Prowess database) that belonged to the criteria in the entire country, 1039 such companies were located in the National Capital Region of Delhi, which included New Delhi, Delhi, Faridabad, Gurgaon, Ghaziabad and NOIDA. Due care has been taken to include only those companies that made the sample more representative thus, e-mail questionnaires were sent to 500 amongst these 1039 companies. 119 responses were received that formed the sample for the study. This is a 23.8% response rate, which is acceptable. Data Analysis: The data so collected were analyzed with the AHP techniques to arrive at weights (priorities). The following procedure has been adopted on the collected questionnaire survey data for pair-wise comparison of AHP. Firstly, we calculated the average value of 119 responses (preferences based on 5- point Likert scale) obtained for each question. These average values were calculated to describe the central location of an entire distribution of responses. Then for every said category we calculated the Composite Preference Value (out of 5) using the following relation: Composite Preference Value (CPF) = (Corrected Value à ¢Ã‹â€ Ã¢â‚¬ ¢ Maximum Value) x 5 where, Calculated value = sum of the average values for the questions considered in a category. Maximum value = sum of the highest possible values that a respondent can choose for the questions considered in a category. 5. Research Findings The pair-wise comparison matrices showing the measure of each factors relative importance with respect to the overall objective of successful knowledge management is summarized in Table 1. For the pair-wise comparison of the factors and sub factors, we relied on inputs obtained from the survey. We consider two critical factors important for successful knowledge management: enablers and inhibitors. From the pair wise comparison the picture emerges that for successful knowledge management, enablers (50.86%) are marginally important over inhibitors (49.14%). The difference of relative importance being marginal suggests that enablers are important and inhibitors cannot be ignored. Thus it is important to harness the enablers about knowledge management and its associated benefits amongst owner/managers without loosing sight about the inhibitors for a successful knowledge management. Based on investigations and consultations with various experts and owner/managers of SMEs these critical factors (enablers and inhibitors) were further decomposed into three sub factors, namely, technical, human and financial for capturing reality (see Figure 1 for complete hierarchical structure). On pair-wise comparison of technical, human and financial sub factors corresponding to enablers; technical (37.07%) dominates the other sub factors, i.e. human (36.26%) and financial (26.67%). It implies that owner/managers of SMEs consider investments in technology as the ultimate solution to all problems. It may be noted that when the same technical, human and financial sub factors are compared pair-wise corresponding to inhibitors, financial sub factor (38.36%) dominates the other sub factors, technical (31.64%) and human (30.01%). The result suggests that financial considerations are predominant inhibitor towards embarking into knowledge management implementations. In what follows next, we use the bottom up approach to get the global relevance of technical, human and financial aspects towards successful knowledge management. Towards this we multiply the local relevance of technical, human and financial sub factors corresponding to their parent factors with the local relevance of the parent factors corresponding to overall objective, i.e. successful knowledge management. Finally, the obtained relevances of technical, human and financial aspects corresponding to the critical factors, i.e. enablers and inhibitors are added to get the global relevance. The results obtained for the global relevance of technical, human and financial aspects incorporating relevance of the critical factors, i.e. enablers and inhibitors; technical (34.40%) is most important followed by human (33.19%) and financial (32.41%). Owner/managers of SMEs need to prioritize their efforts towards successful knowledge management in terms of technical, human and financial aspects necessarily in that order: The owner/mangers of SMEs should work out strategies for successful knowledge management by optimizing the enablers aspect of technical sub factor while mitigating the inhibitors emerging out of the same sub factor. The owner/managers may focus on process improvement, system improvement, and business intelligence development on a priority basis. Simultaneously they should keep a watch on damage to knowledge infrastructure, copyright/patent infringement and data pilferage and theft. In terms of human sub factor the owner/managers should make necessary efforts to enhance employee competencies, satisfaction, and retention. At the same time they should endeavor to reduce employee turnover, corporate espionage and withdrawal of efforts on the part of the employees. Regarding financial sub factor the owner/managers should try their best to enhance return on investments on building knowledge infrastructure and promoting knowledge management practices while keeping operational costs under control. 6. Conclusion We have developed a hierarchical model for the implementation of successful knowledge management. In the proposed model, first we identified the influencing factors and sub factors for the implementation of successful knowledge management. For this we relied on critical literature review and opinion of experts, and owner/managers of SMEs. Survey has been conducted for getting responses of owner/managers towards the influential factors and sub-factors with a view to successfully implement knowledge management. Finally, these responses have been collated to find the composite preference value (CPF) used as weights for the pair-wise comparison of the factors and sub-factors in AHP. Based on the AHP results, we conclude the following for successful knowledge management in SMEs: Managing enablers and inhibitors are critical success factors for knowledge management in SMEs. Owner/managers need to harness the enablers but not be complacent towards inhibitors. Owner/managers consider technology implementation as a major enabler towards successful knowledge management. Owner/managers consider financial considerations as a major inhibitor towards successful knowledge management. Owner/managers need to prioritize their efforts towards successful knowledge management in terms of technical, human and financial aspects necessarily in that order The key thesis is that enablers of the knowledge management paradigm often unravel inhibitors in adapting and evolving knowledge management systems for business environments that are characterized by high uncertainty and radical discontinuous change. Specifically, the study identified the critical success factors as: process improvement, system improvement, and business intelligence, enhancing employee competencies, satisfaction, and retention, return on investments on building knowledge infrastructure. The study also identified that success cannot be achieved unless damage to knowledge infrastructure is prevented, copyright/patent infringement and data pilferage and theft is stopped, employee turnover, corporate espionage and withdrawal of efforts on the part of employees is reduced, and operational costs are under control. In the present study the model considered influential factors such as enablers and inhibitors. The subject of knowledge management being vast, many other factors may influence knowledge management besides the ones considered in the present study. Future research may be directed towards identifying several other influential factors with a view to identifying a comprehensive list of critical success factors for knowledge management. Also the present work has considered only the top down approach. Clear identification of influencing factors would need to consider a bottom up approach as well.

Virtues Of My Life: Order, Courage, Patience :: essays research papers

Virtues of My Life: Order, Courage, Patience In order to survive in 1996, there need to be at least some standards and goals of morality in a person's life. Moral excellence is definitely hard to achieve, but is definitely something to attempt. Personally, there are many distractions and obstructions the present day provides, creating a difficulty of direction in my own life. I need to overcome obstacles such as peer pressure in order to become a confident, successful person. The present day provides impediments which I believe I can overcome by way of morality and virtue. Order, courage, patience, and faith are all virtues necessary for personal achievement in my life. The first virtue I have chosen is order. In agreement with Russell Kirk, I also believe that "order is the path we follow, or the pattern by which we live with purpose and meaning." Order is something that directs in our everyday lives, a working condition we cannot live without. Without order there is chaos, and with chaos there is room for little virtue. Order is important because it provides life with stability and direction. As an example of a personal order, the school schedule which governs my academic studies is a type of order, setting specifics of where and when I should be. Order helps in my life if I am able and willing to create a schedule for each day, specifically stating when I should be doing what. If I can achieve order in my own life, worries and concerns will be eliminated by means of order that will easily become habit. Russell Kirk also states, "Order is the first need of the soul. It is not possible to love what one ought to love, unless we recognize some principles of order by which to govern ourselves." Because of the needs of our soul, I again agree with Russell Kirk that religion, morality itself, and our everyday feelings are derivatives of order. Nothing can be achieved without some sort of order, but we must first recognize that the things we desire can be achieved only by gaining order. Order is truly the first need of human life. Courage is the second virtue I have chosen. Courage is a virtue needed to conquer fear or despair. The virtue of courage is important because it can be applied in numerous situations. If people possess courage, they can be strong and stable in situations where they might feel uncomfortable. Since there are many things in life which are stressful and unfamiliar, such as apprehension of the first day on a job, first day at a new school, or what you

Training and Development of KFC

  Kentucky Fried Chicken has extensive program prepared for the services crews or food service workers in customer service, health and safety, cleaning procedures, and food preparation.   Started with using special combinations of eleven herbs and spices as seasonings, Colonel Sanders (the founder) started the business in Kentucky in the mid 1939 but started its way to franchising business in 1955. After many years of existence, KFC still holds the philosophies and values of hard work and excellent customer service that Colonel instilled in all its stores around the world.   Ã‚  KFC now is one of the brands owned by Yum! Brands, Inc.How their training program connected with the philosophy and mission of the organization (Nationally and internationally)KFC has bolstered its â€Å"Colonel’s Tradition† way of recruiting and training workers.   Albrecht mentioned about some strategies KFC has formulated in order to observe operating efficiencies.   One of those st rategies was the revision of KFC’s crew training programs and operating standards, which is centered on customer service and continued high quality products across the franchises (p. 318).In 1997, with the 5,117 outlets mostly franchised nationally and internationally, KFC knows the importance of controlling the operation especially the service quality and products despite the differences in culture, language, local law, financial markets, and marketing strategies, through the Tricon International division, which is a marketing arm of the company. By means of the consultation process with the Yum! Chief People Officer Strategy, the head office receives feedback from franchise owners about their human resources and training performance.   This gives employees assurance that they receive same training practices and experiences regardless of restaurant ownership.Consistent with the company’s mission and values, it also trains with a status as â€Å"Registered Training Organization† that provides their trainees with nationally accredited qualification once completed the programs. The following are the certificates that could be accumulated: certificate in retail operations, retail supervision, and retail management (â€Å"Training and Retaining†).Steps involved in training their employees (managers and working staff).KFC has a structured orientation and training program for newly hired personnel assigned in Customer Service and Food Service that could give them Nationally Recognized qualification (kfcjob.com).   The traineeship that usually lasts from one to three years will give the employees good credential and good experience, which could give them opportunity for promotion in the future.   Along with their value â€Å"How we work together principle,† KFC has developed a management team that will supervise the career development needs of the employees.   Aside from that, if an employee wants to become a Restaurant Gene ral Management level, he has to attend the ‘Developing Champions’ program.The training programs include manuals, skill checklists, and tracking charts to ensure that trainees learn effectively in enable them to acquire promotion internally.KFC provides different training programs to help increase the skills and performance of the employees. They have STAR2000, helps increase skills and performance; In the Lead program, this prepares employee to become shift supervisor; this training gives the trainee the chance to become Assistant Unit Manager; the Vision I, and Be the Leader program, this helps make one become General Manager at KFC restaurant.   These programs prepare everyone for professional growth in the company.The training is given upon the advice of the Human Resource Department of the company so long as the employee accomplishes a degree of satisfaction upon evaluation of his or her performance.Conceptual model of procedures and steps involved in trainingThe training program has two phases, one is for employees, and the other one is given for franchise employees.   However the program is applied to both to ensure quality service among the KFC personnel. The model schema of KFC training program according to level is shown below:What training program KFC use to train their franchisee employees in host country as well as in oversees?KFC supplies its franchise employee with lots of benefits and support to help it grow in the business such as advertising, coaching, training and sourcing.   As a neophyte, KFC offers trainings called Franchise Management and Leadership courses prior to the operation that usually last to eight weeks for key restaurant personnel through the Yum! University (â€Å"Franchise†).   The program consists of basic product training, leading a shift, leading a restaurant, and leading multiple restaurants.Another training programs are given that can take up to six months during the operation called â€Å"Dev eloping Champions, Area Coach Orientation, and restaurant support centre induction† (Franchise).  KFC provides worldwide support for the learning and institutionalization of key leadership and management program for both company leaders and franchises.While training their employees in overseas, is the KFC organization socially responsible organization if yes why?KFC organization is a socially responsible because it is not only committed in providing career development to its employees, it also responsible in helping maintain healthy diets to its customers.Employees are assured of good career path with KFC around the world because of incentives, benefits, and promotions it offers.   The trainings are not only intended to ensure quality service of the employees but the also serve to give them promotion opportunities.KFC also joined the world’s campaign against poverty.   In a report, KFC and Pizza Huts all over the globe launched the first World Hunger Relief Week o n October 14, 2007 (â€Å"Buy a Meal†).Aside from that, KFC has other means to help the community.   It provides scholars to high school seniors planning to enroll in state-owned colleges or universities, it conducts its business in ethical manner and principles (the ‘How We Work Together’ principle), and their animal welfare program.ConclusionKentucky Fried Chicken Corporation is an example of an entrepreneurial business that started small and grew remarkably.   Its commitment towards efficiency in their service has motivated its founder Colonel to create a unique approach in maintaining quality service and products by means of providing training to the employees for greater efficiency in line with work.   These trainings bring out benefits not only for the company but also for also professional advancement of the employees.Using diverse training programs, the company is assured that they possess quality personnel and crew with one hundred percent retentio n.ReferenceAlbrecht, Maryann H. (2001). International HRM: Managing Diversity in the Workplace. UK: Blackwell Publishers Ltd.Buy a meal give a meal World Hunger Relief Week. October 14-20, 2007. http://www.kfc.co.uk/charity/charity.aspxFranchise and Business Opportunities for Entrepreneurs. http://www.franchisegator.com/KFC-Kentucky-Fried-Chicken-franchise/Franchise. http://www.kfc.co.uk/about/franchise.aspxKFC (2008). http://www.kfc.com/about/careers.aspTraining and Retaining Great Employees. Financial Review Case Studies. http://www.afrbiz.com.au/page.asp?3652=430506&E_Page=416317&3648=430499&case=430501U+KFC. http://www.kfcjobs.com.au/team/vision-and-values.aspx

Free Essays on Joan Of Ark

There are many religious people who hear God’s call; one of the most famous was Joan of Arc. Joan stood up for what she believed in and never backed down. She courageously fought for her country’s sake and even in the face of death she still held strong. When facing death she replied, â€Å"I pray you, go to the nearest church, and bring me the cross, and hold it up level with my eyes until I am dead. I would have the cross on which God hung be ever before my eyes while life lasts in me. Jesus, Jesus!†(Trask 144). Joan of Arc is a very inspirational person and was a great leader, and without her the French would have never won the Hundred Years War. Before Joan was born, England and France fought over French land. This argument was called the Hundred Years War. England owned the land Aquitaine since the twelfth century. France wanted their land back but English did not want to give it up. The war was getting very expensive for the French. The French suffered from the defeat and they had to sign a terrible agreement. This agreement was called The Treaty of Troyes, and it stated that after France’s king, Charles VI died; Henry V would become the new king. While this war was going on, Joan and her family had to leave Domremy to escape an attack on their village. The family escaped to Neufchatel. Joan was only thirteen at the time and all the invading soldiers and fighting were a big impact on her mind (â€Å"Awesome Stories†). Jehenette, as she was called, lived in a town called Domremy. She was born a simple peasant girl (Henneman 128). Joan was the third of five children. She helped her father, Jacques D. Arc, by grazing the cattle and sheep. On Saturdays she went to Greux, neighboring village, with friends and her sister. While at the church they prayed to many saints who had their statues around the church. Saint Margaret, Saint Catherine, and Saint Michael were three saints that were very important in Joan’... Free Essays on Joan Of Ark Free Essays on Joan Of Ark There are many religious people who hear God’s call; one of the most famous was Joan of Arc. Joan stood up for what she believed in and never backed down. She courageously fought for her country’s sake and even in the face of death she still held strong. When facing death she replied, â€Å"I pray you, go to the nearest church, and bring me the cross, and hold it up level with my eyes until I am dead. I would have the cross on which God hung be ever before my eyes while life lasts in me. Jesus, Jesus!†(Trask 144). Joan of Arc is a very inspirational person and was a great leader, and without her the French would have never won the Hundred Years War. Before Joan was born, England and France fought over French land. This argument was called the Hundred Years War. England owned the land Aquitaine since the twelfth century. France wanted their land back but English did not want to give it up. The war was getting very expensive for the French. The French suffered from the defeat and they had to sign a terrible agreement. This agreement was called The Treaty of Troyes, and it stated that after France’s king, Charles VI died; Henry V would become the new king. While this war was going on, Joan and her family had to leave Domremy to escape an attack on their village. The family escaped to Neufchatel. Joan was only thirteen at the time and all the invading soldiers and fighting were a big impact on her mind (â€Å"Awesome Stories†). Jehenette, as she was called, lived in a town called Domremy. She was born a simple peasant girl (Henneman 128). Joan was the third of five children. She helped her father, Jacques D. Arc, by grazing the cattle and sheep. On Saturdays she went to Greux, neighboring village, with friends and her sister. While at the church they prayed to many saints who had their statues around the church. Saint Margaret, Saint Catherine, and Saint Michael were three saints that were very important in Joan’...

Deja Voodoo essays

Deja Voodoo essays One of New Zealands most accomplished and definitive rock acts, Deja Voodoo, played an epic half-hour set that touched an unmistakably captivated bunch of pissed cunts last night at The Venue. Billed to play Saturday along side The Have, Deja Voodoo changed to Wednesday with minimal warning, to make for a mid-week concert of colossal significance. The Voodoo plays a distinctive blend of heavy metal/punk rock and pay homage to their influences along the way (unashamedly ripping off everyone from Metallica to the Ramones). Lyrically, they are profound with lyrics that struggle with drug and alcohol addictions ( I smoke P all day/ I would give you one of my beers, but Ive only got Six..Ive only got Five.. Ive only got Four) and share heart-felt moments in songs like Feelings ( Lets talk about feelings, Feeling your tits, Feeling your arse..). After a late start, opening with Redline and Gasoline Cowboy, Deja Voodoo finally took the stage around midnight, before wasting more time asking the audience Does anybody know how the bass amp goes?. Drink more piss! was the obvious solution suggested and shortly after taking heed of this advice, Skull-Bucket (for Skull-Bucket read: Flaming handle-bars screwed on to a motor-bike helmet with a latex mask) and his Back of the Y cronies, Matt Heath and Chris Stapp, kicked off the set with their latest single Beers before belting out the anthemic hit poised for international success We Are Deja Voodoo. Two songs is a lengthy time for anyone without a beer, so when Skull-Bucket reached for another brewski, his surprise identity was revealed - Dave Dobbyn had fronted up, straight out of his curly-mullet years of the 80s! Half an hour later, after exhausting their entire catalo ...

Rhetorical analysis Essay Example | Topics and Well Written Essays - 750 words - 4

Rhetorical analysis - Essay Example The main theme for this speech was the need for equality and human rights that covers people from all racial backgrounds in the US. In order to achieve desired effects on the audience, King applies several rhetorical appeals pathos being among them. In the speech King employs the use of pathos which by definition is the appeal to the emotions in order to gain approval which enables him change the audience’s perceptions of race relations by convincing them not to hate each other on basis of race but to instead hate racism which will be the basis for a new, better world. During the delivery of the speech, King described the black people as being â€Å"crippled† by the â€Å"manacles of segregation† and â€Å"chains of discrimination† (Luther 1963). These words are specifically aimed at making the audience realize the situation of the black community who are in great calamity. By using the word â€Å"chains† King want the audience to realize that racial discrimination has made being black a crime. This is because innocent black people were being treated as if they had committed a crime and therefore, have to be restrained. Another instance of the use of pathos is the mention of the black people being stranded on a â€Å"lonely island of poverty† while rest of the American society were enjoying themselves in â€Å"ocean of material prosperity† (Luther 1963). This statement is meant to inform the audience that contrary to the ancient belief that the blacks were poor because they were not as clever as the whites , it was actually the white American society that was literally holding them back. Apart of the use of pathos to appeal to his audience, King also uses logos which is the use of reason by supplying the necessary data, evidence, and irrefutable facts when making an argument. King used a number of facts that were present in

Property law assignment about Certainty of objects in discretionary Essay

Property law assignment about Certainty of objects in discretionary trusts - Essay Example The case of McPhail decided on the essential element of the ‘is or is not’ test and the important points that were made were that the courts that is the fact that the ‘is or is not’ test deals with conceptual certainty and the fact that that the ‘the court is never defeated on the basis of evidential certainty’. The decision is said to be the key case in this respect because the problem on the ‘is or is not’ test in respect of the broad list was considered. The essential problem in respect of certainty of objects was that the is or is not test needed be clearly spelled out in respect of such lists. This was because the trusts with such lists would fail for uncertainty of objects and thus the principle needed establishment, which was clearly done by the important decision in McPhail and a demarcation and principle in respect of such lists was clearly identified. 2. Explain the background to the Court of Appeal decision in Re Badenâ⠂¬â„¢s DT No.2, and its lasting significance. (500-600 words) The issue in this question requires an analysis of the background of the case in respect of Re Baden’s DT No.2. ... The trust in this case was about, amongst others, employees and their ‘dependants’ and ‘relatives’. The court stated that ‘dependants’ was not uncertain and the reasoning for this was that the Parliament had used it often whereby it had described dependants. However, there were issues in respect of ‘relatives’ whereby differences in interpretation arose. The meaning that was normally ascribed to relatives was descendants who originated from common ancestors thereby discussing the indefinite and large number of distant relatives. It was discussed at length that the common ancestor was not a conceptual uncertainty and the problem lied in respect of the evidential uncertainty that is the problem of proving the connection. In the case of Re Baden there was property which had been left "to or for the benefit of any of the officers or ex officers or ex employees of the company or to any of the relatives or dependants of any such persons". The applicant argued that for identification of the beneficiary it was important the each and every individual should be identified so as to ensure the question of whether they were a class or not. The respondent argued to the contrary and stated that this was not necessary to identify each and every individual and therefore the trust should be held to be valid and should not fail on the basis of uncertainty of objects. It was further argued that if the class was not considered and the trust was held to be failed then it would be contrary to the wishes of the settler as the reason for such a broad class was the intention of the settler and he could have clearly narrowed the class if he wanted to and therefore the settler had clearly by writing the words had taken