Effective Communication Skills for Good Customer Service

EFFECTIVE COMMUNICATION SKILLS FOR GOOD CUSTOMER SERVICE PRESENTED BY OLUWASEGUN JAMES TABLE OF CONTENTS Table of Contents Page Title Page 1 Table of Content 2 1.1 Introduction†¦show more content†¦For good customer satisfaction, many companies today are already engaging there staff on communication skills for delivering service excellence in order to retain their customer’s loyalty. Effective communications for good customer service can be achieved by adopting some of the following steps: * Do not interrupt customer when communicating * Be a good listener * Endeavour to use positive statements * Stay away from asking negative questions * Be alert to difference in technical knowledge. This research will be focusing on bridging the gaps of ineffective communication skills for good customer service, and the focus will be centered on customer care representatives of different organizations in delivering service excellence to customer and equally investigate ways of correcting the behavioral attitudes of customer care representatives of the organizations in focus. RESARCH OBJECTIVES The objectives of this research will be centered on overcoming the challenges of ineffective ways of communication that are confronting organizations such as: * Customer dissatisfaction * Decrease in Customer Loyalty * High customer turn over * Decrease in Patronage In doing this the following will be considered * The Ingredients for Effective Communication * Ways to Increase Effective Communication with Customers * The Power of Questions And Reflective Listening * Understanding And UsingShow MoreRelatedImportance Of Communication In Pharmacy1000 Words   |  4 PagesThe Importance of Communication Skills for Pharmacy Technicians Introduction Effective communication is necessary in Pharmacy Services to provide quality patient care especially for Pharmacy Technicians who involve in communication on their daily tasks. 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Effective Management of Job in Post Merger and Acquisition Scenario Free Essays

string(135) " disappeared in western Europe alone as a result of mergers and acquisitions in the 1990s \(International Labour Organization, 2001\)\." RAYAT LONDON COLLEGE SUBJECT:- RESEARCH METHODOLOGY COURSE:- MBA SEMESTER 1 LECTURER SUBMITTED BY SUBMISSION DATE DR. LANGESWARAN SUPRAMANIAN ARSHAD MUHAMMAD 14 DECEMBER 2007 â€Å"EFFECTIVE MANAGEMENT OF JOB REDUNDANCIES IN POST MERGER AND ACQUISITION SCENARIO (SERVICE SECTOR)† ASSIGNMENT TOPIC 1 TABLE OF CONTENTS 1. ABSTRACT 2. We will write a custom essay sample on Effective Management of Job in Post Merger and Acquisition Scenario or any similar topic only for you Order Now INTRODUCTION 3. MOTIVATION 4. RATIONALE 5. LITERATURE REVIEW 6. RESEARCH METHODOLOGY 7. FURTHER EVOLUTION 8. CONCLUSION 9. REFERENCES AND BIBLIOGRAPHIES Page NO 3 4 6 9 12 19 19 22 22 1. ABSTRACT This report introduces a practical model of training and development needs assessment to reduce redundancies stress on employees after merger and acquisition. The proposed model is competency-based, which allows for the incorporation to reduce redundancies in post merger situation. When redundancy is the only route available, employers invariably feel obliged to assist those affected with positive planning measures for what, at the time, can seem an uncertain future. However, this is not an easy task. Redundancy can be a difficult ordeal, hitting hard both mentally and emotionally and unless professionally implemented, employers will invariably fall short of ? having done enough‘ to really help. Everyone deals with redundancy in a different way. Being made redundant can provoke a range of emotions at different times, including shock, anger, loss, fear, denial or acceptance. Redundancy after MA is a risk to all employees, and needs careful handling and counselling. Less recognised are the needs of those left behind. On the analogy of major disasters, they too demand meticulous attention to avoid deleterious effects both to themselves and to their organisations. The management of restructuring, redeployment or redundancy is important, not simply to be humanitarian, or for good public relations, but also because the effectiveness, vision and mission of the organisation that survives is at stake. Survival tips for both the individual and the organisation are indicated. 2. INTRODUCTION Since the late 1980s, the total number of mergers and acquisitions (MAs) has far surpassed the number that occurred throughout the 1960s. Whereas the MAs throughout the 1960s were mainly due to unions between conglomerates, the 1980s and 1990s has witnessed an increase in MAs between firms of different sizes and different industry types, Merger and acquisition would have corporate strategies directed at gaining competitive advantage and satisfying customers? eeds alw ays have human resource implications, and tactics such as job redesign, multi-skilling, redeployment, training, paying for performance, layoffs and downsizing should be specifically directed at implementing the human resource strategies of organisations. Unfortunately, however, the strategic considerations which should accompany the use of these tactics are often absent. The primary purpose of merging and acquiring new firms is usually to improve overall performance by achieving synergy, or the more commonly described as the ? + 2 = 5? effect between two business units that will increase competitive advantage (Weber, 1996). Recent research indicates that these MAs have a negative impact on the economic performance of the new entity because of human resource implications mostly redundancies (Tetenbaum, 1999). Therefore, although MAs are usually extremely well planned out in terms of financial and legal aspects, the conclusion that has to be drawn is that these poor results have come to be attributed to poor human resource planning. Redundancies after MAs can be a difficult ordeal, hitting hard both mentally and emotionally and unless professionally implemented, employers will invariably fall short of ? having done enough‘ to really help. Redundancy is probably the most evocative and fear inducing form of organisational change for many workers. Each year in the UK, there are over 200,000 notified redundancies. What is perhaps of more concern is that many organisation merger and acquisition change programmes have relied heavily on redundancy even though they have been articulated as downsizing or, more euphemistically as rightsizing or business process eengineering (Champy, 1995). 4 The essence of research is to explore how well human resources are being managed within organisations and better to understand the impacts of organisational change in different sectors and at levels in the organisational hierarchy after merger and acquisition. Have pre-existing human resources strategies to cope with redundancie s after MAs would reduce the stress on employee and also on organisation. Human resources strategies like open up consultative and participative organisationwide discussion to seek out possibilities that minimise redundancies, establish sound two-way means of communication which permit employees to freely vent their feelings, with a guaranteed right of reply from the organisation, communicate constantly and effectively, actively evaluate impact, exercise effective leadership from the top, ensuring that the pain is shared, provide a clear reconciliation of the market and financial situation, offer immediate counselling and assistance to all those identified for redundancy set up a mutual support network for those made redundant and continue to offer human resources help where required are the core tools which can organisations should implement after redundancies in merger and acquisition situation. Mergers are not without their downsides. They can consume an incredible amount of time and money, legal and tax complications, and problems with mixing corporate cultures and last but not least the redundancies. It has been estimated that fully 50 percent never achieve the initial financial and market goals projected. Decisions to merge assume that synergy will develop between two organisations that combine resources and talent and achieve economies of scale and integrated technologies. Whenever two separate organisations merge, they want synergy. Each side hopes to benefit from the merger and initially willingly attribute benefit to the other. However, synergy does not occur easily or without effort. A merger may change the name of the company and management, but the real benefits occur when people ascribe to merged goals and ideals. There were more than 36,700 transactions with a combined value of more than US$3. 49 trillion (Thomson Financial, 2001). The number of jobs that these mergers impacted on has not been estimated, but conservatively it must run into the hundreds of thousands. For instance, at least 130,000 finance jobs have 5 disappeared in western Europe alone as a result of mergers and acquisitions in the 1990s (International Labour Organization, 2001). You read "Effective Management of Job in Post Merger and Acquisition Scenario" in category "Management" 3. MOTIVATION Post-merger depression begins the day top executives declare that the merger, of which the most obvious is losing one‘s job. But redundancy after MA can be an opportunity for positive change. Time could be spent on self discovery and re-focusing e. g. advancement new people and forming new working opportunities, meeting merger is done. Employees often expressive many fears they are confronted with following a relationships, learning new skills, getting over the pain caused by the merger, and setting new goals as well as creating an organisation that is better than the two original separate organisations. Building on valuable training, experience, skills, talents and past achievements. While accommodating new work / life balance considerations and identifying new and as yet unrealised opportunities that only a fresh start can afford. Explores redundancy after MA as a significant and pervasive outcome of organisational change. The need to manage the redundancy transition has provoked the development of new HRM policies and practices. Highlights interventions such as redundancies are often used by companies with little rigorous evaluation of their utility or benefit, yet their continued proliferation would suggest that they appear to have assumed essential credibility and value. The pervasive and complex nature of current changes dictates not only the need for a better understanding of the practices that exist but also an exploration of how HRM theory of redundancies can contribute to and enhance that understanding. The complexity of the situation for the survivors of redundancy after MAs means that no simple formula exists. The variables at play are diverse. It is often difficult to provide cause and effect data, reflected in an overall lack of evaluation. It appears that there have been few reported successful attempts to implement intervention strategies which support and assist the framework of organisational change after 6 redundancies due to MAs and personal transition for both those leaving and the survivors of a redundancy experience. One prime example is BBC model to deal with redundancies, considering that everyone’s future at the BBC was uncertain during the 2004, including members of the HR department. BBC worked to build in the flexibility to provide as many courses as were needed and to ensure that those you were going to made redundant had sufficient clarity about their own careers first, to help them to provide the objectivity that those they were working with would need. Suggestions for managing redundancies would be to encourages organisations to develop strategies which reduce, avoid or limit redundancy after M seeks to ensure that if redundancy occurs, it is handled in accordance with the law seeks to raise awareness of strategies which assist those affected to retain self-respect and enhance employability. Redundancy is one of the most traumatic events an employee may experience. Announcement of redundancies will invariably have an adverse impact on morale, motivation and productivity. The negative effects can be reduced by sensitive handling of redundant employees and those remaining. If possible, it is preferable for an organisation to establish a formal procedure on redundancy after merger. In many organisations a formal agreement may have been negotiated and agreed between management and trade union or employee representatives. Some organisations deal with redundancies by an informal arrangement with a practice which varies for each redundancy or they may only start to consider the appropriate procedure for the first time when a redundancy situation arises. At the very least in order to plan and implement a redundancy situation properly, the following stages will be followed in most redundancies: o Planning o Invitation of volunteers o Consultation, both collective and individual o Use of objective selection criteria 7 Compliance with all three stages of statutory dismissal procedures o Advance notice of individual consultation meeting o Permitting a colleague to be present at consultation meetings o Opportunity to appeal o Allowing seeking of suitable alternat ive employment o Statutory or other redundancy payment o Relocation expenses o Helping redundant employees obtain training or alternative work. Of course the exact procedure varies according to the timescale and size of the redundancy after M. Mergers and acquisitions (M) are increasingly prevalent, powerful and risky corporate events. The resistance or support of people in the integration of two previously separate organisations plays a key role for their success or failure. As ? merged‘ corporations integrate previously separate organisations, they can often dis-integrate individual careers with lay-offs, reduced advancement opportunities, upset or changed career plans, and other resistance-generating changes. This is the poorest means of mobilizing motivation, experience, commitment and competence, all of which are usually seen as critical justifications for M in the first place. Organisations face opportunity to select new combinations and integrate work in ways that individual careers can be re-integrated into the goals of the M with the goals and motivations of participants affected by it, by recognizing and effectively supporting different motivational and competence profiles. Senior management who had been involved in M identified talent retention as their biggest challenge in leading a successful merger or acquisition, followed by making the deal generate long term value. Less skilled firms in the art of M also focused on talent management but failed to create the fundamental climate of ownership that recognised the value of staff. 8 Managing and developing talent will prove instrumental for organisations to retain their competitive position and deal with the twin challenges of leadership and growth. According to new research by Mercer Human Resource Consulting, France, the Netherlands, and the UK have the worst redundancy pay. Based on minimum statutory paid notice and severance pay for a white-collar employee aged 40, made redundant after 10 years on a salary of ? 20,000, the average redundancy pay across the EU was ? 11,163. But using the same comparison the redundancy pay would be just ? 5,000 in France and the Netherlands and ? 5,128 in the UK. In Spain and Italy the payment would be ? 25,464 and ? 18,276 respectively, and ? 15,000 for both Belgium and Austria. 4. RATIONALE The rationale for M activity is a key value-added role that the board can and should play. A value-based analysis can be strategic rationale of a deal, revealing its true underlying economics. For an acquisition to deliver improved financial performance, it must enhance the strategic position of the acquirer‘s businesses or the target‘s businesses. More precisely, it must improve either market economics or competitive position of the business units. No brainer deals that provide great returns by simply eliminating redundancies, achieving a lower cost of capital or lowering tax rates are virtually a thing of the past. So mergers and acquisitions must be justified through the strategic benefits that will be realised. Signs of human stress are present in all combinations, even the friendliest and bestmanaged ones. Manifestations of the merger syndrome appear in all varieties of corporate combination, be they mergers or acquisitions, friendly or hostile, domestic or international, involving companies of similar or different sizes and so on. Personal involvement in organisational mergers and acquisitions has served to foster an awareness of the various symptoms of the ? merger syndrome?. Twelve such indicators are preoccupation; imagining the worst; stress reactions; crisis management; constricted communication; illusion of control; clash of cultures; we vs. 9 they; superior vs. inferior; attack and defend; win vs. lose; and decisions by coercion, horse trading and default. (Schweiger et al. 1987) cite job security as the most important factor for employees during a merger, followed by pay and benefits, work autonomy, and performance feedback. Research has also indicated that the organisational change process in mergers is usually tightly controlled by management and decisions on job losses are driven solely by the need to reduce numbers (Kanter, 1986). Thus employees are commonly concerned not only with job security but also with how selection decisions are made. Related to this, a number of researchers have shown that perceptions of procedural fairness are a key factor in determining staff attitudes to, and experience of, merger change. In particular, the perceived fairness of redundancy procedures is reported to impact significantly on the attitudes of the staff that remain in the organisation (Brockner and Greenberg, 1990; Schweiger et al. , 1987, 1994). A number of organisations using a compulsory approach to redundancy selection made the point that once change is known to be about to occur there is more to be gained in terms of gaining the commitment of key players than in leaving these employees ? in the dark?. One organisation held briefing sessions for all its senior managers before the advent of a redundancy programme in order to provide reassurance, and to talk through strategic plans after the redundancies, with all main board directors present to field questions. This was designed to be open in nature so that these managers could in turn return to their staff to counter any ? doom and gloom? suggestions. Managers such as these have been used as the ? ears? of the organization in order to feed back issues which arise during this period of uncertainty, so that a response can be made by the organization in order to minimize any adverse effects. In spite of these benefits, other organisations stated that they did not reveal plans to anyone outside a very select planning group, fearful that leakage of such information might have more significant negative effects. However, these particular organisations tended to be the ones who bypassed any prior, general notification about intended redundancies, thereby moving to ? phase two? , which is the actual notification of 10 those affected. The disadvantage of this closed and compulsory strategy is the type of situation referred to at the start of this article. Indeed, this particular organisation did not repeat its experience when it faced the need to undertake a further round of redundancies: this time it declared the need to make further workforce reductions, requested volunteers and stated that it would only declare compulsory redundancies if there were insufficient volunteers. Reactions related to disbelief, betrayal, loss of motivation, lower morale, mistrust, uncertainty, insecurity and lower commitment to the organization and so on are undoubtedly more pronounced where there is no announcement or indication before the actual notification of those to be made redundant. To summarised the rationales of this report would be, Job redundancies are common phenomena in post merger, lack of secondary data, there is no support, continuity or implementation of the programs like this in any organisation, Collecting information in real time from both participating and non-participating employee groups after redundancies is a challenging task, the mono-method bias is another limitation of this study and last but not least the time limit. 11 5. LITERATURE REVIEW Author Year Bob Moore 2002 Surviving Title Authors Evaluation Report Evaluation a to compulsory redundancy and Several factors contribute to A number of organisations Thriving During successful M. The first is using a Merger or instilling a positive mindset approach Acquisition among all employees – and this selection made the point can only start at the top. Senior that once change is known management alignment and to be about to occur there is partnership sets the tone, as more to be gained in terms employees managers look for to their of gaining the commitment and of key players than in direction assurance during this important leaving these employees ? n time. Getting people and the dark?. One organization processes to work together is held briefing sessions for all the only way to make the new its senior managers before company work. A successful the advent of a redundancy management evaluate team should programme in order to each company‘s provide reassurance, and to ?personal best practices? and talk through strategic plans incorporate them into the newly after the redundancies, with combined organization. all main board directors Although 75 percent of M present to field questions. don‘t reach their stated goals of greater financial results, there is a formula designed to encourage success. Attention, time and financial resources must be applied to employees and their work processes, so the new company ends up with a motivated, ? can-do? workforce. 12 Christiane Demers 1999 Merger acquisition and Communication‘s critical role in Poor communication and in the implementation of change is mergers often cited in the literature. intensifies acquisitions stress for announcements as corporate wedding narratives Communication is presented as organisational a tool for diffusing members top because of the uncertainty their future. The management intentions and for about preparing context of minds action to a new communication strategies Managers serve to reduce uncertainty, egitimate change to encourage in which both management employee commitment to and employees can voice their opinions, and concerns, provide imminent transformations. desires information. Adrian Furnham 2006 Deciding on One of the occasional tasks of a Senior management who promotions and manager is to de cide on who in had been involved in M redundancies their reporting staff to promote identified talent retention as as well as, where applicable, their biggest challenge in who to make redundant. In large leading a successful merger organisations guidelines factors there may be or acquisition, followed by concerning to take which making the deal generate into long term value. Less skilled some firms in the art of M also on talent both consideration. Further organisations keep records on focused performance designed to which reduce are management but failed to the create the fundamental subjectivity in these sorts of climate of ownership that decisions. Nevertheless this is recognised always because a of difficult the decision staff. and the value of many powerful consequences not only for the individual involved, but also his/her working colleagues and the organisation as a whole. 13 Stephen A. W 1994 Downsizing Improve Strategic Position to Planned large scale reductions A successful merger is all in head-count, or redundancies, about cost savings, right? ave become commonplace in Wrong. The most important many industries worldwide. In thing is making sure that the practice many downsizings fail valuable talent from both to achieve desired long-term companies doesn’t simply results. Presents results of a march out the door. survey among large Cana dian Managers behind the most firms which suggests Examination management some successful mergers and reasons. strategic of acquisitions spend as much of time addressing â€Å"people† downsizing reveals weaknesses issues such as integrating of both planning and cultures, managing talent, knowledge and implementation. management of Effective sharing human retaining key people as they esources is a prerequisite but do on cost savings, merging failures often arise from processes, technologies and inattention to other important divisions. aspects of organizational change. Suggests that a wellthought-out strategy should be accompanied innovation, by process re- business engineering and organizational learning. Bob Moore 2004 Surviving and Several factors contribute to Suggestions for managing Thriving During successful MAs. The first is redundancies would be to a Merger or instilling a positive mindset encourages organisations to strategies avoid or which limit MAs that if is amon g all employees – and this develop can only start at the top. Senior reduce, management alignment Acquisition and redundancy after ensure artnership sets the tone, as seeks to employees look to their redundancy occurs, it 14 managers for direction and handled in accordance with law seeks of to raise assurance during this important the time. Getting people and awareness strategies processes to work together is which assist those affected the only way to make the new to retain self-respect and company work. A successful enhance management evaluate team each employability. should Redundancy is one of the company‘s most traumatic events an ?personal best practices? and employee may experience. incorporate them into the newly Announcement combined of organization. redundancies will invariably Although 75 percent of MAs have an adverse impact on don‘t reach their stated goals of morale, motivation and greater financial results, there is productivity. a formula designed to encourage success. Attention, time and financial resources must be applied to employees and their work processes, so the new company ends up with a motivated, ? can-do? workforce. Adrian Thornhill 1995 The positive For those organizations which Redundancies after MA management of declare redundancy survivors: issues lessons redundancies without can be an opportunity for prior warning, the effect may positive change. Time could come as a shock to all be spent on self discovery re-focusing e. g. nd employees – those who are not and to be made redundant as well as advancement those who are to go. This has opportunities, particularly been the case in meeting new people and non-unionized organisations forming new working where there has not been the relationships, legal requirement to undertake le arning new skills, getting prior consultation. One financial over the pain caused by the 15 services organisation stated that merger, and setting new this led to a period of shock for goals as well as creating an 24 hours during which work organisation that is better effectively ground to a halt. The than the two original management of the organization separate organisations. hen had to work quickly to overcome this effect, through company-wide communication and by demonstrating that those to be made redundant would indeed be fairly in treated. unionized prior However, even organisations, where consultation occurs, there may be the feeling that ? little attention has been given to the survivors of redundancy?. Beth Taylor 2002 The right way to There is a growing awareness Human resources strategies handle redundancies among business leaders that the like open up consultative way an organisation handles and participative redundancies sends out a very organisation-wide strong message about its discussion to seek out corporate ethics and values. possibilities that minimise redundancies, establish ound two-way means of communication which permit employees to freely vent their feelings, with a guaranteed right of reply from the organisation, communicate constantly and effectively. 16 Ridha Khayyat 1998 Al- Training and The more organizations seek This report excellence, employees‘ the training and and introduces a development needs assessment: more practical model of training development to needs reduce on a education becomes imminent. In assessment organisation redundancies practical model contemporary for institutes partner information stress dissemination by employees after merger and itself leads to little or no results. acquisition. The proposed It is the ability to that of the model is competency- organization knowledge disseminate based, which allows for the leads to incorporation to reduce employees‘ skills and abilities redundancies in post merger development. What matters is situation converting technology through people into better organisational performance. One thing which is true about the twenty-first century is that the development of human resources is no longer an option but a must. Joseph Cangemi 2004 P. Exit strategies Job losses that are the result of A number of organisations mergers, sale of a company, using restructuring, and downsizing as approach organizations profitability in struggle a a to compulsory redundancy or selection made the point highly that once change is known competitive corporate world are to be about to occur there is common. The reduction process more to be gained in terms forces organisations to employ a of gaining the commitment variety of exit strategies as they of deal with the most key players than in difficult leaving these employees ? in aspect of downsizing – the the dark?. reduction of personnel from their organisation as a means of rapid reduction of expense to 17 the company. Considers some employee-sensitive strategies exit Bryn Jones, 2001 How Redundancies Worsen Inequality Collective redundancy (CR) is The complexity of the erhaps the most central but situation for the survivors of acknowledged employment factor redundancy in means formula that after no MAs simple The are Social least shaping contemporary Britain. exists. at play The ease with which employers variables can execute CR allows not only diverse. It is often difficult to fairly rapid and to and also of far-reaching provide cause and effect business data, reflected in an overall working lack of evaluation. It changes organisational practices, restoration but prompt appears that there have few reported to companies‘ been financial deficits, as well as success ful changes in the skill and implement of strategies attempts intervention which support demographic workforces. profiles nd assist the framework of organisational change after redundancies due to MAs and personal transition for both those leaving and the survivors of a redundancy experience. 18 6. RESEARCH METHODOLOGY The primary data would be collected through, principally involving in-depth questioners and interviews with senior human resource practitioners and staff those who made redundant after MAs in the organisations. Before interviews occurred, these practitioners were supplied with a list of the questions. The ranged from the reasons for redundancies after MAs through to the impact of redundancies on organisational survivors, and organisational learning points for the future management of redundancies. A comprehensive assessment after redundancies can reveal how a company has emerged from the combination and how ready it is to achieve future goals. Secondary data would be collected by using publicly available information, public domino, Newspapers, Articles on Redundancies after MA and International Journals on this topic. 7. FURTHER EVOLUTION The need to reduce costs is an opportunity critically to review current ways of doing things, to make major improvements using new technology or better methods and build strengths for the future. Reasons for the design of existing work flows are often buried in history and reflect yesterday? s crises. Many organisations have found that simply the exercise of mapping their major business processes can suggest dramatic improvements. Redundancies, duplications, inefficiencies and ? disconnects? are common in most processes or systems which have been in operation for a while. Massive reductions after MAs radically change managerial and workforce attitudes. Individuals no longer trust organisational commitment to long-term employment and morale has suffered in many cases. Corporate psyches have been forced to confront the possibility that growth may not return, and decline may be inevitable. Dealing with these issues effectively is the difference between a company that will continue to suffer the redundancy hangover long after the event and one that can 19 move on swiftly. Companies that manage the process of redundancies after MAs well in terms of being fair and transparent and in terms of giving a level of support to the employees when they‘re leaving, create an environment in which the people who are left behind say: ? Well, at least they treated them fairly, and it had to happen for a business reason – at least they looked after them and didn‘t just shove them out the door. The high level of consultation required makes good management sense. ?Two things: once the decision has been taken, how an employer conducts himself after that is going to be critical. It‘s about being responsive to employees — giving them an opportunity to have discussions; making sure information is available to them. All of that will be seen by employees who remain behind as well. Secondly, the communication process for those who remain is important, making sure they‘re not ignored or sidelined just because they‘re not part of the programme. They may well feel left out. To this end the following are some of the approaches that may assist: ? Have pre-existing human resources strategies to cope with such a situation. These should be open and transparent, subject to widespread consultation, and equitable. ? An organisation needs to provide a career management structure which enhances self-directed skill development. The opportunity to learn the transition skills necessary to career change are thereby created. ? In facing an experience, an organisation has to consider the impact on the symbols it has previously used to motivate staff, particularly its sense of mission. ? The management of restructuring, redeployment or redundancy is important, not simply as a humanitarian gesture, or for the sake of good public relations, but also because the effectiveness of the organisation that survives is at stake. ? Open up consultative and participative organisation-wide discussion as soon as danger signs appear. Seek out possibilities that minimise redundancies after merger. 20 ? Establish sound two-way means of communication which permit employees to freely vent their feelings, with a guaranteed right of reply from the organisation. Communicate constantly and effectively, and actively evaluate impact. ? Exercise effective leadership from the top, ensuring that the pain is shared, such as through voluntary salary cuts and the non-awarding or take-up of bonuses. ? Provide a clear reconciliation of the market and financial situation, options for amelioration, and the need for job cuts within this. ? Use clear and published criteria to determine the basis for redundancy, arrived at through consultation. ? Set up a mutual support network for those made redundant after MAs and continue to offer human resources help where required. Offer immediate counselling and assistance to all those identified for redundancy. Organisations should always attempt to avoid redundancies in post merger situation. Ways of doing this include: ? ? ? ? ? ? Natural wastage Recruitment freeze Stopping or reducing overtime Offer early retirement to volunteers (subject to age discrimination issues) Retraining or redeployment Offering existing employee‘s sabbaticals and secondments. 21 8. CONCLUSION Handling redundancies after MAs is a difficult task where decisions have to be made as to numbers, timing and criteria. The detail should be fully discussed with employee representatives, with the objective of getting agreement about the way matters should be handled. A successful merger is all about cost savings, right? Wrong. The most important thing is making sure that the valuable talent from both companies doesn’t simply march out the door or made redundant. Managers behind the most successful mergers and acquisitions spend as much time addressing â€Å"people† issues such as integrating cultures, managing talent, sharing knowledge and retaining key people as they do on cost savings, merging processes, technologies and divisions. 9. REFERENCES AND BIBLIOGRAPHIES 1. 2. 3. Furnham, A. (2001), Management Competency Frameworks, CRF, London. Greenberg, J. (1996), The Quest for Justice on the Job, Sage, London. Sessa, V. , Taylor, J. (2000), Executive Selection: A Systematic Approach for Success, Jossey-Bass, New York, NY. 4. Lynch, J. G. , Lind, B. (2002), â€Å"Escaping merger and acquisition madness†, Strategy Leadership, Vol. 30 No. 2, pp. 5-12. 5. Anderson, H. A. 1993), Successful Training Practice: A Manager‘s Guide to Personnel Development, Basil Blackwell, Oxford. 6. 7. 8. Hoke, W. (2002), â€Å"What’s your exit strategy? â€Å", The edge, pp. 5-12. Business Week (2002), ? Exit strategies discussed?. Fowle r, A (1993), Redundancy, Institute of Personnel Management, London. 22 9. Charlesworth, K (1996), Are Managers Under Stress? , Institute of Management, London. 10. Nathan, R. (2007), Colleagues turn counsellors in BBC’s pioneering program Human Resource Management International Digest, Volume 15 Number 5 pp. 11-13. 11. 12. 13. Kanter, c (1986), Managing HRM risk in a merger, London. Business Week (1994), â€Å"The pain of downsizing†, Business Week. Doherty, N. Horsted, J. (1995), â€Å"Helping survivors to stay on board†, People Management, No. 12 January, pp. 26-31. 14. Institute of Personnel and Development (1996), The IPD Guide on Redundancy, IPD, London. 15. Schlesinger, L. (2002), UK offers worst redundancy pay in Europe, Financial Director. 16. Yehuda, B. (2000), ? Survivor syndrome? – a management myth? , Journal of Managerial Psychology Volume 15 Number 1 2000 pp. 29-45, Emerald. 17. Steven, H. (2000), Anatomy of a merger: behaviour of organizati onal factors and processes throughout the pre- during- post- stages, Management Decision, Volume 38 Number 10 2000 pp. 674-684, Emerald. 18. Noeleen, D. 2005), The role of outplacement in redundancy management, Volume 27 Number 4 1998 pp. 343-353, Emerald. 19. Shay, S. (2006), Downsizing and the impact of job counselling and retraining on effective employee responses, Career Development International, Volume 11 Number 2 2006 pp. 125-144, Emerald. 20. Stephen, A. (2001), Downsizing to Improve Strategic Position, Volume 32 Number 1 1994 pp. 4-11, Emerald. 23 21. Gerald, V. (2002), Counselling remaining employees in redundancy situations, Volume 7 Number 7 2002 pp. 430-437, Emerald. 22. Al-Khayyat, R. (1998), Training and development needs assessment: a practical model for partner institutes, Volume 22 Number 1 1998 pp. 18-27, Emerald. 24 How to cite Effective Management of Job in Post Merger and Acquisition Scenario, Essays

Entrepreneurship on Australian Retail Sector

Question: Discuss about the Entrepreneurship on Australian Retail Sector. Answer: Introduction Retail and wholesale services is a very large industry in Australia. Woolworths and Coles are two of the very large industries in this sector. While the Woolworths group manages Woolsworth, the Wesfarmers group manages Coles supermarket. During the period 2014-2015 Coles supermarket made an annual profit of $2440. During the same period, Woolworths made an annual profit of $2453.3. These two supermarket chains are listed in ASX. In this assignment, a research proposal would be given based on the strategies employed by these two supermarket giants. The focus would be on how these two giants attract consumers. A study on the loyalty programs of employed by these two organizations. The social commitment, of these two giants towards the consumers, and the ethical processes, that they employ. The research would also focus on the commitment of these two organizations towards their suppliers. Other factors would also be explored in this assignment. Literature review As per the annual report of 2015 Woolworths has grown steadily in the last five years in the food and liquor sector. The earnings per share has been rise and fall in the last five years. (Woolworths Annual report 2015). As per the annual report of 2015 Coles, which was purchased by Wesfarmers in 2007, the sales revenue has steadily grown in the last five years. The earnings per share has also steadily grown in the last five years (Coles Annual report 2015). These are annualized report for the whole organization. Woolworths in 2013 announced a local food sourcing strategy. Under this program food from locality sources would be put on the shelves of Woolworths. This way they would be able generate confidence among the food producers of the local market. Woolworths believed that it was difficult for a small and medium sized business entrepreneur it was reach all of Australia (Woolworths Launches Local Food Sourcing Strategy - Woolworths Limited). The strategy employed by Coles for the suppliers was the growth of the suppliers so that the suppliers can provide great products to the customers of Coles Limited. As a strategy they signed long-term agreements with the farmers and producers. This ensures that Coles boost the suppliers confidence and thus grow their business (Our Commitments Coles Limited) A comparative analysis of different supermarkets in 2013 in Australia found that Coles garnered a customer base of 8.8 million and Woolworthss a customer base is 9.3 million. Woolworths market share is 39% and Coles has a market share of 33.5%. Together these two supermarket retailers hold 72.5% of the retail marketshare. They have a huge gap of more than 20% of their nearest rival for the market share (Roy and Morgan, 2016). Both Coles and Woolworths have huge buying power and this is how they have been able to sell fresh produce. This war started in 2011 with their strategy to sell milk. These two organizations have somewhat shaped the food habits of the consumers. The financial power of these two supermarket retailers does have a consequences on the suppliers, local communities and also on the consumers (Keith, 2012). The supermarket chains with the food sector dictates the food habits of the local citizens. The local community produce is very important in this game. The local food sector plays a role in the marketing strategy of the supermarket chains. Thus Woolworths and Coles have as a strategy have incorporated local foods into their processes. This consumer driven growth has also benefited the organizations. This has given rise to small local entrepreneurs who have also been benefited (Pearson Bailey, 2012). Woolworths supermarket and Coles employ a large number of efficient workers. The strategy of Woolworths is to employ middle aged experienced staff for managing its resources. On the other hand Coles employs young staff workers. The reason for Woolworths strategy is that they think that retail business is a highly competitive work where only the best talent are required (Strategic Management Analysis Of Woolworth Supermarketupd). A very important factor for the growth of the entrepreneur is caliber and morale of the senior management and the route to decision making by the management. A study found that the morale management of Coles was better than that of Woolworths. The morale and decision making ability of Coles has led to the easy availability of fresh foods in the stores (Knight, 2015). For a supermarket to grow the supply chain management is to be efficient. The logistics of transporting the goods from the farms to packaging the food products is huge. Similarly the strategy of transporting the packaged food products from the farm to distribution center is also very important (Fernie Sparks, 2014). The management of Coles believes that a significant investment in the supply chain benefits them. They can easily transport fresh fruits and vegetables while retaining the freshness of the product. Coles believes that by working with the farm growers they can reduce the financial impact on the supply chain and thereby give better products to the consumers at reduced prices (Better Supply Chains Will Help Growers: Coles Manager). Woolworths as an entrepreneur believes in promoting better labor practices in the supply chain. It has a three step process towards supplier verification. The first step is the verification of the capabilities of the supplier, the second step is the site inspection of the supplier and the last is an audit on ethical practices by the supplier (Promoting Better Labour Practices In Our Global Supply Chains - Woolworths Limited). To be successful in the retail sector one has to have a good supply chain management. The supply chain is dependent on the information network, synchronized supply of the products and the management of the supply of the products by the vendor (Arli et. al., 2013). Research aim The aim of the research is to find the relationship between the growth of the two supermarket retail giants with relation their growth in different cities of Australia, strategies being employed, green development and their responsibility towards suppliers. Research question The research question for this assignment is as follows: What is the growth of the two organizations in different cities of Australia? What is the different strategies being employed by the two organizations? What are the responsibility of the two organizations towards the suppliers. Research objective The objective of the research is as follows: To find the comparative growth of the two organizations in different cities. To find the different strategies employed by the two organizations To find the responsibilities of the two organizations towards the suppliers. Research methodology The change in financial prospects of the two organizations would be compared vis--vis over-all profit and loss, statements from different cities and different sectors of the retail and wholesale business. The data would be observed for the past five years. The financial statements of the two organizations for a period of five years will be collected. Research Process The present research would focus on the comparative study of Woolworths and Coles supermarket giants. The research would primarily analyse the profit and loss of the last five years of the two supermarket retailers in different cities of Australia. The hypothesis is that which of the two entrepreneurs have fared better in the last five years in financial terms. Do the different strategies followed by them have different outcomes or do they have the same outcome. Data Collection and Analysis Secondary data would be collected for this research and the secondary research technique would be used for the research. The data would be segregated on the basis of different sectors of the retail business of the two supermarket giants. Data will also be segregated on the basis of the supermarkets-chains in the different cities of Australia. The profit-loss statements based on the different business of the chains will also be compared. The effect that cities, sectors, loyalty programs have on the financial status of the business would be compared. This would give the correlation between the variables and business growth of the two organizations. Expected research outcome The expected research outcome will be a positive correlation between the growth of the business and the loyalty programs. With aggressive marketing strategies the two rival supermarket giants have a large share of the Australian retail and wholesale business. It is seen that with the facilities being provided to the consumers, the consumer now has a wider choice of food and beverages. This has translated into the growth of the business of the two organizations. We will also be able to analyze whether Wesfarmers who bought Coles in 2007 were able to turnaround Coles chain. The analysis will provide findings that how the same strategy being employed by the two supermarket giants has profited them. It will also provide an insight into the social, environmental and personnel responsibility of the two organizations. Conclusion It can be concluded that with the growth in the business of these two supermarket giants they have put in more aggressive strategies to counter each other and other entrepreneurs. They have been successful as can be seen from the annual statements of 2014-2015. The research outcome would follow this trend. The research outcome would through up important facts into the city wise and sector wise annual growth of the two entrepreneurs. The research would throw light on the entrepreneurship development programs being taken up by the organizations. The research would also be able to give an insight into the social, local and green responsibility being taken up by the two organizations. References Roy Morgan. (2016). Market share narrows between Coles and Woolworths, while ALDI makes important gains. [online] Available at: https://www.roymorgan.com/findings/5427-market-share-narrows-between-coles-woolworths-while-aldi-makes-gains-201402120013 [Accessed 23 Aug. 2016]. Arli, V., Dylke, S., Burgess, R., Campus, R., Soldo, E. (2013). Woolworths Australia and Walmart US: Best practices in supply chain collaboration. Journal of Economics, Business, and Accountancy| Ventura, 16(1), 27-46. Better Supply Chains Will Help Growers: Coles Manager. ABC Rural. N.p., 2015. Web. 21 Aug. 2016. Fernie, J., Sparks, L. (2014). Logistics and retail management: emerging issues and new challenges in the retail supply chain. Kogan Page Publishers. Keith, S. (2012). Coles, Woolworths and the local. Locale: The Australasian-Pacific Journal of Regional Food Studies, 2, 47-81. Knight, Elizabeth. "Survey Terrible News For Woolies". The Sydney Morning Herald. N.p., 2015. Web. 21 Aug. 2016. Our Commitments. www.coles.com.au. N.p., 2016. Web. 21 Aug. 2016. Pearson, D., Bailey, A. (2012). Exploring the market potential of localin food systems. Locale: The Australasian-Pacific Journal of Regional Food Studies, 2(12), 82-103. Promoting Better Labour Practices In Our Global Supply Chains - Woolworths Limited. Woolworthslimited.com.au. N.p., 2016. Web. 21 Aug. 2016. Strategic Management analysis of Woolworth Supermarket UPD (2013) 24 Seven Writers (On Line) available: https://lastfreelance.wordpress.com/2013/11/23/strategic-management-analysis-of-woolworth-supermarketupd (accessed 21 Aug. 2016) Wesfarmers Limited. (2015). 20142015 annual report. Wesfarmers Limited Woolworths Limited (2015). 2014-2015 annual report Woolworths Limited Woolworths Launches Local Food Sourcing Strategy - Woolworths Limited. Woolworthslimited.com.au. N.p., 2016. Web. 21 Aug. 2016.

Shakespeare’s The Winter’s Tale Essay Example

Shakespeare’s The Winter’s Tale Essay I. King Leontes’ monologue in Act I.ii.179-207 discloses his troubled, almost frantic state of mind at this early point in the play. The short aside that Leontes utters here reveals a psychological state where doubt has begun to sprout and proliferate. Through the specific use of figurative language in this speech, Shakespeare exposes the king’s hidden thoughts and designs, while also foreshadowing some of the confusions and mishaps in the play, which originate in Leontes’ unreasonable jealousy. The theme of jealousy, also central to another major Shakespearean play, Othello, is very significant in this passage. Thus, without heeding judgment and reason, Leontes indulges in impassionate and impulsive musings which will eventually prove destructive. The image that opens his aside depicts the king as a fisherman who is â€Å"angling† in the hope to detect the guilt of the two assumed lovers. The invisible thread that holds fishing rod alludes to the helpless and unsuspecting victims. Moreover, the image serves to describe the way in which the king will seek to ensnare two of the people he loved most, prior to his being blinded by jealousy. Having the patience and the slyness of a fisherman waiting for the bait to work, Leontes alludes here to his obviously premeditated plan: he seeks to outwardly encourage the affection between his wife and his best friend in order to have proof of their unfaithfulness.Furthermore, the king pictures his queen as a bird who â€Å"holds up the neb† to a seemingly unfaithful friend, thus adding to the idea of entrapment. With his sight blurred by fury and jealousy, the king sees signs of betrayal where there are none, therefore creating the perfect conditions for disaster. The king’s progressive absorption into maddening suspicions is also significant here: â€Å"Inch-thick, knee-deep, o’er head and ears a forked one!†. Gradually, Leontes renounces reason and clarity, sinking d eeper into the imaginary trap woven by his own mind. This is apparent in the great figurative charge of the word â€Å"play† in the king’s speech. Urging his infant son to go and play, he immediately muses on the different meaning that the word holds for him and the two traitors. First of all, in his hallucinatory state of mind, Leontes is convinced that his wife â€Å"plays† or fakes innocence to hide her adulterous relationship. Secondly, he himself plays, pretending not to suspect anything and thus hoping the culprits will give themselves away.Finally, Leontes also considers he will be playing a â€Å"disgraceful part† in the eyes of the community, when the presumed betrayal is found out.   Next, the troubled king moves on to meditate on the commonness of unfaithfulness, using other powerful images in the process. Thus, the word â€Å"sluiced† and the phrase â€Å"fished pond† give graphic, sexual descriptions of the wife’s adult ery. Moreover, the image of the wife as a pond fished by a smiling and deceitful neighbor hints at theft and misappropriation. Continuing in the same line of thought, the image of â€Å"open gates against their will† also suggests a forced and fraudulent entrance of the cunning neighbor. The remainder of the speech concludes with equally sexual imagery that the whole of the female kind is corrupt, with the unfaithfulness attaining cosmic dimensions: â€Å"It is a bawdy planet that will strike/ Where ‘tis predominant; and ‘tis powerful, think it,/ From east, west, north, and south. Be it concluded,/ No barricade for a belly.† Leontes’ speech here gives evidence of an oversized and impassionate jealousy which blinds him and disconnects him from the people he loves most and which will also be the cause of tragedy in the play.II. a). In most of Shakespeare’s plays there are extraordinary women, built as complex figures with important roles. In The Winter’s Tale, there are three women who manage to break out the limitations of traditional female portraiture. Hermione is brave and almost faultless in her behavior. The metaphor of her transformation into a statue and her subsequent coming to life at the end of the play speaks about rebirth and a second chance at happiness. As such, Shakespeare uses her as a symbol for fertility in the likeness of spring, the season which puts an end to winter and call nature back to life. Her exemplary conduit makes her a model female character. At the beginning, she is the devoted wife, mother and queen, who is eventually punished for endeavoring to treat her husband’s friend with honor and respect. Moreover, her infinite endurance and her ability to forgive her erring husband adds to her importance in the play. Perdita is also a very significant figure, whose arrival announces, as her name suggests, the retrieval of what had been lost. More than a simple character, Perdita, like Herminone, is a powerful symbol. Through her marriage to Florizel, Polixene’s son, she becomes the link that reunites the two friends and completes the family circle. Finally, Pauline is equally important, acting as a tireless supporter of the family. She protects and cares for Hermione and the king at the same time, mediating the happy ending of the play with wisdom and infinite patience.c). The recurrent images of rebirth in the play point to a very interesting direction in Shakespeare’s late writing. If in his tragedies the world would regain equilibrium only with the price of the protagonists’ lives, here we see a universe which is temporary out of balance but which miraculously manages to bounce back into place. An indication of maturity, this trait reveals a new dimension of the author’s writing: the images of rebirth allude to the natural cycles of the successive seasons, thus integrating man into the larger picture of a natural universe. The endi ng is miraculous, without being overly optimistic. Shakespeare demonstrates that tragedy, as well as romance, is a part of the natural course of events.d). The antithesis between loyalty and betrayal is at the thematic core of the play. Thus, in most of the instances, those who appear to betray are actually loyal. Hermione and Polixenes are never guilty of the accusations that Leontes showers on them. Camillo, who at first sight would appear to be the most disloyal of all and who â€Å"betrays† by turns Leontes, Polixenes and Florizel is actually one of the most clear-sighted characters in the play. It is partly due to his genial character and his insight that the final reunion takes place. Finally, Paulina manages to stay faithful to Hermione and the king at the same time, despite the conflict between them and despite the fact that the king is the indirect cause of her husband’s death. Thus, Leontes is curiously surrounded by extremely loyal people, while he suspects only betrayal and falseness.III. Answer: D.The Winter’s Tale, no less than other Shakespearian plays, has an ambiguous ending, without seeming so at first sight. The statue which is mysteriously animated makes the circle of life come complete. The happy reunion, however, is not perfect: Mamillius, the dead son of the king and queen, and Antigonus are missing. Through this device Shakespeare stays true to nature: while the happy reunion is possible and rebirth is a natural process, something is invariably lost on the way. Perdita is found again, but with the price of the death of queen and king’s other child. Two pairs reunite in marriage at the end, yet one pair had been broken in the process: Paulina and Lord Antigonus.

Instagram Marketing Strategy How to Build One the Best Way (Template)

Instagram Marketing Strategy How to Build One the Best Way (Template) Instagram has the potential to be a powerful part of your brands overall marketing plan. However, you can’t just post, sit back, and wait for success to happen by magic. You need to create an Instagram marketing strategy that establishes your goals (and lays out a game plan to achieve them). That involves everything from finding your target audience, to outlining a clear content strategy for the platform, to actually creating posts and measuring their performance. Read on to learn how to plan it all effectively. You might want to get some coffee now, because we have a lot of ground to cover. Grab Your Free Instagram Marketing Strategy Template Planning an effective strategy doesnt have to take a lot of time. Download this editable deck and complete it as you read. By the time you’re done, you’ll have a full strategy ready to present to your team. Pretty slick, right?Instagram Marketing Strategy: How To Build One The Best Way (Free Template)Did You Know You Can Schedule Instagram Posts In ? It’s true! Using the mobile app (available for iOS  and Android), you can create and schedule Instagram posts alongside all your other social media content. Check out this live demo recap to see how it works: Then, try it yourself free for 14 days. We think you’ll be impressed. How Can Brands Benefit From Instagram? Instagram is an incredibly popular platform with a large user base and high engagement rates. In fact, according to the PEW Research Center  as of 2016, 33% of adults on the internet are on Instagram. And according to TechCrunch, as of April 2017, Instagram has over 700 million active users. In other words, you have a big audience to reach. That audience is active, too. Over half of Instagram’s user base logs into the app daily according to the same PEW research study. Over half of Instagram's user base logs into the app daily.While Instagram is particularly popular with Millennials (about 59% of its overall user base as of 2016), 33% of its userbase is between the ages of 30-44, and 18% between 50-64. So if your target audience is above the age of 50, Instagram may not be your best platform option. However, if your target audience is younger, Instagram could be a goldmine for your brand. Recommended Reading: How to Get Way More Instagram Followers With 20 Easy Tactics Step One: Set Your Goals The first step in creating your Instagram strategy is to set overarching business goals and select metrics to track progress toward them. Start by setting goals for your business. These goals are what help keep the lights on and the company up and running. Examples of business goals could include: Increasing Brand Awareness: How many people know your business exists? Encouraging Customer Loyalty: What keeps people coming back to you (instead of your competition)? Driving More Revenue: Businesses need money, right? Some example business goals that your team could create are: "Increase brand audience by 55% by end of the year." "Increase sales of x product by 35% by the end of Q1." The next step in your goal setting process is selecting metrics to track. Some metrics we could select for the goal above might include: Follower growth. Are people finding you and following your profile? Post engagement rate. From there, are they actually engaging with your posts? Leads generated from profile link clicks. Finally, are they taking the next step and trying your products or services? The key is select Instagram marketing metrics that directly tie back into overall business goals. Your Instagram goals also need to be S.M.A.R.T (Specific, Measurable, Attainable, Relevant, Timely). So let’s break down an example: â€Å"We want to increase our Instagram engagement rate by 25% this quarter.† Here's how this goal fits into the SMART framework: S: It’s specific in the fact that your team knows what needs to be accomplished. M: The 50% is a numerical measurement which can be calculated based . You know immediately if the goal was met or not. A: Depending on your current engagement rate growth, your team will need to assess if 25% is   a realistic goal. For example, if you are already experiencing a 17% growth rate 25% is not necessarily out of range. R: Growing your engagement rate on Instagram makes sense because the more your fans engage with your content, the more likely they are to remember you. T: You have a set deadline (one quarter)  to complete your goal. Recommended Reading: How to Set Social Media Goals to Crush Your Business Objectives Once you have a series of social media goals set you can then look to your Instagram strategy to see how the channel can help you accomplish your goals. For the sake of this post, we’re going to pretend we’re a local bookstore called ’s Corner. Three smart goals that our marketing team created are: Increase the number of younger people following us on Instagram by 50% in 6 months. Increase the brand awareness of our store in the area in 3 months by 25%. Increase engagement by 50% on each photo that we post. How can Instagram help your team accomplish those goals? The first one is simple. Instagram has a high number of young people in its user base. Therefore it would make sense that your team utilizes that channel to reach a younger audience. To prove the strategy is working you can check the in app analytics or Google Analytics and pull demographical data for your Instagram channel. The second goal requires a bit more strategy and analysis. Brand awareness  can come in many forms, and there are many different tools like Google Analytics, Brandwatch  and more that can be used to track that growth. The final goal is quite easy to connect to Instagram due to its nature of being an incredibly visual platform  and highly engaging platform. But how can you calculate the engagement rate of each of your Instagram posts. The formula is: So if your team has 157 comments and likes on one photo, you would divide that number by your total current followers and multiply by 100. (100 likes + 57 comments) / 2569 followers x 100 = 6.11% engagement rate. Recommended Reading: How to Improve Your Instagram Engagement With 15 Tips Step Two: Find Your Audience On Instagram The next part of your Instagram marketing strategy will be to find your audience. Finding your audience is a key part of your strategy because without knowing who your content is targeting you end up throwing it into the massive pile of Instagram posts with no direction to get it out. How do you find your audience? First,  you need to find the demographic data from the audience you are currently attracting. This will help your team determine if Instagram is the right channel for your target audience. If you’re on Instagram, open your app and click the analytics bar graph in the upper right-hand corner: Scroll through the in app analytics until you find followers: Click on See More to see a full breakdown of the age range of your audience: If your Instagram is pulling in the age range of your target audience it would make sense to maximize your resources on the channel. If not, Instagram could be a secondary awareness channel for your team. Once you know whether or not your target audience is utilizing Instagram, you can begin to tailor your content based on what your audience is interacting the most with. It could be content centered around: Problems they are experiencing. People are turning to your company for answers to issues that are surfacing in their daily lives, whether they’re looking for a plumber to fix a clogged drain or a dress to wear for their next event. Center your content around ways that you can help solve those problems. Information they're seeking. Maybe they need to know about the best type of chew toy for a new puppy, so your content could feature different chew toys with captions on what age and breed would enjoy them the most. Company culture and recruiting. People love seeing what’s going on behind the scenes at your office. Not only does it help humanize your brand, it can also help recruit new team members. Recommended Reading: How to Find Your Target Audience And Create the Best Content That Connects Step Three: Optimize Your Profile The way you create your company profile on Instagram plays a significant role in your success on the social media site. There are three main pieces on your profile that need to be 100% completed otherwise, you’re going to miss out connecting with potential customers. Those pieces are: An Instagram Business account. A profile picture. A snappy bio. Make Sure You Have A Business Account You may notice that your standard Instagram account doesn’t have a space for links. That’s because website links and analytics features are only accessible if your Instagram is operating under a business account. Setting your business account up is easy (and free). Log into your company profile and click on settings: Scroll until you find Switch to Business Profile: Toggle that switch to on, and Instagram will walk you through how to create your business profile. Once your account is set you should see business settings in your profile: Optimal-sized profile picture The standard profile picture on Instagram is 110px by 110px. It’s also important to note that Instagram’s profile pictures are round and usually quite small, so the less detail you can include in your profile picture the better. Many companies stick to using their logo like this: Optimize Your Bio The second step in optimizing your Instagram profile involves creating a short and snappy bio that encompasses who you are as a company in 150 characters or less. Some tips to help your team craft that bio are utilizing your tagline  (those are already short), pulling three descriptive adjectives that encompass your company or shortening your mission statement down to a sentence. Check out how Nike got their bio down to three simple words: So how do you create a really awesome snappy bio? Start with the following fill in the blank exercise: _[Company]_ is [adjective], [adjective], and driven to provide [issue your company solves or service your company provides]. Filled out it would look like: Corner  is a local, creative bookstore that is driven to provide a welcoming environment that fosters a love of reading for all ages. (Note: Corner is not an actual bookstore, but that would be cool if it was!) The final character count is 142. Now let’s say that you’re over in count, how can you fix it? Cut out your company name, they can already see it in your username: A local, creative bookstore that is driven to provide a welcoming environment that fosters a love of reading for all ages. Still over? Cut as much fluff out as possible. Words like â€Å"that† can almost always be cut out: A local, creative bookstore, driven to provide a welcoming environment fostering  a love of reading for all ages. Once you’ve edited out the fluff, your bio is ready to go. Recommended Reading: How to Increase Visibility With Social Media Optimization Include A Link To Your Website It’s important to note that Instagram does not allow links in posts, so the only chance your fans will have to see your site is if it’s included in your bio. You can change up the link based on what types of content you’re posting and what you want to drive your fans to: Step Four: Find Your Voice And Tone Instagram is prime space to show off your brand’s voice and tone. Why? Because Instagram is a personal platform which means the more that you can bring your company’s personality into the better. But how do you develop your voice and tone? Voice is the overall sound and personality of your business. It encompasses who you are as a brand and allows your audience to establish a connection with you. How can you develop your voice? List three adjectives and then find its opposite counterpart like this: Intelligent but not cocky. Humorous but not silly. Professional but not stuffy. Check out this list to help you get started: Mailchimp’s voice and tone  brand guidelines are a great example of how to format your voice adjectives. So you covered voice, but what about tone? Tone is the inflection of your voice, which details how you say something. Think of it almost like subtext. Your tone will change depending on the situation. So what does a solid Instagram voice and tone sound like? Starbucks Starbucks is known for its friendly, conversational language. They’re also great at integrating emojis and hashtags into their content as well: When your coffee matches your city. #IcedCaramelMacchiato Regram: @yogafawzi A post shared by Starbucks Coffee (@starbucks) on Aug 4, 2017 at 9:16am PDT Barnes and Noble Barnes and Noble works hard to foster a love of books through positive language and inspiring imagery: Best. Year. Ever. Get ready for the new school year with fun supplies, book bags more must-haves! in bio A post shared by Barnes Noble (@barnesandnoble) on Aug 21, 2017 at 1:39pm PDT Lowe’s Home Improvement Lowe’s Instagram focuses on DIY home improvements which means their voice and tone is usually helpful and insightful: @ourhappycarmonhome gave an old dining buffet new life with a fresh coat of paint. Let's see your creative storage solutions using #lowesproject. A post shared by Lowe's Home Improvement (@loweshomeimprovement) on Aug 23, 2017 at 8:27am PDT

Native American Dance Regalia in the Powwow

Native American Dance Regalia in the Powwow The making of dance regalia is for Native American people a tradition. It is a distinctly indigenous activity that is illustrative of the reality that for indigenous people there is no separation between art and everyday life, between culture and creativity, or the sacred from secular. All styles of regalia are remarkably elaborate, and while the degree of beauty of an outfit doesnt necessarily equate to dancing talent, it does say something about a persons commitment to dancing. They all have stories as historical categories and as individual creations. The making of powwow dance outfits is an art form all its own. Powwow History Powwows are intertribal social gatherings that began roughly in the 1880s. This was at a time when Indians were experiencing great upheavals in their communities. Those were the years of the assimilation era when tribes were being forced onto reservations, into more sedentary lifestyles, and families were being broken up due to the boarding school policy. By the 1960s the federal governments relocation policy led to large populations of Native Americans in urban centers, and powwows became an important way for Indians to stay connected to their tribal cultures and identities. Native American Beliefs For Native people, everything is imbued with spiritual meaning even in the context of the modern world, and especially when it comes to the expression of culture and identity. For dancers, not only is the act of dancing that expression, but the wearing of dance regalia is the visible manifestation of ones heritage. A dancers regalia is one of the most powerful symbols of her Native identity and in that regard, it can be considered sacred. This is one reason why it is incorrect to refer to dance regalia as a costume. Many of the elements that make up a dance outfit are items often associated with the ceremonial function, such as eagle feathers and parts, animal hides, items that have been handed down through generations, as well as designs that may have been handed down or were given in dreams and visions. How Outfits are Acquired In todays world not everybody in Native societies possesses the skills required to construct dance regalia, and, in fact, most simply do not. Often dance outfits or elements of outfits are passed down; grandmas moccasins, dads dance fan or bustle, or moms buckskin and beadwork. More often outfits are made by family members, purchased in the marketplace, or custom made by professional artists. Far less commonly are outfits actually made by the dancer her or himself. No matter which way a dancer acquires their dance regalia, it typically takes many years to build a wardrobe of dance outfits (most dancers own more than one outfit) and is very expensive. Skills It takes a variety of skills to put together a dance outfit. First, it takes the knowledge of different dance styles which will guide the vision for an outfits design. An eye for design is imperative so that all elements of the outfit will be consistent. Sewing is one necessary skill, but not just the ability to sew fabric. The ability to sew leather is also necessary which means a person must have leather smithing skills as well. They must also have certain crafting abilities, like knowledge about how to make feather fans, moccasins, and beadwork. This is such a wide variety of skills and because very few people possess all of them, most dance outfits come from several different sources. Dance Styles There are a number of different dance techniques that are divided into mens and womens in the categories of northern and southern styles. Men and women both have a style of fancy dancing (which is considered a northern style), and both have styles of traditional dance within the northern and southern genre. Other styles include grass dancing, the chicken dance, southern straight, jingle dress, and gourd dancing.

Criminal Investigation Research Paper Example | Topics and Well Written Essays - 1750 words

Criminal Investigation - Research Paper Example Crime-any act that is done or committed against the laws and rules of a country-it is usually followed by conviction or punishment by any ad judicable body such as a court. Investigation-system and thorough examination and analysis of evidence that is used to discover information or gain facts. Confession-refers to the disclosing of information which the person would have rather keep secret. Naturally, confession in the criminal realm are aimed at either incriminating or exonerating a person from any criminal activity, establish guilt or innocence of the person. Theoretical framework This research paper and study operates within the assumption and theoretical tenets that false confessions are present in this day and age. It will also assume and theoretically assume that the false confession have tilted the scales of justice to an unfavorable realms and senses. For instance, if a person was innocent or guilty from the outset, it would be wrong for the interest of fair trial if witnesses who were supposed to help the matter lie either to favor the accused or incriminate him. Therefore, it is presumable that false confessions are present in the criminal justice system and appropriate or articulate measures must be taken to address the same. It is important to mention and stress the fact that this research and study will not have any static hypothesis that it would seek to either establish as true or disapprove.

Asian Business - Case Study of Mitsui Essay Example | Topics and Well Written Essays - 500 words

Asian Business - Case Study of Mitsui - Essay Example The prevailing procedure during that era was that products were made to order, and Mitsui defied common business sense by making products first and then selling them. Mitsui’s initial foray into the banking and finance industry came in the late 17th century. Moving money between cities during that feudal era was extremely risky, so Mitsui established â€Å"money exchanges† in Edo. Much like a primitive precursor to a Western Union, these establishments accommodated the transfer of funds and reduced the amount of risk involved in the transaction( Shinjo, 1962 11) By 1876, the company had established Mitsui Bank, which was the nation’ first private bank. Running up to the early 20th century, the company came to be known as one of the largest zaibatsu in Japan. A prominent feature of pre-World War II Japan, a zaibatsu can be loosely defined as â€Å" a business entity composed of several diversified enterprises owned and exclusively controlled by a single family â €Å"( Morikawa, 1970:62) These ironclad monopolies enabled the company to be a central business figure in pre-war Japan. Picking up the pieces after the war, the remnants of the companies from the dismantled Mitsui zaibatsu reformed themselves into the so-called economic miracles of the postwar era, the keiretsu. Resembling the functional equivalent of a western conglomerate, the reformed business group was launched with a capitalization of 195,000 yen and roughly 35 employees. Its forays into foreign trade greatly furthered the country’s post-war economic rebirth. In the 1960’s Mitsui took advantage of rapid trade liberalization, and was successful in securing a stable supply of food, oil, and coal for domestic use coursed through its overseas holdings. An investment into natural gas resources in the 1970’s shielded the company from the decade’s oil crisis, and helped blunt the effects of the worldwide economic downturn. (Mitsui,

Culture’s will to copy Essay Example for Free

Culture’s will to copy Essay Globalization process is viewed as a means through which one can ratify often in extremely idealized form a account of oneself or culture that is observed as old or even origin but can lastly be realized: through these new means, one can become what one thinks one actually is (even if one never was). What might be trait of the Internet is that this ‘realization’ is certainly ‘expansive’. Globalization process has an emancipator technology ‘Internet’ that is indefensible as the structural design of the technology harbors an instinctive class prejudice and other shades of power entitlements. Computers are intended and programmed by members of the elite culture and might imitate their cultural orientations and biases. For example, the wordsmith and semantic skills requisite to functions computers do not put up the cultural orientations of several marginal electorates. As Laikwan Pang, Cultural Control in journal said, â€Å"Culture’s will to copy [is] fuelled by the globalization process, which drives’ the world to desire similar but different products, to acquire similar but different tastes†. (Laikwan Pang, Cultural Control, p8). Globalization is as well redefining societies and restructuring society into new forms of social networks. New standards and terms for private and proficient relationships are promising (Buck 1996; Gates 1995; Baym 1995). The London Times (June 17, 1996) stated: People in every kinds of career categories need to recognize how to use this tool so as to get ahead starting now. Admittance to the information freeway might establish to be less a question of dispensation or position than one of the fundamental capability to function in a democratic society. Admittance to the cyberspace might very well establish how well people are knowledgeable, the type of job they ultimately get, and how they are retrained if they mislay their job, how much access they have to their government and how they will be taught about important issues concerning them and the country. (Ratan 1995: 25) Moreover, global media is not repressed by the intrinsic biases apparent in sexism, racism, and classism establish in face-to-face encounters. As a substitute, the global media presents a discussion that supports broad partaking and underlines merit over class. Practical communities permit secluded individuals to converse in a manner that protects them from the social prospect and sanctions linked with physically distinct communities (Turtle 1995). Virtual societies are unified and significant social aggregations that permit people to take on in adequate relations to form personal and group relations (Rheingold 1993). Global media represents Hollywood that spins around the analysis of Hollywoods division of labor, what the authors call the New International Division of Cultural Labor (NICL). This division of labor is certainly international because U. S. film exports have reached $11 billion, and Hollywoods proportion of the world market is double what it was in 1990 (Miller et al. , 2001, pp. 4-5). Global sales have become so significant that in 2001 the studios take apart their international offices to run all global distribution from their headquarters. The authors argue that Hollywoods command of the NICL distinguishes Hollywood from other industries that are increasingly globalizing. The entire book focuses on answering this question: Is Hollywood really giving the people of the world what they want, or does it operate via a brutal form of monopoly-capitalist business practice? (p. 15). Global Hollywood maintains that Hollywoods global authority is due to the clout of its allocation, legal, and economic structures, as opposed to a combination of advantages resultant from the diversity of its domestic audience and its narrative transparency. As this argument has been frequently made by proponents of the cultural imperialism thesis, Miller and his colleagues take a fresh approach that focuses on what they call occasionality (p. 13), which is defined as the specific `uptake of a text by a community (p. 177). Amongst other innovations, the authors focus on the role of audience, and on the idea of rights, while bringing the significant issue of cultural hybridist to political economic analysis. In the short space of twenty five years somewhat which started as US defense inventiveness has developed into the major communications means for the academic and investigates community and most newly has prolonged into a main business tool for the marketable sector. The Internet has developed throughout this period from being a vigorous and effectual way of exchanging information to offering a delivery means for immense amounts of multimedia information to a global audience. While individuals began to use the global media for worldwide communication, its profound effect on how we treat information transfer, organization, and development could not have been anticipated. Internet communication applications permit rapid and simple copy, revision, and transfer of information in textual, visual, and auditory forms. Though the assortments of participants who access it do not all the time agree on whether information must be cosseted or shared, the majority of the Internet community uses, copies, and transfers the information there without restraint. The Internet is a medium for activating ideological consideration; World Wide Web (Web) documents holding multiple links to diverse authors sites as well as e-mail posts restraining various writers materials reify the theory that knowledge is raised from numerous sources. But commercial units that use the Internet to promote products and spend in the materials that they load to the Web desire to keep their digitized materials from copy, revision, and transfer. The corporal operation of the Internet forms a forum where oppositional views concerning control of information collide. The extreme nature of the Internet supports a clash between the constructionist ideology that symbolizes the academic humanist community and the Romantic beliefs that symbolizes traditional legal community. This junction amongst humanistic studies, the intellectual property law, and the Internet, joined with their attendant communities, engenders conflicts in thought and exploit and offers a generous basis from which to investigate intellectual property and information control. Though participants in humanist, legal, and global media communities retain varied ideological beliefs and goals, their common interests meet in forming and treating communicative terms, whether textual, digital, or auditory. More significant, these communities of participants, communally, through socially raised ideologies, contribute in creating approaches toward authorship, possession, and property, and eventually, in generating the power to form and manage knowledge. The dealings amongst these areas can be viewed practically and hypothetically. Globalization, therefore, can tell us diverse stories of the nation state, developing it are relationally and challenged internal and external boundaries. There would be few people concerned in globalization who would, as Green (1997:157) seems to propose, believe that ‘the nation state was disappearing’, even if it’s taken-for-granted status comes to be issued and attempts at self-reproduction become increasingly transparent. The spatial-temporal location of the nation-state is itself brought to the fore by globalization. Globalization is frequently taken to have a single course or logic that results in an augmented uniformity transversely the globe. However, despite the influential effects of international capital and international media corporations, this is not sustainable and is not the stance adopted here. To presume that globalization is about, or results in, homogenization is to abridge the processes at work and, in a sense, to distance oneself from the very composite effects on space, place and uniqueness that globalizing processes bring to the fore. As Giddens (1990) among others suggests, as globalization has resulted in the spread of ‘Western’ institutions across the globe, that very drift produces a pressure for local independence and identity. In other words, globalization is concerning examining places as concurrently traversed by the global and local in ways that have been strengthened by the modern compression of space and time. Thus, alongside the global accessibility of satellite television, McDonald’s and Arnold Schwarznegger films, there is the confirmation of, for instance, local, regional and ethnic identities. Certainly, some transnational companies have overtly adopted strategies of ‘globalization’, expanding their influence around the globe, as situating themselves and their products and services within the local conditions. These might be a response to global influences, but they are however part of globalization and not a refutation of it. What this suggests is that in modern times the local is as much a condition for globalization as the global; space and place are negotiated by the global-local nexus of globalizes space-time compressions. ‘Time-space distanciation, disembedding, and reflexivity mean that composite relationships develop between local activities and communication across distances’ (Waters 1995:50). The assimilation of the globe reconfigures rather than supersedes diversity. Globalization ‘does not essentially imply homogenization or integration. Globalization simply implies greater connectedness and de-territorialisation’ (Waters 1995:136). This problematisation argues that a particular Eurocentric culture can no longer be measured an ‘authentic, self-evident and true universal culture in which all the world’s people ought to believe’ (Lemert 1997:22)—a position which of course itself would not command universal acquiesce. The cultural renaissance resultant from decolonization is the new face of autonomy in international law. Old definitions of freedom focusing on ethnic separation and tight territorial boundaries are becoming ever more outdated. The most interesting and pioneering ideas concerning self-determination are presently being developed by indigenous peoples. Theoretical discussions of prejudice, identity, individuality and universalism might seem remote and incoherent from harsh realities. But these debates do reveal why human rights themselves can spell awful trouble for indigenous peoples. The effects of human rights, intellectual property, transformation and self-determination based on evidently universal ideas of individuality and nationality can consequence in the death of indigenous communities. This is not a current phenomenon. It is the experience of colonization for too many people. And yet, international human rights discourse can also give a mechanism for anti-colonial struggles and the protection of indigenous rights, as the UN Working Group on Indigenous Populations would certainly support. Nowhere is the inconsistency of human rights, culture and individualism as explicit as it is with the rights of indigenous peoples. Moreover, the practical view offers questions and answers to the nuts and bolts of each day treatment of intellectual property power issues. Though interpretive in nature, the practical deportment is rule-based, centered in issues concerning the assortment of original works noted under the law and formative infringement of copyright. An extensive variety of individuals use and produce copyrighted materials in their daily work, often ignorant of the consequences of their actions for probable infringement of the work of others or infringement by others of their own work. Engineers, technical communicators, computer scientists, architects, scientists, and educators, among others who characterizes our diverse national workforce, use and turn out intellectual products such as manual, applications, progress reports, yearly reports, analytical reports, and other technical documents. They as well form non-textual informational materials such as photographs and hand drawn graphics, software, videos, and multimedia products. Additionally, numerous creators acquire information through the global media, together with digital communications such as e-mail and data blocks, as well as graphics, video clips, and sound bytes. Workplace inventors might not be conscious of the special category of law that restrains the rights in the work they turn out. Equally agency laws and the â€Å"work for hire† set of guidelines, which falls under copyright law, state writers rights to their work and treat questions explicit to employees. Educators, particularly, are facing ever more intricate questions concerning forming and using materials for teaching. besides creating workplace products, educators also develop materials for classes in the forms of instructor package that comprise works copied from anthologies and journals, handouts, tests, and instructional transparencies or websites that might be derived from sources formed by other instructors or authors in their fields. The legal argument over what is considered infringement in using these â€Å"course packets† is massive. Instructors might also covet to use materials acquired from the global media. The customary treatment of global media sources as â€Å"free use† forms fussy questions concerning what constitutes infringement in the digital ground. There is also enduring debate over the capability of a browser merely to access a World Wide Web site devoid of infringement. Several legal analysts indicate that the National Information Infrastructures White Paper comprises language that, if construed closely, would forbid admittance to intellectual property on the Internet although the same intellectual property would be available if it were in the shape of print media. For instance, a stringent interpretation of the National Information Infrastructures (NII) White Paper would forbid the mere act of opening a file and reading it on the Internet as the act of producing text in digitized form needs making a â€Å"copy† of the original work. Though the White Paper was formed in 1996, its protectionist stance echoed in legislative development of copyright protection, wherein the No Electronic Theft Act (1998) criminalizes copyright violation and the Sonny Bono Copyright Extension Act (1999) expands copyright protection for a further twenty years. In light of the more and more preventive treatment of copyrighted materials, instructors might be confused over whether they can make non-infringing uses of World Wide Web materials for classroom uses at all (Strong, William S. 1990). Increasingly, numerous instructors inquire students to copy and develop sources procured from the Internet, such as interactions from UseNet News, Internet Relay Chat, and MOOs, and graphics or text files that they can download from the World Wide Web. Though fair use does not converse directly to questions concerning the Internet, it still controls questions of infringement within educational settings. Courts should instigate to apply fair use to issues that are convoluted by use of technology to give new instruction, but until then, prospective litigants looking for answers to complex legal questions must gain a clear considerate of existing law as the best means to recognize its possible interpretation in cases treating issues concerning the Internet. We can say that with the increasing use of internet the issue of Copyright infringement is also become very common. â€Å"Infringement is a breach of the rights of a copyright holder by copying, performing, publishing, displaying, or creating a copied work from an expression protected under copyright† (Strong, William S. 1990). Infringement can take the form of a photocopy, scanned digitization, or other mechanically formed copy, but it can as well take place in videotape, audiotape, performance, or exhibit of a copyrighted work. Providing evidence infringement is at times a complex process, needing that the belligerent party first found a right to control the copyright of the work, then that he or she proves that the work has been infringed. Infringement is further hard to prove while the accused infringer has distorted the work to such a degree that it is hard to sustain the considerable similarity argument and while the initiative and the expression are so wholly merged that use of the idea, which is obtainable in public domain, is corresponding to use of the expression. A more widespread defense aligned a claim of infringement; however, is the scenes a faire principle, which argues that general means of expression of ideas cannot be infringement of anothers work. A typical example is the formal report format used in technical documents. In this case, the means of expression has turn so widespread to the business worlds cultural scaffold of understanding that its use summons connotative expression itself, much similar to a classification of â€Å"technical report. † Copyright infringement elevates legal issues for Internet service providers as well as other global media caught up in network management. The law emerges to be moving away from strict accountability toward a new typical of actual knowledge (Packard, 1998). In the Digital Millennium Copyright Act, ISPs are not legally responsible for copyright infringement if the bringer does not have definite knowledge that the material or an activity using the material on the system or network is infringing (Copyright Law of the United States of America and Related Laws Contained in Title 17 of the United States Code, Circular 92 Pub. L. 105 304, Sec. 512 [c]). Though, upon attaining such knowledge or wakefulness, the provider should act expeditiously to eliminate, or hinder access to, the material. This stipulation has free-expression insinuations. Copyright law is a moderately recent phenomenon based on the supposition that inspired intellectual property desires to be protected and rewarded (Packard, 1998). By distinguishing that online services cannot scrutinize their content for infringing material and function professionally, Congress has given them a green light to expand to their full prospective (p. 37). The copyright extension for elite ownership for ninety-five years, up from twenty-eight years in the original 1790 law, has been dared in court by Eldritch Press. Under the new law, the publisher would be requisite to eradicate work that has been in the public domain under the preceding limit of seventy-five years. The global media and its technologies have offered fertile view for the creation of new communication technologies. Inventors functioning on such troubles as digital compression as well as network data-transfer speeds need patent protection to be capable to expand new products. Information technology has also taken a diversity of patent suits as inventors extend the new industry. Lucent Technologies, for example, sued Cisco Systems and indicted it of infringing eight digital networking patents. Cisco then charged that Lucent violated three of its patents. Lucent holds thousands of patents on former Bell Lab and ATT research operations, and analysts feared that the aggressive action by Lucent was threatening to smaller high-tech companies. Computer-chip giant Intel called a patent infringement action by TechSearch a nuisance lawsuit (Packard, 1998). As technology continues to become more multifaceted and consistent, patent disputes are probable to propagate. Generally, most patent cases do not have a substantive collision on free expression. Thus the main features of the global media regime are linked to infringement and intellectual property concerns. The strategy for these aspects of the establishment is the principle that the costs of Internet-related infrastructural development shall be borne mainly by the private sector and the standard those governments shall entrust themselves to economic liberalization, privatization, and regulatory programs dependable with this and other regime principles. As the utmost basis of legal conflict is that between authors and users rights, the most significant policy issue is cared for specifically in the Constitutions intellectual property stipulation. The goal of the copyright act is to make sure free speech and the progression of knowledge through our legitimate protection of the right to distribute information. The unique constitutional provisions designate the intent to make sure the expansion of knowledge in civilization based in a congressional grant to authors of a partial monopoly of rights in their works: The fair use stipulation makes clear that the key goal of the statute is to support learning. These changes notwithstanding, the divergence between authors rights and the goal to encourage knowledge, inner to the copyright debate since its setting up, continues. Sadly, the public policy issue is frequently ignored in respect to concerns over economic interests. The everyday application of law essentially focuses on treating conflict between individuals. Lawyers are trained specially to congregate the needs of the legal system and are inexpensively supported by their work in this area. However the policy issues following the statute are really most significant to us as educators and to our society as a whole because those who manage the development of knowledge in a culture eventually establish who we are as a people. Philosophy and the goals that convoy it drive our view of policy issues. Thought determines how we view authorship, possession, and property and eventually affects not only how intellectual property law is proscribed but how information and communication that are inner to the dialogic processes within the nation are proscribed, as well as decisive who controls them. An assessment of ideological choices in request to intellectual property thus renders significant understanding of the probable effect of the law on our cultural future. Gaining a considerate of intellectual property issues is inner to understanding our rights as users and producers of knowledge. The actions we acquire to influence egalitarian access to information can have enduring ramifications for society, as authorship makes control, control generates authority, and authority generates power. We must take every step needed to ensure that the controlling voices of the few but authoritative are reasonable by the yet-unheard voices of the weaker multitudes. Reference: Baym N. K. 1995. The emergence of community in computer-mediated communication. In S. G. Jones, ed. , CyberSociety: Computer-Mediated Communication and Community. Thousand Oaks, Calif. : Sage Publications, pp. 13863. Buck K. 1996. Community organizing and the Internet. Neighborhood Works, 19, 2, p. 2. Copyright Law of the United States of America and Related Laws Contained in Title 17 of the United States Code, Circular 92 Pub. L. 105 304, Sec. 512 [c] Gates B. 1995. The Road Ahead. New York: Viking Giddens, A. (1990) The Consequences of Modernity, Cambridge: Polity Press. Green, A. (1997) Education, Globalisation and the Nation State, London: Macmillan. http://www. washingtonwatchdog. org/rtk/documents/cong_hearings/senate/107/senatehearing107_77094. html http://www/stephenking. com Laikwan Pang`s 2005 article `Copying Kill Bill` social Text, No. 83, 133-153. London Times, June 17, 1996. Packard A. (1998). Infringement or impingement: Carving out an actual knowledge defense for sysops facing strict liability, Journalism Mass Communication Monographs, no. 168 (December). Ratan S. 1995. Time (spring):25-26. Rheingold H. 1993. The Virtual Community: Homesteading on the Electronic Frontier. Reading, Mass. : Addison-Wesley. Strong, William S. The Copyright Book: A Practical Guide. Cambridge: MIT P, 1990. Toby Miller et. al, 2001 `Hollywood`s Global Rights` in Toby Miller et. al. , Global