The Mormon Faith A Myth Essays - Mormon Studies, Lamanite

The Mormon Faith: A Myth During the early 1800s many new religious sects were growing in the United States. Religious denominations tried to spread their unique set of beliefs. Joseph Smith found a new church based on revelation that was translated into The Book of Mormon. The work tells a story of a prophet named Lehi who sailed to North America from Palestine in 600 BC. Lehi's sons became bitter rivals and each formed a powerful army. Their followers, the Lamanites and Nephites, named after the brothers (Laman and Nephi), prepared for battle in the area that would become New York. A Nephite named Mormon recorded, on golden tablets, stories of the battle and of earlier events. The Lamanites slaughtered many Nephites, but Mormon's son, Moroni, survived and buried the tablets at Cumorah. Nearly 1500 years later, Joseph Smith claimed that the angel of Morone had appeared to him (Streissguth, 1995). Mormonism began when Joseph Smith attended a Christian revival in 1820 where he was encouraged to pray to God for guidance as to which church was true. In answer to his prayers he was visited by God the Father and God the Son, two separate beings, who told him to join no church because all the churches at that time were false, and that he was to bring forth the true church. This event is called the first vision (Beversluis, 1993). In 1823 Joesph Smith had another heavenly visitation, in which an angel told him of a sacred history written by ancient Hebrews in America. The history was engraved in Egyptian on gold tablets and buried in a hill. He was told the information was the history of the ancient peoples of America, and that Joseph would be the instrument for bringing this knowledge to the world. The angel gave the tablets to Joseph Smith in 1827. He then translated the Egyptian into English with the help of the spirit of God and the use of a sacred instrument accompanying the plates called the Urim and Thummim. The translation was published in 1830 as The Book of Mormon. In this book are passages that proclaim there only one God and that God can not change (Bloom, 1992). There are many facts that present a valid argument against Joseph Smith and his religion. The 'First Vision' story was unknown until 1838, eighteen years after its occurrence and almost ten years after Smith had begun his missionary efforts. The oldest version is in Smith's own handwriting, dating from about 1832 (at least eleven years afterwards), and says that just one form, Jesus Christ, appeared to him. It also mentions nothing about a revival. The religious history of the locale where Smith lived in 1820 shows that there was no trace of a religious revival there at that time (there were revivals in 1817 and 1824, but none in 1820). Also, the oldest version of the first vision story contradicts the later account as to whether Smith had already decided that no church was true. In 1828, eight years after he says he had been told by God himself to join no church, Smith applied for membership in a local Methodist church (Streissgarth, 1995). Although Joseph Smith said that God had pronounced the completed translation of the plated as published in 1830 correct, many changes have been made in later editions. Besides thousands of corrections of poor grammar and awkward working in the 1830 edition, other changes have been made to reflect subsequent changes in some of the fundamental doctrine of the church. For example, an early change in wording modified the 1830 edition's acceptance of the doctrine of the Trinity, allowing Smith to introduce his later doctrine of multiple gods. A more recent change occurred in 1981 when white was replaced with pure, apparently to reflect the change in the church's stance on the black race. Also, Joseph Smith claimed to be a prophet because he foretold future events--by the power of God. The dates have long past, leaving the deeds undone. Smith's doctrines weren't revealed to his church all at once or in their present state. From his first vision in 1820 until his death in 1844, Joseph Smith modified his doctrines, often altering them so much

Christmas holiday Essay Example

Christmas holiday Essay Example Christmas holiday Essay Christmas holiday Essay An example of this type of leadership at Waitrose is when they ask the employees in specific areas of the company for advice in the section that they are experts in i. e. in the bakery section, if Waitrose for example was looking to increase the amount of bread produced during Christmas holiday at a specified time, the employees will be affected as they will have to make the bread at the best quality , and have the product ready on time for the customers to collect.It is important that Waitrose does this as these are matters directly affecting the employees, thus may need consultation, if they dont, the employees may be offended and may decrease staff morale. Overall by having democratic leadership, Waitrose will have good advice from expertise to ensure that they have made the right decision and will allow the employees to feel more involved, resulting in increase of motivationAnother example where this type of leadership exists at Waitrose is how they allow employees input on judging how to achieve their personal goals e. g. Waitrose have appraisals which involve congratulating their employees on achieving their personal objectives as well as the company’s within the year.This lies on the democratic management style as both the employees and their section management at Waitrose have a meeting for the employee to have the opportunity to discuss any achievements that they have accomplished with their manager and additionally have the chance to come up on the next objective that will help their own personal development as well as the company’s as a whole which means that due to this compromise between two tittles i. e. mangers allowing the employees input in a business decisions, it works under democratic leadership style.This type of leadership is good for Waitrose, as it will mean that employees will feel they are value in the business and this makes them more motivated to do well in the company, due to feeling like an important member in the business. This also allows the company to ensure that they are making the right decisions, as even though the manger manages the employees, he/she is not qualified for all the sections in Waitrose, which is why it is important that they involve the employees that are, to ensure that they are making the most effective decision.However there are negatives that come with democratic style of management. An example being when different holidays occur, Waitrose need to ensure that they are working efficiently, such as if it was the Christmas holidays, Waitrose employees and managers cannot waste any time negotiating on different ideas of conclusions of whether the y should have a discount on a certain product or not. This needs to be done by one manager in the company, as this will ensure that Waitrose will be run efficiently and smoothly.This is due to Waitrose not being able to afford disagreements as this will lead to delays on the production line, and customers will not be satisfied due to the wait they must take to receive the product they want. If customers are not happy then this will result in profit levels decreasing, as they will not want to shop at Waitrose again. Another negative that can occur with democratic leadership is delays on stock.This is a negative to Waitrose as this means that if employees cannot come up with a conclusion, on what which stock they need for the section at Waitrose, delays may occur on the whole company due to not receiving the particular stock on time and this causes the whole company to run slower making customers not happy with the service given to them, which will lead bad reputation. Only one leader should make decisions for Waitrose, as this means that they can make the final say and there is no confusion on what stock to get thus eliminates mistakes occurring.Laissez-Faire (let it be): This is when the leadership responsibilities are shared with all the employees in the organisation. Allowing this type of management style to happen in a business can be very useful in companies where creative ideas are important, as different people have different ideas, which if you combine will create a fantastic outcome. By having all the employees involved can be highly motivational, as people have control over their working life as they get a say in their working hours and other decisions which may affect them.However it can make coordination and decision-making time-consuming due to lack in overall direction, as there is no manager in the team, which makes the final say to what the outcome should be due to this style relying purely on good teamwork and good interpersonal relations, whic h is not certain in the business. businessdictionary. com/definition/laissez-faire-leadership. htmlThis style of management would work at Waitrose by allowing different departments in the company to have their own inputs on decision-making e. g. for the marketing department, they will have the responsibility to find out ways to attract customers as they are trusted by the managers at Waitrose due to them being highly experienced and an expert in that area and this lies on the Laissez-Faire’ management style as employees are free to work independently when making decisions, without supervision from managers.Another example of how this management style could work in Waitrose is when different occasions occur throughout the year. E. g. for Christmas holidays the manager would need to ask employees for their input on what special theme they should do at the workplace, as employees are more in contact with customers i. e. employees who are working at the tills have friendly chats ’ with the customers. This will benefit the company as they will be able to get the theme right which leads to them standing out compared other supermarkets and this also lies on Laissez-Faire’ management style, as managers are giving the employees the opportunity to input their opinion, due to it being important in determining the success of the company.A strength of using this leadership at Waitrose would be, giving the responsibility to workers at Waitrose as it will mean that the staff will be motivated to do the work, therefore this means that it increases their staff morale, this is due to them being trusted by Waitrose, in addition to this, it will mean that instead of the mangers spending their time watching over employees they can spend it on something else which is important such as the customers, this is because the employees don’t need supervision, especially those that have worked for many years at Waitrose.Therefore this makes the company run smoot hly and efficiently. However there are negatives with this type of leadership, this is because the employees at the business may make mistakes, due to the manager not being there to guide them in decision making and this therefore means that there is a chance that they will make mistakes. For example if they have to make a decision on a particular stock to get for Waitrose and the manger is not available, they will have to come up with a decision on their own and with all that pressure and responsibility they may encounter mistakes.All this will affect Waitrose such as it running slower due to delays as the mistakes are occurring and externally due to the customers not being happy thus reputation decreases. Another negative is, the employees will learn that there is no manger there to supervise their every move, which means that their performance of high quality service and products will decrease. This is because they see that there is no point in working hard if they don’t g et noticed doing it. Therefore this will affect Waitrose as this means that that the reputation will decrease due to the quality of products and service decreasing.

Unit 8 Assignment Example | Topics and Well Written Essays - 250 words

Unit 8 - Assignment Example al substance invites us to think deeply and conclude that ideas built by means of someone’s sense, memory and imagination are the only tools to create the presence of a material substance. By studying the arguments of Berkeley, one learns to incorporate the ideas of different senses to perceive the various objects, substances and materials. In short, Berkeley’s vision highlights the mind along with ideas and offsets the Newton’s absolute space and time. The time becomes merely a succession of ideas in individual’s mind, and the space is reduced to an extension perceived by senses. (Fogelin, 2001) Berkeley’s arguments positively relate with Phillonous who disagrees with majority of the philosophers to believe in the existence of matter. He like Berkeley emphasizes strongly upon mind and argues that every thing in this world depends upon mind. Hylas, who was the student of Phillonous believes in the matter. He states that all the worldly experiences of life remain unexplained without the existence of matter. This philosophy of Hylas does not resemble with that of Berkeley. Because Berkeley seems to stick on his famous principle, â€Å"Esse est percipi† (â€Å"to be is to be perceived†). Berkeley stated in his books that spirit itself cannot be perceived but can be perceived by its own effect. Similarly Locke states that one has a relative idea of substances in

The Continuum of Masculinity-Femininity Term Paper

The Continuum of Masculinity-Femininity - Term Paper Example The gene SRY that determines the male gene Y binds to the DNA, and distorts it to form the testes. Sox 9 gene is the one that regulates the expression of the SRY gene. If SRY gene is not regulated by the sox 9 gene, the fetus turns male (Storms, 1979). Without SRY gene, organs of female reproduction would be formed instead of male organs. Research shows that one in a hundred people has intersected characteristics. Not everyone believes that his or her biological sex corresponds to his or her gender identity. These people include transsexuals, transgender people and people who are interred sexed according to storms, (1979). Transsexuals and transgendered persons face certain challenges in the society even as they struggle to accept themselves as they are and acquire new gender roles that are based on each individual’s sex. A person might feel that their gender roles are not in line with their gender identity. This creates a disorder related to gender identity. Gender identity d isorder comes to play when individuals are uncomfortable with their gender anatomy which may lead to them to behave like people of the opposite sex. It is not true that masculinity and femininity are positioned on opposite sides of the continuum as is popular belief. If someone possesses both masculine and feminine traits, it does not mean that they are too feminine or masculine. A person’s position on the femininity and masculinity continuum depends on the report specifying their qualities and behaviors that are gender-linked. The continuum midpoint is called the zero point as noted by Rathus, Nevid, and Fichner-Rathus (2011). A person is placed here if he/she fails to be identified by the gender role, or they breach it. Those identified with sex roles that are strong are placed on either end of the continuum. One factor that has helped me identify my gender is that naturally, I am a male with male sexual organs. However, this may not make me completely female. What I do every day and my behaviors also identify me as a male.

The Black Box Essay Example | Topics and Well Written Essays - 500 words

The Black Box - Essay Example The symbols she uses indirectly communicate the major theme of the work, in addition to the seemingly innocuous dialogue of the seemingly innocuous lottery happening in the town. One of the more potent symbols Jackson uses throughout her story is the black box, and, more generally, just the color black. Black, as it is traditionally interpreted, stands for death, decay, ignorance, and decline. The black box, of course, holds the lottery slips. While a similar ballot box would receive slips from voters in an election, this box only gives out slips, showing the lack of individual choice and freedom in this ritual. The blackness of the box gives off an ominous foreshadowing of events, and is itself a symbolic description of how the townspeople have sacrifice their individual wills to the social decree., as Jackson writes, â€Å"The black box grew shabbier each year: by now it was no longer completely black but splintered badly along one side to show the original wood color, and in some places faded or stained†. The keen reader recognizes that the box’s decay indicates not only the physical corrosion of the box but of the social and moral corrosion of what it represents: the lottery. As the process accelerates during the course of â€Å"The Lottery†, Jackson writes that the townspeople stay as far away from the box as possible. Once again, this description is clearly relating to physical distance; but it may also refer to the concept of responsibility, and the moral qualms people have about participating in the lottery. The townspeople avoid the black box as if it were some kind of evil spirit, and because of this endow the box with such great power. Jackson writes, â€Å"The villagers kept their distance, leaving a space between themselves and the stool†¦Ã¢â‚¬  What otherwise would be just some old dilapidated box is, as a result of the social order and status quo, is an

Literature Review of Data, Information, Knowledge and Wisdom

Literature Review of Data, Information, Knowledge and Wisdom 2.5 Why Knowledge management is so important? Knowledge as a resource causes huge misunderstanding for economists, because unlike the physical commodities, it is the only resource which increased returns as it is used rather than reduced or diminished over time (Clarke, T. 2001). Knowledge may be costly to generate but there is modest cost to diffusion. Massa, S. Testa, S. (2008) believed that the determinants of success of organizations, and nationwide economies as a total, is ever more dependent upon their efficiency in assembling and utilizing knowledge. Accordingly to Malhotra, Y. (2000) knowledge has turn into a key production factor; though the monetary accounts are still leading by conventional factors of production, including buildings and machinery. The idea of knowledge flowing to where it is most needed is the critical point and it should not flow only from the top down, but flow in all ways in an organization, (Davenport, T. Prusak, L. 2000). Davidson, C. Voss, P. (2004), Lin, L. Kwok, L. (2006) claimed that know ledge is no longer a source of power; it is knowledge sharing that counts in the knowledge economy but author like Kakabadse, N. et al., (2003), viewed knowledge itself is power. Creation and codification of knowledge do not necessarily lead to performance improvement or value creation. Value is generated only when knowledge is allocated all the way through in an organization and linked where it is needed (Chena, C Huang, J. 2007). It is not sufficient to have smart people in the organization. Instead, the key is to create systems that tap into the knowledge, experiences, and creativity of your staff, your customers, your suppliers, and even your competitors. Knowledge strategy needs to be concerned with the quality of information, not the quantity; and with the timeliness of information delivery, not its speed. Smart systems are excellent but smart people are superior. Despres, C. Chauvel, D. (1999) identified that knowledge management occurs on three ends: the individual, the team and the organizational. 2.6 Framework for knowledge approaches Knowledge management is linked to diverse business fields and it has always been entrenched in the individual behavior. It is not all about creating an index or register that detains the whole thing that anyone ever knew. Collison, C. Parcell, G. (2004) suggested that it is about maintaining track of those who know the procedure, techniques and fostering the culture and technology that will get them talking. It is challenging to understand the nature of knowledge and the way it is managed. Also the management approaches towards knowledge management is varied. Knowledge can be created from re-describing and re-labeling the past knowledge, it also created from connecting people (the relationships) and connecting technologies (networks). This might be flexible social or stiff technical networks. These discussions vibrate with the managerial paradox of developing organizational performance via rigid or free control systems and this was interpreted in the following model adopted from Arm istead, C. Meakins, M. (2002) for describing four approaches to knowledge management stand on whether it is in an organizational or an individual context, and whether knowledge management is imposed or empowered by managerial approaches. Armistead, C. Meakins, M. (2002) Figure No: 2.3 Framework for knowledge approaches Imposition is linked with bureaucracy, structured and controlled systems and attempts to codify all aspects of knowledge. It might expect such perceptions to be more inclined to explicit rather than tacit knowledge. In contrast, Empowerment recognized the potential in the social and individual for knowledge creation and sharing, in which the tacit as much as the explicit aspect of knowledge is engaged. The authors considered that managers are likely to be concerned with knowledge at an individual and organization level and with particular approaches to managing knowledge. Consequently they proposed a managerial framework which uses the constructs of imposed and empowered as one axis and the individual and the organization as the other. Prescribed recommends a official approach to knowledge and its management at an  organizational level. It might see technology set up widely to detain, store up and  guard knowledge. Compliance means individual engage in knowledge activities through contract and  regulation. Resources are distributed via prescribed performance management  processes. Adaptive engages with the informal within the social fabric of the organization in  the logic of communities of practice and the self-management of teams. Self-determination supports individuals to get responsibility for their part to  learning in the knowledge creation and sharing processes. From the above management paradox of how the knowledge is manage at an organizational and individual context. There is another well known model, called SECI or knowledge spiral model. The model did not only described that how the knowledge is managed but it also explained the overall knowledge creation process. 2.7 SECI Model In 1995, (Nonaka, I. Takeuchi, H. 1995) introduced their SECI model, which stands for Socialization, Externalization, Combination and Internalization. The purpose of this model is to offer an understanding of how organizations create knowledge and formalize organization processes which are mostly tacit in nature. It further provides an understanding of knowledge sharing, its management and application at an organizational level. According to Nonaka, I. Takeuchi, H. (1995) knowledge is formed from the interaction between tacit and explicit knowledge. These four knowledge conversion processes interconnected by moving from tacit to explicit knowledge as it moves from socialization to internalization then return to socialization to shape a spiral model of knowledge creation. Hiscock, J. (2004) stated that the first generation earlier to 1995, completely dependent on technologies in their daily task often known technocratic, but this is the second generation of knowledge management, whe re knowledge exchange is illustrated as a spiral a thing to be managed and something which can be made explicit. As the purpose of this research it is to look at the barriers to knowledge management thus the only focal point from this model is to observe overall knowledge creation process. Nonaka, I. Takeuchi, H. (1995) discussed that how tacit and explicit knowledge interrelate to successfully create knowledge in an organization via four conversion processes: 2.7.1 Socialization tacit to tacit Socialization is the process through which tacit knowledge is passed to others; it is directly related to the group processes and organizational culture. Tacit knowledge is often attained through sharing experiences, observations and the processes that arises without formal discussions and using language for instance face to face interaction. Interviewing and focus groups techniques are also creating tacit knowledge amongst people. 2.7.2 Externalization tacit to explicit Externalization of tacit knowledge is the conversion of tacit knowledge to explicit. As tacit knowledge is embedded in the peoples mind and that is externalize or express by sharing of paradigms, metaphors and concepts through formal discussions. Nonaka, I Takeuchi, H. (1995) declared that we have conceptualized an image; we generally tend to express it in language. Externalization is developing notions which facilitate tacit knowledge to communicate. Redesign of existing information can escort to new knowledge in the shape of written statements. Wakefield, R. (2006) argued that when knowledge is externalized and turn into explicit it is in fact converted back into information or data. Both have values, but this cannot be out until the data and information is internalized again to form knowledge that is used for some productive purposes. 2.7.3 Combination explicit to explicit Combination is a process of systemizing concept into a knowledge system, at this level explicit knowledge merged with written reports and other strategic documents through formal discussions (i.e. meetings, documents etc.). This process includes gathering significant knowledge then sorting, editing and distributing it, which allows knowledge sharing within organization. Formal education and training are also comprise in this type of knowledge conversion. 2.7.4 Internalization explicit to tacit Internalization is a mechanism of altering explicit knowledge into tacit knowledge. It is achieved through individual expression and learning by doing. Once the explicit knowledge shared with individuals to internalize what they have experienced and then their understanding becomes tacit knowledge in the form of shared intellectual models or technological know-how which further become a valuable asset for the organization. For example: customer complaint are recorded and then read by other team members. 2.8 key components and its related barriers to Knowledge Management DuPlessis, M. (2008) point out that knowledge management is a holistic solution integrating mixture of perspectives: people, process, technology and culture perspectives and every single one should hold equal influence. According to Gillingham, H. Roberts, B. (2006), people, process and technology (soft and hard aspects) reveals the most essential features engaged in capturing, disseminating and sharing knowledge. These elements require to be balanced to guarantee that the complete benefits of knowledge sharing are exploited. Of course, people, process, and technology (PPT) are intertwined and no organizations get very far benefits without having a basic competency in all. But the tougher challenge in knowledge management is how to built PPT into an organization. Collison, C. Parcell, G. (2004) suggested that involving people who knows, and the behaviors to ask, listen and share, some processes to make things easier for sharing, validation, distillation, and a familiar, reliable te chnology infrastructure to facilitate sharing. Knowledge management is all concerning the integration of people, process, technology but strategy and structure too (Armistead, C. Meakins, M. 2002). According to Quinn, F. (2008) the development of knowledge managements exposes many issues that firms claim to have solved completely. The issues for example related to business benefits, people and culture, technology and process. These issues reflect all the main areas of concern in a knowledge environment and can be produce the barriers or road block to achieving the corporate success that most of would wish to inhabit. 2.8.1 People The biggest misunderstanding that the Information Technology (IT) leaders composed is that the knowledge management is all about technology. Gillingham, H. Robert, B. (2006) confirmed that people are the most central and complex element in knowledge management. It is a people who create and share knowledge, Since, (tacit) knowledge is set aside in the individuals the most essential thing for knowledge management is the system to allow the conceal knowledge within an individual be spread to others in order for them to share, exploit, and then alter it into (explicit) knowledge within an organization (Yeh, Y. et al., 2006). Knowledge management helps us do what we do better and its connect information and people, and people and people. Call, D. (2005) suggested that people are not being able to gain knowledge in a minutes and hours but they learn over days or weeks and one of challenge is to detained knowledge from what people said and did as part of their everyday job and to build it reachable to rest in an organization. According to Gundry, J. Metes, G. (1996) people behaviors is often manipulated by their beliefs, values, attitudes, and the organization culture. Influencing what people believe should direct to changes in values, attitudes and behavior in which knowledge is shared behavior. Gillingham H. Robert, B. (2006) stated that it is complicated to get people to do things in a different way because people can simply fall back on defensive routines. A state of willingness require from individuals to get people to modify the way that they do things, it is central to manage those who are willing to create and share their knowledge (Yeh, Y. et al., 2006). According to the Abell, A. and Oxbrow, N. (2001) people ask numbers of question in organization towards knowledge management for example: What is in knowledge for me? How does it make my job easier? What appreciation will I get for sharing my knowledge? Etc. It is important to identify what knowledge peo ple need and what knowledge people already possess and how to link people and knowledge process. In any system where information or knowledge is accessible, there must be adequate security to ensure that only appropriate people are able to see what knowledge is held and by whom, in that case confidentiality is the barrier to crafting a knowledge sharing culture in the organization (DuPlessis, M. 2008). But from the organizational point of view, one can comprehend that it is in national interest that the particular knowledge stays confidential. In other word the right information and knowledge should distributed to the right people at the right time and right place. For example in defense sectors and utilities provider such as countries like South Africa where they have one and only major energy provider, their key knowledge and information would be exceptionally secret hence it should be strongly managed (Sutton, S. Leech, S. 2002). Employee often does not know what is the concept of knowledge management their perception about knowledge as resources in not clear as capital assets resources. In the view of McCann, J. Buckner, M. (2004) people do not include knowledge into their work process to make final products and services and even do not feel responsible for sharing their own knowledge with colleagues. Kols, A. (2004) submitted that people do not even realize that they have knowledge worth sharing. Employees viewed knowledge management as an additional job, processes and formal channel of communications which is not incorporated into their daily working environment (DuPlessis, M. 2008). Another potential factor; employed turnover, where experienced employees transferred, promoted, retired, or fired from the organization, both their tacit and explicit knowledge may be lost unless the organization makes a concerted effort to assure that it is shared. Knowledge management setup and implementations requires sufficient time which is often claimed constraint. Time can be a difficult area or barrier, where employees are considered on the hourly basis, for example; accountants, lawyers, solicitors and engineers. For them, time is wealth and it is hard to modify the view that knowledge management be able to make them work smarter and quicker, even if they do expend some time on it upfront (DuPlessis, M. 2008). When the organization was steady and developing smoothly, it would be feasible for people to take extra time and effort to get involved in such knowledge management activities. Once the circumstances changed, these practices would be easily gone down because they were peripheral to business operations (Lin, L. Kwok, L. 2006). 2.8.2 Process Armistead, C. Meakins, M. (2002) declared that knowledge management is a process rather than an asset, and hence to facilitate maximize its value an organization must have to form an environment that facilitates the flow of knowledge. The argument between technology and people is about the ways of managing knowledge processes. Barnes, P. (2007), Probst et al., (2000) categorizes knowledge management in six core processes; knowledge identification, knowledge acquisition, knowledge expansion, knowledge sharing or distribution, knowledge exploitation and knowledge preservation. In order to share knowledge, one requires tools or processes: Expert locater systems, communities of practice (formal and informal), distance learning information-sharing tools, emergent expertise, storytelling, knowledge repositories, conferences/workshops/ seminars, e-learning applications and virtual communities are some of the methods organizations can use to disseminate knowledge. Abell, A. Oxbrow, N. (200 1) believed that people make process work, often through informal steps- how can these be formalized and how to build communities around business processes. Process must learn how to achieve the commitment of people to the learning process and how to integrate knowledge creation and utilization into business process. Processes need technology support- how to integrate business benefits and technology capability, it also require formal and informal communication between employees. Lack of communication, non-standardized processes and information systems and not knowing where to get knowledge. Gillingham, H. Roberts, B. (2006) stated that location and distance (geographical, legal, cultural and lingual) to access of vast organization knowledge can be a bottleneck Informal communication outlook as just chitchat or chatty activity, managers do not see the advantage of (tacit) knowledge process or transfer from one employee to another hence often employees are restricted to engage in discussing projects or ideas at meeting places such as near to water coolers or coffee machines (Webb, S. 1998). However organization confusion over the focus of the initiative often creates barriers to knowledge management: information or knowledge management; knowledge management or learning organization; which should lead human resources (HR) or information technology (IT). However there is danger in attempting to identify and collect everything available. According to Giannetto, K. Wheeler, A. (2000) if too much detail is gathered, it is impossible to distinguish what might be of value to employees and it will become a huge unmanageable, bureaucratic nightmare Organizations focus on collection not connection and attempt to capture all organization knowledge in repositories, often creating electronic bucket in place of physical filing cabinets also misunderstand the difference between tacit and explicit knowledge and treat it in the same way. 2.8.3 Technology The role of technology is significant; it is ultimately a facilitator of human knowledge in the organization. Technology or IS does not hold tacit knowledge, as it is held in the human brain (Rock, S. 1998), although it is transfer medium of tacit into explicit knowledge to some extend because tacit knowledge alters with each new experience and technology should be updated frequently. Armistead, C. Meakins, M. (2002) affirmed that information technology can enable speedy search, access and retrieval of information, and can support collaboration and communication between organizational members. In real meaning, it can undoubtedly play a variety of roles to support an organizations knowledge management processes. Technologies and knowledge management are strongly tied, because both assist the circulation of structured knowledge vertically and horizontally in the organization. (Yeh, Y. et al., 2006) argued that technology plays following roles in knowledge management: acquiring knowledge; classify, store, index, and tie knowledge related digital items; search and identify related content; and flexibly communicate the content based on the different utilization backgrounds. Knowledge management classifications are broadly defined technologies which improve and enable knowledge generation, codification and transfer. Peoples experiences and interpretations that add value, transforms into knowledge by using technologies. Knowledge management (technology) tools for instance: e-mail, document systems, groupware, the internet, intranet and video conferencing are all knowledge collaboration tools which can be use for gathering, organizing and sharing knowledge in the organizations (Gillingham, H. Roberts, B. 2006). Not everyone is computer literate and that sort of illiteracy become a cause which brake knowledge management processes also people finds that working with complex systems is not easy (DuPlessis, M. 2006). Sometimes it is more challenging for the organization to get people trained to using the KM tools (technologies) to facilitate knowledge sharing and retention. Holland, J. Johanson, U. 2003) recognized that organization consideration towards technological costs sometimes restrain in respect of installing knowledge management softwares and hardwares. Perhaps both are very expensive in terms of getting licenses for every member in a large organization. Since knowledge is an intangible asset, it is more complex for organization to calculate return on investment in hard form (cash), therefore step back from any initiative; however Collison, C Parcell, G. (2001) believed that knowledge benefits can be defined in qualitative and quantitative measures. Another barriers occur when technology is not up to date with the business processes as well as with the improvements in the technological world then knowledge and information might become rapidly old-fashioned and if maintenance and back-ups is not done regularly, knowledge can be vanished in a catastrophe situation, which is not only costly but also irretrievable. The advance type of communications for example; intranet if organizations only rely on this then it will be a huge barrier to the exchange of tacit knowledge. Davenport, T Prusak, L. (2000) suggest that knowledge sharing events happen when people connect via communities of practice and in person meetings. 2.8.4 Culture Chen, C. Huang, J. (2007) described organizational culture as shared value, beliefs, and work atmospheres that could have considerable impacts on the behaviors of employees. According to Yeh, Y. et al., (2006) culture is the combination of value, core belief, behavior model, and emblem. Culture is normally reflected in the form of organizations corporate structure, management and leadership style, learning from experience, norms, and practices, trust, rewards and recognition, networks and community of practices etc (DeLong, DW. Fahey, L. 2004, Al-Hawamdeh, S. 2003). Culture can play a role for organizational learning and every organizations culture is an independent entity different than any other organization. Alavi, M. Leidner, D. (2001) suggested that it is significant to comprehend that knowledge management is not as much of technical problem, but it is more of cultural problem. Culture is not only intangible and illusive, but it can also be observed at multiple levels in an o rganization. Trust and honesty are elements of culture sometime not clearly visible, Davenport, T. Prusak, L. (2000) confirmed that without these elements knowledge management would not function properly between individuals. Employees ask many questions themselves for instance; if I share knowledge will others misuse it, can I belief the knowledge that others created (Abell, A. Oxbrow, N. 2001). Another familiar barrier point out by Kols, A. (2004) knowledge as a source of power or authority and therefore hoarding it, similarly organizations are naturally unwilling to share their skills and know-how with rivals. Employees possibly will not willing to share their knowledge because they might lose control/power, they spotlight on continued existence in the organization rather than willingness to share knowledge (Clegg, S. Palmer, G. 1996). The following Chinese sayings depicting this philosophy with influences from such widespread beliefs, knowledge sharing becomes more complex. A good mastery of a single skill ensures a lifetime employment (Lin, L. Kwok, L. 2006). Internal divisions are general obstacle. Each department, field office, service delivery site, or project team tends to focus on its own problems, have limited contact with outsiders, and unaware of what other subdivisions are doing. Davenport, T. Prusak, L. (2000) stated that employee often assumes that the people in top of organizational hierarchy have greater knowledge and expertise and this difference amongst individual may be seen as a barrier. Employees on different hierarchical or designations frequently struggle to share knowledge between these levels, as they feel they may have much or more knowledge on a particular subject but not consulted or totally ignored because of their position in organization. Furthermore Webb, S. (1998) revealed that managers often try to avoid consult subordinates because they might fear for losing face. If skills are greatly diverse within professional areas and/or within ranks, it might obstruct the tools and practice through the knowledge is s hared between levels. Organization consists of multiple genders and seeking assistance from same gender whether the person is helpful or not is normal cause and may be a barrier. Bartram, S. (2005) stated that women in managerial position often seen as one of the cultural barrier. Also assorted age makes a differentiation at the point of exchanging knowledge. Webb S. (1998) believed that employees are unwilling to share knowledge if the future economic growth of organization is unstable and they strive to secure their position by retention of tacit knowledge as power. The overall organization instability may spoil social networks and reduce flow of knowledge from one corner to another in an organization (Lesser, E. Prusak, L. 2001). Management emphasis on individual rather than team, disincentive to knowledge sharing, competition between employees, motivational limitations, lack of acknowledging for the supplier of knowledge, sub-standard physical layout of work space, and fewer management commitments could be a constraint for knowledge sharing environment (Chase, R. 1997). 2.9 How the barriers of knowledge management can be managed? Knowledge management is a lengthy and iterative process and its related benefits realized over a period of time. There are no rapid fix solutions to counter these barriers. However to overcome these barriers an organizations require to undertake essential approaches and actions. According to Du Plessis, M. (2008) knowledge management barriers directly line up with organizational, national and personnel culture. Top and senior managements can play a significant role for instance by raising the awareness of knowledge management activities and its benefits into work place (Birkinshaw, J. 2001). At any level of knowledge management it is compulsory to make sure that employees trained on the basis of knowledge management, once the knew the insights of knowledge management they are enough able to see how its adds value into their routine jobs and how organization can create social and intangible capital. However if employees ignore or do not understand the notion of knowledge management th en they will not be capable to leverage it completely, even though organizations have elegant knowledge management plans and systems. Flexibilities between departments could span knowledge sharing boundaries. Employees should not reserve by position in a hierarchy and retain by resources. Davenport, T. Prusak, L. (2000) stated that the components of knowledge management: people, process and technology must be uniformly supplied in terms of time and money. The most powerful force in knowledge management is people because they can able to change their environment so trust in people is an extraordinary phenomenon in managing people and their knowledge. Milton, N. (nd) described two other ways to manage knowledge called connect and collect, however these terms are vastly similar to the Nonaka, I. Takeuchi, H. SECI model (see section 2.7). The S mean Socialization and it begins through the connecting people into social networks where they can able to talk, to share dialogues with other people where the other three boxes named Externalization, Combination and Internalization is all about revolving tacit knowledge into explicit into tacit knowledge. For example knowledge is documented, recorded into knowledge system or knowledge repository in an organized way thus the othe rs can access it. Organizational culture should abide for mistakes by recognizing and gratifying innovative errors, also there should be no fear of losing position from not knowing the entire thing (Gillingham, H. Robert, B. 2006). In the view of Barnes, P. (2007), decentralize structure gives opportunities to know where the decisive knowledge is located and able to make more accurate decisions. Incentive and reward systems not only influence members to support knowledge management activities but it also encourage their willingness to take part in the creation and sharing knowledge (Yeh, Y. et al., 2006). Lack of trust alters into culture of trust and confidence get by face to face interactions; its not only the way of transferring tacit knowledge between individuals but it allows to evaluating the trustworthiness of both the giver and the receiver. Use of technology in knowledge management stipulates user training and members should have skills available other than technical ones such as interpersonal skills. According to the Abell, A. Oxbrow, N. (2001) technologies should not be the driver and substitute of social interactions; neither should it be a barrier. 2.10 Summary Every organizations is a knowledge based and they possesses particular knowledge in various forms such as in human capital, structure capital, intellectual capital etc. and the issue of knowledge management is essential because organization lives in uncertain world. The above literature has been identified potential barriers to knowledge management which was categorized into organizational culture, people perceptions, ineffective processes and obsolete technologies. There is no cause to believe that those barriers will not impact on knowledge sharing to a more or fewer extent within an organization and between personnel. However the rationale of this study was not to classify an extensive organizational barrier profile but the principle was merely to recognize a set of commonly studied barriers in knowledge management which can be apparent in various means across an organization. When organizations managed and implement knowledge in a logical and structure way it can add value to bot h the employees and organizations effectiveness. The literature review also fascinated that knowledge management is a social activity or relies on social models, even though sharing of knowledge can be possible from technologies but recipient and sender of knowledge are still humans. Organizational culture, employees perceptions and their characteristics, sources of knowledge creation and the context in which knowledge is shared are key consideration in knowledge management.

the bare sylvia plath :: essays research papers

The Bare Sylvia Plath Sylvia Plath was born in Jamaica Plain, Massachusetts to middle class parents. Her father was domineering and abusive, he passed away when she was eight years old. This was an extremely difficult incident for Plath to deal with. Although Sylvia Plath's career as a poet was a short one, there is quite a difference between her early poetry and the poetry she wrote in the last six months of her life. She had a limited audience, but became more eminent due to her tragic death. Readers are able to find the humanity of her life through the unraveling of her poetry. "Ariel†, was a poem written during Plath's final months. In class we read three poems called â€Å"Morning Song†, â€Å"Daddy†, and â€Å"Event†. Her use of alliteration, slant rhyme, imagery of the horrible and unnatural, and her recurring themes of lost identity or re-created identity are very perceptible in her writing. In â€Å"Ariel† Plath allowed her unique voice and vision to more fu lly surface, compared to her other poetry. The Ariel-period poems of Sylvia Plath demonstrate her desire for rebirth. In Plath’s poem â€Å"Morning Song† she is describing the birth of her second child and the trials of the first night with a new offspring. Usually giving birth is a celebration in most people’s lives, but Plath’s experience was a melancholic and dramatic one. Bilton 2 Throughout the poem readers can pick up on the fear and phobia she is feeling. â€Å"Love set you going like a fat gold watch. The midwife slapped your foot soles, and your bald cry took its place among the elements†. It seems she is trying to accept this occurrence as much as she can, but she is in a fragile state. She describes the baby like a statue in a museum, Plath feels very uncomfortable with the art that she has created. She portrays the baby in a vulnerable state all through the poem, for example when she writes, â€Å"All night your moth-breath flickers among the flat pink roses†. The title â€Å"Morning Song† means the child’s cry in the morning. Plath did not know how to deal with this experience in her life, and she did not approach situations the way mothers typically do. This poem demonstrates how she deconstructed the episode and broke it down to the bare. She gives the reader a glimpse of what a harsh and lonely world she lives in.

Compare the Ways the in Which the Writers of Flight

Compare the Ways the in which the Writers of Flight and Compass and Torch show Characters coming to terms with growing up. Growing up will always be a greatly discussed topic for writers, regardless of genre, time period or their own personal experiences. Stories about growing up have been a part of fiction throughout history, with great authors such as J. M Barrie, CS Lewis and even Stephen King adding their own contributions. The pieces discussed in this essay have very different views on growing up and are told from very different perspectives.One from an elderly man wishing his granddaughter would stay young forever and one from a young boy trying to be much older then his respective years. Flight, by Doris Lessing, is the story of an old man’s struggle to accept his granddaughters desire to get married and his own negative feelings on marriage. Lessing was raised in Zimbabwe in the 1930’s, by a mother determined to keep a strict Edwardian lifestyle, which may have been responsible for Lessing‘s opinions on marriage. Lessing is quoted saying â€Å"There is a whole generation of women and it was as if their lives came to a stop when they had children. DorisLessing. org, 2012, [online]. The protagonist, the Grandfather, has similarities in his opinions to that of Lessing’s own. Which is that marriage is for when you are ready to give up on a life of your own. Compass and Torch, by Elizabeth Baines, is the story of a camping trip between a young boy and his father. The pair have not spent time alone together since the father’s divorce from the boy’s mother, a year earlier. Their relationship has been damaged by their estrangement which they both are trying to repair, although they are not capable of it in just one night.The primary character of the story is the boy, with the majority of the story being told from his perspective. Both of the authors use characterisation as a method to portray the theme of growing up. In Flight, the grandfather is upset at his youngest granddaughter’s longing to grow up and move out, it is shown in this quote from his internal monologue ‘now the house would be empty, gone all the young girls with their laughter and their squabbling and their teasing. He would be left, uncherished and alone. He feels abandoned by her, he is the only mentioned male family member and it assumed that he is the father figure to his grandchildren. His perspective is from a person left behind by the person growing up rather than the person who is growing up, which is less common in fiction. By the end of the story the grandfather has become more accepting of the change, which is illustrated by his release of the pigeons. The boy in Compass and Torch is the focus of Baines’s story. He is eight years old and trying to act like a grown man.He is striving to convince his father and himself that he is a man and equal. ‘In which he and his father will be two menâ€℠¢ is just one example of his determination to be seen as a man. The attempt at equality is his way of adjusting to his changed relationship with his father. In contrast when he is at home with his mother he acts the most mature, especially with his stepfather Jim, ‘‘Yes’ said the boy, forcing himself to acknowledge Jim’s kindness and affirmation. ’ is a example of the boy showing a surprising amount of maturity for an eight year old.Differing from Flight, the boy does not have a epiphany at the end of the story and it is assumed he will continue his attempts at maturity when he wakes. The language style varies in the two pieces. In Compass and Torch, Baines switches the narrative between the view points of her characters, mostly from the perspective of the boy but with brief insights into what the father is thinking and occasionally the horses. In Flight, Lessing writes from the outlook of the Grandfather, with the entirety of the story filled with h is actions and thoughts.This fits with the aims of the two pieces, Flight being about the grandfathers opinions and emotional journey, in contrast, Compass and Torch is about the changed relationship between the two individuals, so the switching narrative fits with the theme of story. Both of the writers use very evocative imagery in the stories. In Compass and Torch, ‘Beyond the gate is the open moor, pale in the early evening with bleached end-of-summer grass, bruised here and there with heather and ge-old spills of purple granite’ is the first example of many suggestive descriptions that conjure images of the dark rugged terrain, it is not a coincidence that the description fits with the Snowdonia mountains in Baines’s native Wales. She uses the wilds as a metaphor for the uncharted terrain the man and boy are negotiating in their new relationship, in contrast to the stable and homely setting when the boy is at home with his mother. Similarly, Flight has very a descriptive setting but with much bolder and brighter colours than the dark greys and greens of Compass and Torch. The dark red soil’, ‘a stream of rich green grass’ and ’the pink flowers’ all set a bright and idyllic tone to the railway cottage and surrounding land where the story is set. Lessing’s metaphor is different to Baines’s, Lessing’s colourful home represents the childhood and innocence of the granddaughter. It’s isolated location adding to the image of safety against the intrusion of the outside world, its maturity and corrupting influence. Baines’s use’s her control of information in the Compass and Torch much more than Lessing.In Flight, the only glaring lack of information is the fate of the Grandfather and his daughters respective spouses. There is no mention implied or otherwise of the former‘s wife. ‘I was married at seventeen and I never regretted it (said his daughter), Liarà ¢â‚¬â„¢ he said. ‘Liar. Then you should regret it,’ implies that the daughter’s was an unhappy marriage in the eyes of the Grandfather or at least she was too young and he wishes his granddaughter could avoid her mistake.If the writer had included what had happened, we might sympathise with either the Grandfather or his daughter but it is left out, as it is not a story about fact, it is a story about the Grandfather’s feelings and that would distract from the point. Baines is much stricter with what information she gives the reader, but there is a very clear aim to her lack of detail. The only name we are given is that of Jim the step dad, the members of the family are nameless. The divorce details are left out. The reason why the dad has been absent and his current relationship status is unknown.All of this undefined detail creates the ability for the reader to relate to the story easier and attach their own experiences. In one instance, a fellow student found herself empathising with the mother, who is not the warmest of the characters, as she knows how she feels when allowing her own child to visit her father. This was Baines’s aim, the fact that the dad is the very archetype of the strong male character type and the boy, a very familiar personality to anyone with experience of eight year old boys trying to impress someone, all help the story be more accessible to the reader.There are recurring patterns running throughout both of the pieces, which the authors use to tie in their themes of growing up. The pigeons in Flight are a metaphor for the grandfather trying to control and protect his granddaughter, ‘feeling the cold coral claws tighten around his finger. Content, he rested the bird lightly on his chest,’ shows he was happiest when his granddaughter is holding on to him as tightly as he was holding her, but now the relationship has changed and he’s holding on to her alone.At the end of the story whe n he release the pigeons, it is his way of symbolising his reluctant acceptance of her leaving. All though ‘She was staring at him’ and ‘He saw the tears run shivering off her face’ indicates that now that he has let her go and she is free to pursue her adulthood, she is frightened to go on without him. Lessing turns the tables there, showing the other side that the girls desire for independence is not all she thought it was going to be. In Compass and Torch, the pattern is the recurring interference of the horses.They are totems for the mistakes the boy and the man are making. The dad is in so much pain and scared that he is losing his son that he is ignoring his son’s attempts at bonding, its shown in the line ’the horse comes up to the car,’ ‘The man bats her away,’ he repeatedly ignores the horse like he ignores his son. The boy has a different problem, he is so obsessed at being a man like his dad that he forgets to be a child, ‘(the horse) provides a close up display that could easily fascinate an eight-year-old boy’ which the boy ignores ‘eyes only for the man. The horses show that the man is the one who needs to grow up, stop wallowing in self pity and try and connect with his son, that way the son will be able to stop trying to be a man and enjoy his childhood which is surely what the dad would prefer. Growing up is explored from two very different perspectives in the stories, both deal with accepting the reality of the situation rather then what the characters would prefer. The grandfather has to accept his granddaughters growing up and the son has to accept he is not a man just yet.

Know More About Consonant Sounds and Letters in English

Know More About Consonant Sounds and Letters in English A consonant is a  speech sound thats not a vowel. The  sound of a consonant is produced by a partial or complete obstruction of the airstream by a constriction of the speech  organs. In writing, a consonant is any  letter of the alphabet except  A, E, I, O, U, and sometimes  Y. There are 24 consonant sounds in English, some voiced (made by a vibration of the vocal cords) and some voiceless (no vibration). Consonants Versus Vowels   When spoken vowels have no obstruction in the mouth, as opposed to consonants, which do. In his book Letter Perfect, the author David Sacks described the difference between speaking consonants and vowels this way: Whereas vowels are pronounced from the vocal cords with  minimal  shaping of expelled breath, consonant sounds are created through obstruction or  channeling  of the breath by the lips, teeth, tongue, throat, or nasal passage.... Some consonants, like B, involve the vocal cords; others dont. Some, like R or W, flow the breath in a way that steers them relatively close to being vowels. When consonants and vowels are put together, they form syllables, which are the basic units of pronunciation. Syllables, in turn, are the foundation of words in English grammar. Phonetically, however, consonants are much more variable. Consonant Blends and Digraphs When two or more consonant sounds are pronounced in succession without an intervening vowel (as in the words dream and bursts), the group is called a consonant blend or consonant cluster. In a consonant blend, the sound of each individual letter can be heard. By contrast, in a consonant digraph,  two successive letters represent a single sound. Common digraphs include G and H, which together mimic the sound of F (as in the word enough), and the letters P and H, which also sound like an F (as in phone). Silent Consonants In a number of cases in English, consonant letters can be silent, such as the letter B  following M (as in the word dumb), the letter  K  before  N  (know), and  the letters B and P before T (debt and receipt).  When a double consonant appears in a word,  usually only one of the two consonants is sounded (as in ball or summer). Stop Consonants Consonants can also serve as a means of bracketing a vowel, stopping their sound.  These are called  stop consonants  because the air in the vocal tract is completely stopped at some point, usually by the tongue, lips, or teeth.  Then to make the consonant sound, the air is suddenly released. The letters B, D, and G are the most frequently used stops, though P, T, and K also can serve the same function. Words that contain stop consonants include bib and kit. Stop consonants are also called plosives, as their sounds are small explosions of air in the mouth. Consonance Broadly,  consonance  is the repetition of consonant  sounds; more specifically,  consonance  is the repetition of the consonant sounds of accented syllables  or important words.  Consonance is frequently used in poetry, song lyrics, and prose when the writer wants to create a sense of rhythm. One well-known example of this literary device is the tongue twister, She sells seashells by the seashore. Using A and An   In general, words that begin with vowels should be introduced by the indefinite article an, while words that start with consonants are set off with an a instead. However, when the consonants at the beginning of the word produce a vowel sound, you would use the article an instead (an honor, a house).

Social Analytics Suite See Whats New Improved In CoSchedule

Social Analytics Suite See Whats New Improved In Proving the ROI of social media†¦ is no small task. You spend countless hours gathering stats from multiple social networks†¦ haphazardly analyzing metrics  in hopes of making â€Å"smartish† decisions†¦ and compiling those findings into reports  your stakeholders *might*  understand.🠤ž It’s clunky. It’s disconnected. And it’s a major time-suck. Let’s change that, shall we? With ’s NEW and improved Social Analytics Suite, getting the metrics that matter FAST and in beautiful, easy-to-understand reports is easier than ever! Refine Your Social Strategy With ’s NEW Improved Social Analytics SuiteHere’s the lowdown NEW Social Engagement Report: The holistic report for all your social activity. Get a bird’s eye view on your entire social performance with better filtering, better design, and more context than ever before. Social Profile Reports: Your secret weapon for PER network performance. No more downloading reports from individual platforms (or multiple third-party tools). Quickly view important social KPIs for Facebook, Twitter, LinkedIn, Instagram, and Pinterest. NEW Social Campaign Reports: The report for pinpointing correlations between two campaigns with side-by-side comparisons. Review similar campaigns or posts to test what’s working (and what isn’t).    Top Content Report: Instantly know what content performs best with your audience on social media. Track and measure social shares and repromote your most popular posts. And finallywith all of these reports,  you can easily  create presentation-ready reports to share with your team and VPs. Provide data-driven feedback to your employees and defend your marketing decisions to your CEO with metrics and analysis people can actually understand (Available on our Pro Enterprise plans). Ready to get access to reports you can actually use? Time to dive into each report! Starting with ’s NEW Social Engagement Report Your boss asks you in passing, â€Å"how are we doing on social media?† Do you have the answer? Or is this more familiar? 👇 Get the answers you need FAST with ’s NEW Social Engagement Report. Our latest updates and improvements to this report give you a bird’s eye view of your entire social performance with better filtering, better design, and more context than ever before. Let’s dig into the upgrades. Check out the Engagement Rollup  for a high-level overview of your social performance in one place. The best part you have access to baseline metrics! You’ll get current performance metrics PLUS lifetime averages and last period averages, so you can determine if things are improving or falling off track based on past performance. Want a quick health check of your social promotion? Review your Engagement Growth. This chart breaks down the # of messages you send and how they correlate with the # of engagements throughout your set date range. Are things flatlining? Or are you seeing a steady increase in engagement? Review the graph for answers. Next up learn how your audience engages with your posts AND identify your top social network with Engagements by Interaction. Prioritize which social channels you should invest time and energy into, and which ones you can pull back on. But as you know†¦ Not every post is created equal. Your engagement metrics will vary based on a lot of different factors audience interest, content topic, voice, etc. Which is where New Report Filters  come to the rescue. With improved filtering options, you can run custom reports that segment data by Color Labels, Content Type, Social Profile, and/or Tags. Interested in seeing how your product marketing posts are performing? Select the color label that groups your product marketing projects and posts together on your calendar and ta-da! You have an engagement report that is designed to help your product marketing team improve their social promotion. Best of all you can save any reports youll want to run (and share) again. So create custom reports for each department head or build a report for a specific product line. Giving you all the tools to access valuable, custom social reports in seconds. Heres how to build custom social media reports with @.Social Profile Reports Tired of downloading reports from individual social platforms and spending countless hours formatting them into something you can actually make sense of? With Social Profile Reports, you can access performance data for Facebook, Twitter, LinkedIn, Instagram, and Pinterest in just one click. These reports are designed to give you an active pulse on how each individual social profile is performing. Are you posting too often? Too little? Review your posting frequency. Look for imbalances in posting frequency to reveal any opportunities to post more often (or move content to fill in gaps on your calendar). Next, uncover the Best Day to Post,   Best Time to Post, and Best Message Type to Post on each individual profile. Your audiences’ preferences and behaviors vary by profile. Make sure to use this data to optimize your social messages for your most engaged followers on Facebook, LinkedIn, Pinterest, Instagram, and Twitter. BONUS: This info will come in handy when you’re building out new social media campaigns. Which leads us to Social Campaign Reports The newest report in ’s Analytics Suite   Social Campaign Reports. Now you can create social media reports for specific projects or pieces of content on your calendar. So when your boss asks for a report on how the latest employee recruitment blog post performed on social media, you can deliver. But the feature that sets this report apart from the rest of ’s Analytics Reports is the comparison report. Now you can compare two projects or pieces of content side-by-side. Making it simple to pinpoint correlations between two campaigns to test what’s working (and what isn’t). Review last year’s fundraising campaign against this year’s event.   Look for similarities and differences to improve your social promotion. Did video posts outperform link posts for the second year in a row? Plan to create more videos for next year’s event. Run campaign reports to unite data and measure the success of your latest event promotion, product launch, or other campaigns on social media. Top Content Report Which leads us to our final report the Top Content Report. Inside this report, you can see your most popular content shared across social media. Instantly identify which blog posts and other content links resonate most with your audience based on how many shares they receive on Facebook, LinkedIn, Pinterest, and Google+. So it’s super simple to re-share your best projects again to maximize their impact.

German Ethnolinguistic Nationalism Essay Example | Topics and Well Written Essays - 500 words - 231

German Ethnolinguistic Nationalism - Essay Example The German leader at that time, Adolf Hitler, developed an ethnonational doctrine that protected the state as a German territory. This move worked to protect the state against an erosion of dissenting opinions. This led to the brutal evacuation of cultural groups that were against the German ethnocultural nationalism. The German ethnocultural push was motivated by the obsession of the domestic cultural affairs of the German nationalists. This act is responsible for the destruction of the native culture that faced the wrath of the violent nature of the German ethnic nationalism resurgence. Their struggle to maintain peace and keep their communities intact forced most kingdoms and empires to conform to the German system (Smith, 2009). The rebellions faced in the kingdoms were met with repulsive forces that forced the rebellious groups out of their native lands. The German system disentangled many ancient kingdoms in their quest to ensure the German ethnic affairs are adopted. The exped ition to assert political power by the advanced European nations forced Germany to quit their focus on smaller territories but instead focus on larger untapped territories. The Germans wanted to acquire land for agriculture and settlement. The Germans desire for wealth also pushed them to reach out to the larger territories. One of the German cultures that they were eager to spread is the Christian religion. The Germans wanted to spread Christianity to the less civilized territories. The missionaries aimed to spread the religion through colonization. Christopher Columbus discovered America in 1492. In addition, his desire for Christianity pushed the missionary to discover more territories to spread the religion. The biggest aim of the German expansion is their desire to control and expand the trade ties.

Evaluation of the strategy of undertaken role-play Essay

Evaluation of the strategy of undertaken role-play - Essay Example As this was the first discipline after the company's introduction of Dignity at Work programme, utmost care was taken not to punish any employee without proper reason. The decision had to be made after considering the situation of such an incident, the character and the employment record of the accused. Role-play decided the existence of the employees in the company and their other increments. As a manager I had to make sure both the employees were given chance to express their opinion and the reason for such incident. The strategy of analyzing the employee's record was a commendable action, since it helped in analyzing the reason for the problem and also to know about the character of the employee. (Dubrin, 2008). The company has been supportive to its employees in all the situations and the decisions were made to suit the needs of the employees. This issue was handled by keeping in mind that it should not happen again. The strategy of examining the employee record helped in knowing that the employee's record is clear and he has not made such mistakes before. The major aim of the strategy was to make a decision depending on the employee's response. The strategy of the role-play was selected after analyzing the employee's future and the company's rules and regulations. The main idea of the strategy was to include the members from the human resource team. ... The strategy was planned in such a way that the employee was given a chance to explain the situation and to satisfy the members in the role-play. If he was found to be innocent the matter would be solved by simply interacting with both the employees. If the employee was found to be rude and does not accept his fault, the action has to be taken according to the discipline at work programme. As a manager I had to ensure that the discipline at work programme and its rules had to be maintained. In any case the company's policies had to be respected and the employees had to be treated according to the company's norms. The strategy included the interaction in the discipline interview. Since the decision was based on the employee's behavior at the time of the interview, the management did not have any idea how to resolve the issue. The interview was conducted according to the planned strategy. The planned strategy included the analyzing of employee's behavior and his approach towards the management's intervention with this problem. The interview was held with the employees, a union member and the important people of the management. According to the strategy, the interaction started with John explaining the reason for such behavior. During the interview the management was able to find that Norman had already been rude to John and this was an outcome of the torture that John experienced for a couple of months. The strategy was planned in such a way that the employees had to interact with the management and explain the reason for the incident.(Dubrin, 2008). The strategy of permitting John to accept his mistake and apologize was a sensible idea, as this will help in resolving the issue immediately. Another important aspect of the strategy was to take