Management Accounting At Hospital Essay Example | Topics and Well Written Essays - 1500 words - 1

Management Accounting At Hospital - Essay Example For the laundry supervisor, there was 23 percent of individual contributors, professionals, first-level leaders, and mid-level executives somewhat or likely to leave within the next year. This study shows that employees in Chinese firms are likely to change their job quite often. This is because it is hard for them to stay in the Hospital for a long time. Moreover, studies done by Owens (2006) argue that finding and remaining high qualified laundry supervisors is the greatest problem in the Hospital. Therefore, turnover rates in the Hospital are quite high. This creates room for the prediction that turnover rates in the Hospital’s SMEs may be even higher than the results of this survey. This is because SMEs are more informal and unstable than MNCs. (Owens, 2006, p. 71). Hence, it is necessary to research the aspects that could influence turnover in SMEs. In Chinese manufacturing firms, voluntary employee turnover is becoming an expensive problem. The issue is even worse for SM Es (Owens, 2006, p. 101). If SMEs have the power to compete against the larger ones, working conditions for employees are poorer than larger companies, and poorer working environment would be an obstacle to remaining employees. The characteristics of employment relations in the Hospital’s SMEs are different from State Owned Enterprises (SOEs), Joint Ventures (JVs) or large private the Hospitals (Owens, 2006, p. 112). SMEs have limited resources, both compensation packages and career enlargement, which can be the key motive for high employee turnover rates in SMEs. However, SMEs could remain employees through other methods and do not depend only on compensation packages. According to the hierarchal of needs theory (Owens, 2006, p. 71), human beings have different levels of needs. There are basic levels which could be fulfilled by extrinsic rewards.

Questions Essay Example | Topics and Well Written Essays - 250 words - 37

Questions - Essay Example What surprises me most about the godly woman of Proverbs 31 is her trading skill. The woman’s ability to exchange goods in the market at a bargain and profit is incredible considering her responsibilities required domestic attention and skills. The woman was able to maintain a genuine sensitivity and show empathy in situations that would otherwise be stressful for other people. It is surprising that the woman realizes the needs of people who are less privileged while still catering to her own needs. What surprises me most about Songs of Solomon is that the Shulammite woman kept her virginity and purity for Solomon whom she honestly looked forward to be her future husband. This devotion moves Solomon to use words of high praise for being a pure woman. Solomon wrote Songs of Solomon from both man and woman’s perspectives. Evidently, the book contains many symbols of masculine and feminine natures that reflect relationships for those married in the true

Starbucks International Entry Methods and its Global Marketing

Starbucks International Entry Methods and its Global Marketing Introduction In 1971, in Seattle’s Pike Place Market two teachers and a writer opened the first Starbucks retail shop, as a roaster and retailer of bean and ground coffee, tea and spices (Roos, 2010). Today, with over 20,000 stores across the world, from Monaco to Colombia and many in between, Starbucks is a name that stands for innovation beyond its industry and constant growth (Chen, 2014). From ethical sourcing initiatives to the employee stock options and health benefits, Starbucks is a unique company, in a continuous evolution across the world (Hincha-Ownby, 2013). The company is a global marketing phenomenon, reinventing its operations to suit their growth ambitions, but remaining true to the passion of serving coffee in a friendly atmosphere (Thompson Arsel, 2004). Starbucks has been a pioneer in the coffee house industry in many geographical regions, having virtually introduced this concept to various countries in the Asia-Pacific region (Otmazgin, 2008). In addition to this, the company is continuously reinventing itself in European countries where the coffee house culture is more sophisticated (Patterson, Scott, Uncles, 2010). It is mandatory to analyse their strategy for market entry mode selection, as their success suggests they have found the golden middle between adopting distinct tactics and allowing local influences to shape their product, whilst keeping their core business values intact. In addition to using secondary sources to analyse the global expansion of Starbucks, this paper also outlines how the global marketing strategy of the company compromises between standardisation and adaptation to local target audiences’ preferences (Alderman, 2012). From the product-price-place-promotion marketing mix adaptation tactics to the use of loyalty card that reward loyal customers and the encouragement to share Starbucks moments via social media, the company continuously seeks the view of their customers through crowd-sourcing and creating a sense of community (Misener, 2014). However, similarly to their entry mode selection, the coffee house giant manages to preserve their core values in all the regions where it operates. Entry mode of Starbucks Globalisation and technology as the two core macro environmental elements of the 21st century business settings have imposed and aided companies’ international expansion strategies and tactics (Daft, 2010). As such, success beyond the national borders of a corporation is not only an indicator of success, it has ultimately become necessary for survival in a competitive market (Zahra, Ireland, Hitt, 2000). Whether through Joint Ventures (JVs), Exports, Franchises, Foreign Direct Investment (FDI), take overs or any other strategies, everyone, from SMEs to large corporations is jumping on the bandwagon of international expansion (Kim Hwang, 1992). However, beyond the need to expand internationally, companies need to carefully evaluate all factors influencing the decision regarding the area of expansion and the entry mode of the company in the new region. A timeline of the geographical evolution of Starbucks over the last decade (Figure 1) shows that the company aims to increase their global presence, becoming the coffee shop of choice of all the coffee aficionados (Starbucks, 2014). Figure 1 Geographical expansion of Starbucks. Authors own, adapted from Starbucks (2014) Root (1994) defines the entry mode as a strategic decision making process in which the company’s products, technology, human skills and all other resources are evaluated in relation to the country of destination where the organisation is planning to extend its operations. In addition to this, the characteristics of the market that a company intends to penetrate are also taken into account for the purpose of selecting the most suitable entry mode (Canabal White III, 2008). The capital and human investment of a corporation towards expansion in new geographical areas is ultimately decided in correlation with profitability potential for the organisation. The factors influencing the entry mode of a corporation in new markets were divided by Chen and Mujtaba (2007) into three categories: firm specific factors, country specific factors and market specific factors. Although their categorisation of factors is valid in the strategic management of internationalisation of firms, it can be argued that market specific factors can be integrated in the country specific factors and another category called industry specific factors can be added to the mix. Figure 2 below presents a new theoretical framework developed by the author of this paper, which presents the changes enumerated, underlining the importance of trends and particularities of the overall industry in which a company operates. Figure 2 Factors influencing Selection of Entry Mode. Authors own, inspired by Chen and Mujtaba (2007) Although not exhaustive, the list of elements presented above indicates the variety of elements involved in the selection of markets where Starbucks can extend its chain of stores and the best strategy to ensure success in the new region. According to Root (1994) and Koch (2001) the factors influencing the entry mode selection can also be divided into external and internal factors. Political, economic and socio cultural dimensions of a foreign country are crucial external elements that determine the profitability of marketing the products offered by a company (Koch, 2001). Starbucks is marketing a social product beyond its coffee offerings, having positioned itself in the industry as a company that offers a great environment where people can enjoy ethically sourced beverages and snacks (Schultz, 2011). As such, it is crucial to evaluate the socio-cultural environment of a target foreign country and the marketability of such an offering within that particular geographical area. The key to success lies within the ability to match the product offerings of a company with the demands of the local foreign market, without compromising the firm’s business model. Partnerships with local firms through a joint venture or penetrating the market through licensing or franchising offer a company low risk solutions (Yoshino Rangan, 1995). However, when Starbucks decides to licence or franchise their product offerings, the extent to which they can monitor the quality of the products or operations of coffee shops that trade under their company name is significantly lower than in the case of joint ventures or wholly-owned subsidiaries. Joint ventures are often necessary due to political reasons, as is the case with some Middle Eastern countries that demand part ownership of local companies or residents within a foreign business (Terblanche, 2009). In addition to this, sharing the risk and costs with a partner in a local region can be advantageous for the company that extends their operations in a foreign market, due to lower capital investments (Root, 1994). However, there are disadvantages to be taken into account when opting for a joint venture, as sharing the technology with a potential competitor in the industry can lead to a conflict of interests and a potential loss of competitive advantage (Doz Hamel, 1998). Although wholly-owned subsidiaries eliminate the risks associated with all other entry modes, offering exclusivity over the profits and technology control, a company runs the risk of misunderstanding the cultural aspects of the country of destination and decreases its chances of succeeding in a new market (Makino Delios, 1996). Successful companies, such as Starbucks, are able to determine the best mix of entry modes specific to the regions where the expansion is taking place in order to become global leaders. The table below (Figure 3) shows that the company’s internationalisation strategy allows flexibility depending on country specific factors in the countries of destination. Figure 3 Starbucks Entry Mode Type and Partners in each region. Authors own, adapted from Starbucks (2014) In May 1998, Starbucks expanded its operations into the first European country, the UK, as part of a long-term internationalisation strategy (Bintliff, 2009). The company acquired sixty-five Seattle Coffee Company stores, a company founded and managed by two Americans (Scott and Ally Svenson) with a similar coffee culture as the American giant Starbucks (Simmons, 2012). The cultural gap between the US and UK attitude to coffee shops and the resistance of British consumers to American products was taken into account by Starbucks, who waited one year before they completely rebranded the existing Seattle Coffee Company stores, therefore allowing the consumers to adapt to the concept and products of Starbucks prior to the rebranding. At present, Starbucks has 549 company operated stores in the UK, with an additional 125 licensed and 57 franchised stores across the country, making it one of the industry leaders in the country (Campbell, 2014). In October 1998, Starbucks extended its operations in New Zealand, through licensing its store concept to Restaurant Brands New Zealand, an authorised licensee of KFC and Pizza Hut brands at the time (Morrison, 2013). Due to its enthusiasm of bringing the Starbucks experience to consumers in the country, Restaurant Brands New Zealand was the ideal partner for Starbucks in positioning itself in the Asia Pacific market in an incipient stage of the coffee industry in this geographical region. The relatively low popularity of the coffee shop industry at the time in the region was a risk that could have deterred the success of a wholly owned market entry (Field, 2011). The leading position and market knowledge of the partner firm that Starbucks licensed its store concept to ensured the minimal risk and lead to the success that the brand is enjoying in New Zealand presently, operating 22 stores in the country, with a $25.1 million sales annually (Morrison, 2013). Global Marketing Strategy Although globalisation has allowed large multinationals to expand across the globe increasing their popularity and profits, this phenomenon has been widely criticised and Starbucks was also the victim of anti-consumerism and anti-globalisation movements (Klein, 2009). The growth experience by the company and its current world dominance has generated many negative discourses, primarily criticising Starbucks’ ascendancy at the expense of local coffee shops. As a multinational brand that aspires to be a recognised global leader, Starbucks’ marketing strategy requires a degree of standardisation. To start with, the company hardly advertises in the traditional sense via TV, radio and print adverts, â€Å"instead relying on their ubiquitous cafà ©s to do the talking† (Kiley, 2006, p. 56). In addition to this, the company has developed and perfected their social media marketing strategy, using Facebook, Twitter, Instagram, Pinterest, and other platforms for competitions and promotional offers for their customers (Moth, 2013). It can be argued that Starbucks’ success in the social media sphere is also highly dependent on the anti-Starbucks movement, as this generates increased coverage of the brand name, allowing the company to counteract the accusations and promote their ethical behaviour even more (Holden, 2012). The involvement of consumers in product development and range (i.e.: new drink flavours) as well as the encouragements to share personal experiences are now an integral part of Starbucks’ international marketing strategy (Shayon, 2013). The company often prides itself on the fact that it creates a community sense amongst individuals from distinct countries through the recognisable brand name Starbucks (Batchelor Krister, 2012). The company uses social media to encourage its consumers to create a sense of belonging to a community and rewards its loyal customers through My Starbucks Reward, using polls to ensure a maximum potential of crowd sourcing (Schoultz, 2013). Through this, the company demonstrates loyalty on its own part to its customers, focusing on transforming their consumers in brand ambassadors, rather than investing time and large budget shares in aggressive marketing tactics aimed at accumulating large shares of new consumers. Levitt (1983) sustains that standardisation of a marketing programme needs to have a positive impact on the performance of the organisation. Being able to maintain a consistency across the marketing strategy and tactics in operations that span across the globe can have a positive impact on a company’s financial performance, as the budget for developing the marketing program is significantly lower (Samiee Roth, 1992). However, the cultural differences between different geographical markets make it difficult to distinguish the profitability and impact on performance of standardised marketing plans (Porter, 2011). Studies suggest that, irrespective of general traits of global marketing for brand recognition purposes, multinational corporations need to take into account any cultural aspects of the countries where their subsidiaries are. As such, Starbucks adapts their food and beverage offerings in their cafà ©s in order to suit their customers’ taste (Bussing-Burks, 2009). Below (Figure 4) is a list of products that are exclusively available in specific geographical areas as evidence of adaptation tactics used by the company. Figure 4 Country Specific products. Adapted from Misener (2014) In China, Starbucks has adapted their product offerings in order to be able to introduce the coffee shops in a market which was loyal to a long-lasting tradition of tea. Despite the concerns expressed by many in regards to the potential success of an American coffee-house chain in a country where other multinational food and beverage brands like Dunkin Donuts and Burger King have failed, Starbucks opened 500 stores across China (Fellner, 2008). The company licensed its brand name to Mei Da Coffee Co. and entered a JV with Shanghai President Coffee Co. (Figure 3). Instead of trying to force the products that appealed to Americans and made the company successful in their mother land, Starbucks launched green-tea flavoured coffee drinks and relied less on takeaway orders due to their lack of popularity in China (Rein, 2012). More importantly, through charging premium prices for their beverages, instead of adopting the general strategy of under-pricing their products in the Asian market, Starbucks cups have become a status symbol in the urban areas of Beijing and Shanghai (Schiavenza, 2013). Unlike many of its competitors, Starbucks prefers investing the money that companies spend on advertising into the benefits and training of their staff members (Kessler, 2012). In line with this philosophy, the company became one of the very few to extend their full health policy to their part-time workers (Schultz Yang, 1997). This philosophy applies even in their overseas stores, and employees in China reported a high level of satisfaction with their job benefits, indicating that this is one of the core values of the company and even through licensing and JV, Starbucks ensures that the contentment of all employees under the Starbucks brand name is indistinguishable across the globe (Rein, 2012). The Chairman of the company, Howard Schulz, believes that the training and satisfaction levels of the Starbucks baristas represent one of the best marketing tactics. He discovered that the attitude and skills of Italian baristas in coffee shops from Rome is what created the atmosphere within a cafà © (Bussing-Burks, 2009). In addition to this, the leadership team that sits in the head offices of Starbucks have a weekly exercise of reading consumers’ feedback, keeping them in touch with the realities of the consumer experience, not allowing them to lose sight of the end user of the services and products of Starbucks (Gulati, Huffman, Neilson, 2002). Although Starbucks has ventured into markets where the coffee culture was in its incipient stages, like countries in the Asia-Pacific area, the most difficult task that the company has had to date is strengthening its market position in nations with a strong coffeehouse culture, like France or the UK (Rudarakanchana, 2013). Their marketing strategies require more creativity in these geographical areas, particularly because Starbucks is up against well established coffee houses that offer a more unique and tailored cultural experience to its customers. However, the company is not oblivious to this issue and Starbucks inaugurated a coffee shop in Amsterdam in 2012 with an avant-garde architecture and a stage for poetry reading (Alderman, 2012). Howard Schultz is planning on expanding the plans for introducing more concept stores across Europe, in order to increase the appeal of the coffee house for consumers beyond the young hip customer, who sees Starbucks as a product that stands for the American lifestyle. Conclusions The company that reinvented the way in which people enjoy their traditional cup of coffee, Starbucks has conquered the globe in less than half a century, since the first store opened. The pace of growth and geographical reach of Starbucks is an undeniable reality that has sparked debates over the past decades. Most of the elements that have contributed to this successful expansion and brand recognition can be associated with the entry mode selection, the marketing mix adaptability and promotional strategies used by the company. Starting with the successful collaborations with local companies in the countries of destination through JVs or licensing through to the slight alterations made to the menu to suit the taste of local consumers, the company displays an exquisite cultural awareness. American giants in the food and beverage industry like Dunkin Donuts or Burger King have attempted to penetrate Asian markets preserving their business model and menu offerings. They encountered resistance from the local consumers, as their culinary and beverage preferences were not met by the menu of the American companies. Whilst it is understandable that MNCs desire to preserve their business model and should avoid making big compromises for each geographical region where they extend, as this would incur additional operational costs for product development and marketing, organisations need to demonstrate a willingness to take into account the culture of the host country. Starbucks’ main philosophy revolves around the atmosphere they can create in their coffee shops and the manner in which the company values its employees, rather than their product offerings, therefore allowing the organisation to expand, adapt and yet, stay true to their core values. Carefully selecting its international partners whose values match the Starbucks passion for great customer focused services, Starbucks seeks the necessary help from well-established local retailers. Although the whole-ownership market entry mode guarantees immediate higher profitability, Starbucks’ focus is on creating long-lasting relationships with consumers in every geographical region, seeking and rewarding the loyalty of the brand’s customers. As such, JVs, licensing or partly-owned subsidiaries are the entry modes of choice for Starbucks in their pursuit to establish themselves as market leaders. The company is clearly not seeking short term goals through aggressive tactics, rather focusing on a well-established strategy that promotes a steady continuous growth, which has so far proved to be a successful approach to internationalisation. References Alderman, L. (2012, March 30). In Europe, Starbucks Adjusts to a Cafe Culture. Retrieved October 13, 2014, from New York Times: http://www.nytimes.com/2012/03/31/business/starbucks-tailors-its-experience-to-fit-to-european-tastes.html?pagewanted=all_r=0 Batchelor, B., Krister, K. (2012). Starbucks: A case study examining power and culture. PRism, 9(2), 2-11. Bintliff, E. (2009, October 26). Rivals take the froth off Starbucks. Retrieved October 13, 2014, from Financial Times: http://www.ft.com/cms/s/0/0bd45f7a-c253-11de-be3a-00144feab49a.html#axzz3G7F67u57 Bussing-Burks, M. (2009). Starbucks. Santa Barbara: ABC-CLIO. Campbell, P. (2014, April 25). Sales slide as Starbucks feels tax backlash: Coffee chain axes six shops after  £14m drop in business during the past year. Retrieved October 12, 2014, from Daily Mail: http://www.dailymail.co.uk/news/article-2612668/Sales-slide-Starbucks-feels-tax-backlash-Coffee-chain-axes-six-shops-14m-drop-business-past-year.html Canabal, A., White III, G. O. (2008). Entry mode research: Past and future. International Business Review, 17(3), 267-284. Chen, L. Y., Mujtaba, B. (2007). The choice of entry mode strategies and decisions for international market expansion. Journal of American Academy of Business, 10(2), 322-337. Chen, X. Y. (2014, February 11). Even with ~20,000 stores worldwide, Starbucks has room to grow. Retrieved October 12, 2014, from Market Realist: http://marketrealist.com/2014/02/even-with-20000-stores-worldwide-starbucks-has-room-to-grow/ Daft, R. L. (2010). Organization theory and design. Mason, OH: Cengage learning. Doz, Y., Hamel, G. (1998). Alliance advantage: The art of creating value through partnering. Boston: Harvard Business Press. Fellner, K. (2008). Wrestling with Starbucks: Conscience, Capital, Cappuccino. Piscataway: Rutgers University Press. Field, N. (2011, January 25). Kiwi snobs wont stop Starbucks domination. Retrieved October 13, 2014, from The New Zealand Herald: http://www.nzherald.co.nz/business/news/article.cfm?c_id=3objectid=10701767 Gulati, R., Huffman, S., Neilson, G. (2002, July 17). The Barista Principle — Starbucks and the Rise of Relational Capital. Retrieved October 13, 2014, from Strategy + Business: http://www.strategy-business.com/article/20534?gko=582b3 Gulati, R., Huffman, S., Neilson, G. (2008, August 9). The Barista Principle — Starbucks and the Rise of Relational Capital. Retrieved October 13, 2014, from Strategy + Business: http://relationalcapitalgroup.com/downloads/TheBaristaPrinciple.pdf Hincha-Ownby, M. (2013, March 15). Starbucks and Aflac: Two of the worlds most ethical companies. Retrieved October 12, 2014, from Mother Nature Network: http://www.mnn.com/money/sustainable-business-practices/blogs/starbucks-and-aflac-two-of-the-worlds-most-ethical Holden, D. (2012, March 28). https://econsultancy.com/blog/62281-how-starbucks-uses-pinterest-facebook-twitter-and-google#i.nxy42nstvehisz. Retrieved October 13, 2014, from The Stranger: http://www.thestranger.com/seattle/a-starbucks-boycott-backfires/Content?oid=13185250 Kessler, S. (2012, October 22). Inside Starbuckss $35 Million Mission to Make Brand Evangelists of its Front-Line Workers. Retrieved October 13, 2014, from Fast Company: http://www.fastcompany.com/3002023/inside-starbuckss-35-million-mission-make-brand-evangelists-its-front-line-workers Kiley, D. (2006, August 6). Best Global Brands. Business Week, pp. 54-66. Kim, C. W., Hwang, P. (1992). Global strategy and multinationals entry mode choice. Journal of International Business Studies, 23(1), 29-53. Klein, N. (2009). No logo. London: MacMillan. Koch, A. J. (2001). Factors influencing market and entry mode selection: developing the MEMS model. Marketing Intelligence Planning, 19(5), 351-361. Levitt, T. (1983). Globalization of markets. Harvard Business Review, 61, 92-102. Makino, S., Delios, A. (1996). Local Knowledge Transfer and Performance: Implications for Alliance Formation in Asia. Journal of International Business Studies, 27(5), 905-927. Misener, J. (2014, October 9). 20 Starbucks Items You Can’t Get In The U.S. Retrieved October 14, 2014, from BuzzFeed: http://www.buzzfeed.com/jessicamisener/starbucks-menu-in-other-countries#1pd9p38 Morrison, T. (2013, July 2). Ailing Starbucks stores to close ahead of possible sale. Retrieved October 12, 2014, from The National Business Review: http://www.nbr.co.nz/article/restaurant-brands-closes-ailing-starbucks-stores-entertains-offers-ahead-sale-decision-bd-14 Moth, D. (2013, March 6). How Starbucks uses Pinterest, Facebook, Twitter and Google+. Retrieved October 13, 2014, from Econsultancy: https://econsultancy.com/blog/62281-how-starbucks-uses-pinterest-facebook-twitter-and-google#i.nxy42nstvehisz Otmazgin, N. K. (2008). Contesting soft power: Japanese popular culture in East and Southeast Asia. International Relations of the Asia-Pacific, 8 (1), 73-101. Patterson, P. G., Scott, J., Uncles, M. D. (2010). How the local competition defeated a global brand: the case of Starbucks. Australasian Marketing Journal , 41-47. Porter, M. E. (2011). Competitive advantage of nations: creating and sustaining superior performance. New York: Simon and Schuster. Rein, S. (2012, October 2). Why Starbucks succeeds in China and others havent. Retrieved October 13, 2014, from USA Today: http://usatoday30.usatoday.com/money/industries/food/story/2012-02-12/cnbc-starbucks-secrets-of-china-success/53040820/1 Roos, D. (2010, March 29). 10 Things You Dont Know About Starbucks (But Should!). Retrieved October 12, 2014, from Metal Floss: http://mentalfloss.com/article/24322/10-things-you-dont-know-about-starbucks-should Root, F. R. (1994). Entry Strategies for International Markets. San Francisco: Lexington Books. Rudarakanchana, N. (2013, October 31). Starbucks (SBUX) Coffee: Unpopular In Europe, Africa The Middle East In 2013, But That May Change. Retrieved October 14, 2014, from International Business Times: http://www.ibtimes.com/starbucks-sbux-coffee-unpopular-europe-africa-middle-east-2013-may-change-1449888 Samiee, S., Roth, K. (1992). The influence of global marketing standardization on performance. The Journal of Marketing, 56(2), 1-17. Schiavenza, M. (2013, September 6). Why Is Starbucks So Expensive in China? Retrieved October 13, 2014, from City Lab: http://www.citylab.com/work/2013/09/why-starbucks-so-expensive-china/6810/ Schoultz, M. (2013, June 15). Starbucks Marketing Makes Social Media a Difference Maker . Retrieved October 13, 2014, from Digital Spark Marketing: http://www.digitalsparkmarketing.com/creative-marketing/social-media/starbucks-marketing/ Schultz, H. (2011, January 5). Looking Forward to Starbucks Next Chapter. Retrieved October 13, 2014, from Starbucks: http://www.starbucks.com/blog/looking-forward-to-starbucks-next-chapter/643?reply=37570 Schultz, H., Yang, D. J. (1997). Pour Your Heart Into It How Starbucks Built a Company One Cup at a Time. New York: Hyperion. Shayon, S. (2013, April 1). My Starbucks Idea Turns 5, Sparking a Latte Innovations. Retrieved October 13, 2014, from Brand Channel: http://www.brandchannel.com/home/post/2013/04/01/My-Starbucks-Idea-Turns-5-040113.aspx Simmons, J. (2012). The Starbucks Story: How the brand changed the world. Singapore: Marshall Cavendish International Asia Pte Ltd. Starbucks. (2014). Starbucks Company Timeline. Dover: Starbucks Coffee Company. Terblanche, P. (2009, June 15). Restrictions on Foreign Ownership of UAE Companies Reviewed. Retrieved October 13, 2014, from International Law Office: http://www.internationallawoffice.com/newsletters/Detail.aspx?g=ac282bd3-0ed6-4df9-a761-1a6ce7d001de Thompson, C. J., Arsel, Z. (2004). The Starbucks brandscape and consumers’(anticorporate) experiences of glocalization. Journal of Consumer Research, 31(3), 631-642. Yoshino, M. Y., Rangan, U. S. (1995). Strategic alliances: An entrepreneurial approach to globalization. Boston: Harvard Business School Press. Zahra, S. A., Ireland, D., Hitt, M. A. (2000). nternational expansion by new venture firms: International diversity, mode of market entry, technological learning, and performance. Academy of Management journal, 43(5), 925-950.

The Civil Rights Act of 1964 Essay -- Civil Rights, Segregation, Equal

Before the Civil Rights Act of 1964, segregation in the United States was commonly practiced in many of the Southern and Border States. This segregation while supposed to be separate but equal, was hardly that. Blacks in the South were discriminated against repeatedly while laws did nothing to protect their individual rights. The Civil Rights Act of 1964 ridded the nation of this legal segregation and cleared a path towards equality and integration. The passage of this Act, while forever altering the relationship between blacks and whites, remains as one of history’s greatest political battles. Racial unrest by the summer of 1963 was at its height since the Civil War. President Kennedy picked up the situation at the close of the Eisenhower years at a time when tensions were rapidly increasing. By the summer of 1963, however, after a series of violent demonstrations in the South, particularly in Birmingham, Alabama, President Kennedy pushed for a very strong civil rights bill in Congress. The first of its kind since the Civil War, this bill drastically called for the end of all segregation in all public places. In the eyes of the civil rights movement leaders, this bill was long over due. Kennedy’s crusade began slowly to the dismay of many civil rights leaders in February of 1963. He began by sending the United States Congress a â€Å"Special Message on Civil Rights,† stating, Our Constitution is color blind, ...but the practices of the country do not always conform to the principles of the Constitution... Equality before the law has not always meant equal treatment and opportunity. And the harmful, wasteful and wrongful results of racial discrimination and segregation still appear in virtually every aspect of national life, in virtually every part of the nation (Loevy, 5). Kennedy received praise for these strong and moving words yet was criticized for his weak legislative proposals to remedy the situation. By May of 1963, his proposal would change greatly however, after two men, from opposite positions set the civil rights movement into intense motion. Martin Luther King despite advice to do otherwise began massive protests in the street of Birmingham. To combat these protests, Police Commissioner â€Å"Bull† Conner used any means, including dogs, fire hoses, and electric cattle prods on protestors. Making newspapers and televi... ...tates on a social level but politically too. This bill set the precedent for using a cloture to stop a filibuster in the Senate. Similar cloture votes in 1966 and 1968, with bills for equal voting rights and guaranteed equal housing respectively were used to stop Southern filibusters. The Civil Rights Act also proved that mass demonstration and peaceful protesting are heard in Washington D.C. Martin Luther King and the Leadership Conference started with nothing and achieved everything. From the segregated South those who fought for the Civil Rights Act of 1964 changed the course of American history and ridded the nation of inequality under the law. Works Cited Berman, Daniel M., A Bill Becomes a Law, The Macmillan company, New York: 1966. Levy, Peter B., The Civil RIghts Movement, Greenwood Press, Westport, Connecticut, 1998. Web. 24 June 2015. https://www.questia.com/read/10045885/the-civil-rights-movement Loeby, Robert D.,To End All Segregation, University Press of America, Maryland: 1990. Whalen, Charles and Barbara, The Longest Debate, Seven Locks Press, Washington D.C.:1985. Web. 3 July 2015. http://www.jstor.org/stable/27550291?seq=1#page_scan_tab_contents

Special Needs Assistant Requirements

Dec 2008 How do I become a Special Needs Assistant? Special Needs Assistants. Job Description Special Needs Assistants are recruited specifically to assist schools in providing the necessary non–teaching services to pupils with assessed educational needs. Their duties are assigned by the Principal acting on behalf of the Board of Management. Their work is supervised either by the Principal or another teacher as determined by the Principal. Those duties involve tasks of a non-teaching nature such as: . Preparation and tidying up of classrooms. 2. Assisting school children to board and alight from school buses. Where necessary travel as escort during school hours on school buses may be required. 3. Special assistance as necessary for children with particular difficulties e. g. helping special needs pupils with typing or writing or computers or other use of equipment. 4. Assistance with clothing, feeding, toileting and general hygiene and being mindful of health and safety needs of the pupil. 5.Assisting on out-of-school visits, walks, examinations and similar activities. 6. Assisting the teachers in the supervision of pupils during assembly, recreation and dispersal from the classroom for one reason or another. 7. Accompanying individuals or small groups who may have to be withdrawn temporarily from the classroom for one reason or another. 8. General assistance to the class teachers, under the direction of the Principal, with duties of a non-teaching nature. (Special Needs Assistants may not act as either substitute or temporary teachers.In no circumstances may they be left in sole charge of a class or group of children). 9. Participation with school development planning, where appropriate, and co-operation with any such changes with policies and practices arising from the school development process. 10. Engagement with parents of special needs pupils in both formal and informal structures as required and directed by school management. 11. Other duties app ropriate to the grade as may be determined by the needs of the pupils and the school from time to time.Special Needs Assistants may be re-assigned to other work appropriate to the grade when special needs pupils are absent or when particular urgent work demands arise. Qualifications required: The minimum level of qualification required is a Junior Certificate with passes in English, Maths and Irish. In reality many SNA applicants will have further qualifications such as the FETAC level 5 SNA certificate (single subject or full award) or the FETAC Level 5 qualification in Childcare.Some may also have third level qualifications in related fields such as Montessori, Early Childhood Education or Psychology. Experience Relevant work experience with children is very important. This can include time spent as a volunteer in a homework club, summer camp leader, sports coach, as well as being active in your childrens’ school, for example in the parents association. More information on working as a SNA is available in the Education Personnel section of the Dept of Education & Science website www. education. e or from AEGIS. Local Courses. †¢ FETAC level 5 Special Needs Assisstant single subject certificate courses have been offered as a part-time course in Abbeyleix Further Education Centre and Portarlington Adult Education Centre. Check www. laoisvec. ie †¢ Portlaoise College offers a full FETAC level 5, Special Needs Assistants course as well as a Childcare programme at the same level. www. portlaoisecollege. ie Information taken from Dept of Education & Science Website www. education. ie and INTO website www. into. ie

Mmw 13 Notes

SAFAVID EMPIRE Key Focus: 1) The Ottoman (Sunni)-Safavid (Shi’ite) split in Dar al-Islam 2) Safavids’ use of religious extremism to inspire a following and forge an empire 3) Transition from heterodox ideology to orthodox theocracy under Shah Abbas I) The Safavid Rise to Power in Persia †¢3 empires dominated by presence of Islam †¢M2oguls in India, Ottoman Empire, and Safavids a) Isma’il and the Messianic Ideology of the Qizilbash (warriors; â€Å"red heads† > their turbans) i) How did a 14 year-old establish a dynasty? †¢Led Turkish army to capture an Iranian city it was already a vulnerable region †¢envisioned a utopian Islamic world (1) Claim lineage from 13th century Sufi leader—Safi al-Din (2) Reincarnation of the â€Å"hidden† Twelfth Imam of Shi’a Islam (3) Claim of divinity as the â€Å"God-shah† ?maybe reincarnation of Allah himself!! ii) Sufi belief in the transmission of mystical powers †¢mayb e a redeemer figure iii) Qizilbash fanaticism †¢sometimes went into battle unarmed; believed Isma’il’s power could save em †¢the more extreme their behavior, the more they showed their loyalty to Isma’il b) The Safavid-Ottoman Conflict Safavid’s were intent on spreading their Qizibash religions i) Clash of Heterodoxy vs. Orthodoxy (1) Safavids intent on spreading their Sufi/Shi’ite ideology ? Ottomans had control over Mecca ?Safavid discouraged pilgrimage to Mecca to undermine Ottoman’s rule (2) Ottoman Selim the Grim’s claim as the â€Å"exterminator of idolators† ? referring to Safavid ?made it his primary goal to eliminate Safavid (3) Battle of Chaldiran (Kaldi-ran) 1514 ?slave armies were formidable; used firmarms ?forced to retreated to center of their empire ii) Geopolitical consequences 1) Interruption of the Mediterranean—Middle Eastern commercial network iii) Changes in Safavid Policies (1) Adoption of more conservative brand of â€Å"Imamite Sh’ia† II) Safavid Consolidation under Shah Abbas I (r. 1588-1629) a) Securing the Empire oAdopted Shi’a Imam/not so extreme ofanaticism is good for GOING to power, but not conservative o1588 o1590, established impressive i) Military Reorganization †¢reorganized army (1) Ghulam system ?recruited; much better organized and loyal army (2) Alliances with Europeans to counter Ottoman advance ?first, with Portuguese, but almost always about arms i) Promote commerce (1) New capital in Isfahan as a cosmopolitan center of trade ? openly invited Euro and Asian merchants; and Christian missionaires ? became incredibly worldy and diverse ?â€Å"to see Isfahan is to see half the world† (2) Secured trade routes within the Safavid realm b) Pragmatic ruler â€Å"both feared and loved† i) Ruler in the Machiavellian vein? †¢he did everything ideal of Machiavellian prince (1) Pragmatist not ideologue ?skilled in st atecraft and diplomacy ?close eye on suspicious stuff ?very â€Å"hands-on† ?good on theological discourse (2) Manipulation of his public image—â€Å"Shah of the People† ? ffect sovereign must project to his people to be feared and loved ? highly visible; mingled with the common people ?made it a point to be humble and scruple †¢wore simple linens; not silks (3) â€Å"More feared than loved†? ?played no favorites ?no patience for flatterers ?ruled effectively and decisively ii) Religious Policies (1) Father Simon’s report to Pope Paul V in 1605 (2) Purged of the Qizilbash iii) Symptoms of decline after Shah Abbas (1) Increasing intolerance towards other Muslim sects (2) Greater persecution of non-Muslims Shi’a imam was more tolerated; even Sunni’s were persecuted .

Spatial Order in Composition

Spatial Order in Composition In composition, spatial order is a method of organization in which details are presented as they are (or were) located in space - such as, from left to right or from top to bottom. Also known as  order of place or space structure, spatial order describes things as they appear when observed - in  descriptions of places and objects, spatial order determines the perspective from which readers observe the details. David S. Hogsette points out in Writing That Makes Sense that technical writers may use spatial order  to explain how a mechanism works; architects use spatial order to describe a building design; [and]  food critics reviewing a new restaurant use spatial order to describe and evaluate the dining area. As opposed to chronological order  or other organizational methods for data, spatial order ignores time and focuses primarily on location, as seen in David Sedaris description of a Nudist Trailer Park or in this comparison essay by Sarah Vowell. Transitions for Spatial Order A spatial order comes with a set of transitive  words and phrases that help writers and speakers distinguish between parts of the spatial ordering of a paragraph or argument, of which include above, alongside, behind, beneath, beyond down, farther along, in back, in front, near or nearby, on top of, to the left or right of, under and up. Like the words first, next and finally function in a chronological organization, these spatial transitions help guide a reader spatially through a paragraph, especially those used for descriptions of scene and setting in prose and poetry.   For instance, one might start with describing a field as a whole but then focus in on individual details as they relate to one another in the setting. The well is next to the apple tree, which is behind the barn. Further down the field is a stream, beyond which lies another lush meadow with three cows grazing near a perimeter fence. Appropriate Use of Spatial Order The best place to use spatial organization is in descriptions of scene and setting, but it can also be utilized when giving instructions or directions. In any case, the logical progression of one thing as it relates to another in a scene or setting provides an advantage to using this type of organization when writing about a setting. However, this also provides the disadvantage of making all items described within a scene carry the same intrinsic weight to their importance. By using a spatial order to organize a description, it becomes hard for the writer to ascribe more importance to say the dilapidated  farmhouse in a full detailing of a farm scene. As a result, using spatial order to organize all descriptions is not advised. Sometimes it is important for the writer to only point out the most important details of a scene or setting, giving emphasis to things like the bullet hole in a glass window on the front of a house instead of describing every detail of the scene in order to convey the idea that the home is not in a safe neighborhood. Writers should, therefore, determine the intention of describing a scene or occurrence before deciding which organization method to use when presenting the piece. Although the use of spatial order is quite common with scene descriptions, sometimes chronological or even just stream-of-consciousness is a better method of organization to convey a certain point.