Family in Europe History Coursework Example | Topics and Well Written Essays - 1250 words - 5

Family in Europe History - Coursework Example However, kinship ties were also important to people who were poor. They kept up connections with family in the mother country when they traveled abroad for work and even when slaves were separated from each other. Kinship was thus important as a last means of sustenance when things went bad or as a responsibility for those who had done well. Among the lower levels of society, kinship ties seem to have been traced only about as far as they are traced today, from the grandparents down through the parents, aunts and uncles to the children – the siblings and first cousins of the nuclear group. Beyond that, or beyond the village in which they were born, most people tended to forget their kinship ties unless it was to some grand house elsewhere. Much of the importance of kinship at this level was determined by how to disperse the property following death and who should be invited to important social occasions such as weddings and funerals. Blood lines were important because they suggested an unbreakable link backwards into the distant past of the family. Those who shared the same blood could not deny kinship with others of the same line. This carried weight in that noble blood, once noble, would remain noble even if family circumstances brought them low. Blood linkages were recognized in terms of inheritance and in social practices, such as the passing down of the family name. Women often kept track of their bloodline as well, perhaps more so because of the need for her to relinquish her family name and home upon marriage. This was also more true in areas where lineages had been more traced through the female line in the distant past. However, marriage ties were also important because they were able to forge desired connections between family. Sometimes they took the place of blood ties such as when a sonless farmer’s daughter married and the resulting son-in-law gained the status of a true-born son to inherit the family lands.

The depth of time Essay Example for Free

The depth of time Essay We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up. We all wonder what life is. After much contemplation, I have found that life just boils down to a moment, more specifically the present moment. The past and the future exist only in our imagination. Real life and the world exist only in the present moment. How do we get a hold of or point at this moment exactly? Time is like a strong wind. You cannot reach out and grab it. In most cases you cannot slow it down or speed it up.

Wetland Mitigation: A Failing Attempt at Saving the Wetlands Essay

Introduction Virtually unknown guardians of the cities surrounding them; hidden homes for many species of fish, plants, and animals; as well as a unique recreational area to locals and a helpful attraction for tourism—the wetlands have an immeasurable and unrecognized value to our society. Wetland mitigation began a popular movement in the late 80s with a no net loss goal; however, the agencies in charge are far from close to this goal.—Sadly, the wetlands are disappearing at an overwhelming rate; according to Esty, the US is losing about 60,000 acres of wetland annually (Esty). Although efforts behind wetland mitigation are meant to be positive, the enforcement of wetland mitigation is failing to show positive results. With so many wetlands disappearing there has to be a flaw in the mitigation system. Considering mitigation is supposed to prevent development on wetlands, why is it still happening regularly? One main reason is how easy the mitigation process has become for developers. When an individual wishes to disrupt the ecosystem of a wetland area, it begins a chain of events referred to as wetland mitigation. This process begins after a site is chosen for development that is considered protected by section 404 of the United States Clean Water Act. Before construction can begin, a qualified group, referred to as a permittee, is assigned the duty of determining a way to avoid filling or dredging the wetland area. If there is no other solution then the permittee begins discussions of compensatory mitigation. The developer may choose to build a new wetland area, maintain an existing wetland, or restore a former wetland to lessen the effects his project has on the environment. . Generally developers will choose a third party ... ...tial And Temporal Patterns In Compensatory Wetland Mitigation." Environmental Management 40.3 (2007): 349-364. GreenFILE. Web. 8 May 2012. "Economic Benefits of Wetlands." EPA. Environmental Protection Agency, 12 Jan. 2009. Web. 09 May 2012 Esty, Amos. "Banking On Mitigation." American Scientist 95.2 (2007): 122-123. Academic Search Elite. Web. 6 May 2012 Hampton, Steve. Personal Interview. 1 May 2012 Mittal, Anu K. "Wetlands Protection: Corps Of Engineers Does Not Have An Effective Oversight Approach To Ensure That Compensatory Mitigation Is Occurring: GAO-05-89." GAO Reports (2005): 1.MasterFILE Premier. Web. 6 May 2012. Pittman, Craig. "Banking On A LOSS." Planning 73.11 (2007): 4. MasterFILE Premier. Web. 9 May 2012 THE ASSOCIATED, PRESS. "Builders Can 'Bank' Efforts To Restore Wetlands." New York Times Apr. 2008: 17.Newspaper Source Plus. Web. 9 May 2012.

Luxury Goods and Jewellery in India Essay

The VERTU originally started in 1998 in Great Britain, now wholly owned subsidiary of Finnish company Nokia. The same year founder and Chief Designer, Italian Frank Nouvo began putting his ideas for Vertu on paper and the board of Nokia gave the project a green light. Frank Nuovo was a design strategist at Nokia from 1995 to 2006, when he left to become Vertu’s lead designer full time. Also in 1998 the company made it a company principle of hand making their products with â€Å"exotic, rare and naturally durable materials†. In 1999, their characteristic V form was established, and it is still highly visible across the Vertu product portfolio. In 2000 Vertu began taking shape as a company, locating their headquarters in England, and started an extensive Research and Development- project and decided on some of the parts that would go into the phones as well as some design decisions, such as the use of sapphire crystals as a design-tweak. Three years in to operations, Vertu was granted the Vertu Concierge Service as a patent and this is still one of Vertu’s edges in the luxury cell phones market. Vertu launched what they themselves call the â€Å"†¦first ever luxury mobile phone† near the Eiffel tower in Paris in 2002, the Vertu Signature. With the first phones now available on the newly created market for luxury phones, Vertu also had the opportunity to offer one of their customers help through the concierge service, with a flight from London to New York. In 2005 10. 000 concierge requests was made according to Vertu, a figure that is, and should be (due to their customers privacy), hard to confirm. In 2003 they open their 50th retail location. By 2010, Vertu had more than 90 own boutiques and was sold in over 600 locations in almost 70 countries, worldwide, according to Nokia`s financial statement for 2010. In 2007 Vertu went on a joint venture with Ferrari, creating an special edition phone marking the car company’s 60th anniversary. CONCEPT AND UNIQUENESS The concept of Vertu is to appeal to high-end customers who look for something unique in their mobile phones. Through meeting target customers standards about design, materials, price and brand Vertu has created a market for luxury mobile phones. The additional services, such as the Vertu Concierge give customers an elevated experience. â€Å"Vertu aims to enhance and enrich customers’ lives through the services and products we offer. This enrichment will now further extend to the experience in our stores with a focused, tailored approach to customer interaction. † by Perry Oosting, President of Vertu BUSINESS STRATEGY Nokia’s first idea was to create a phone that was completely contrary to the company’s mass phone distribution and enter the luxury market by creating the subsidiary company Vertu. In order to keep the luxury image and status of Vertu, the phone was not associated with Nokia’s mass mobile phones. During the recession in 2009, the CEO Perry Oosting, announced that Vertu was launching cheaper phones and accessories as a tool to keep up the market shares and survive the recession. Late 2011, the new CEO of Nokia, presented the new strategy; to use a new operating system from Microsoft for their smartphones. This resulted in a giant downfall in market shares. As mentioned above, Vertu’s flagship stores are located at the most exclusive shopping districts, amongst other Rodeo Drive in Beverly Hills, in order to be associated with the same luxury atmosphere as the neighboring brands. Vertu also put a huge emphasis on the store layout, everything from special glass for the display cases, to the floor and lightening. For the ultimate luxury experience, they also provide high personal service with top skills. For the exclusiveness and status of the luxury phone, it was chosen to be launched in connection with fashion shows at Paris fashion week and was thereby becoming to be viewed as a fashion brand instead of a technology brand. This was a strategic move to strengthen the image if the brand. Vertu chose to launch their products in the BRIC countries, which consists of some of the most emerging markets in the world today. Additionally, the Middle East and Japan are also two extremely important markets for Vertu, partly due to the strong technology awareness in these areas. The sales in these countries are larger than in the western countries and the luxury company is exploiting the new wealth of the generations with high luxury awareness and taste. In order to gain greater market share in the British and Hong-Kong market, Vertu has numerous joint ventures and partnerships with jewelry stores, such as King Fook Jewelry in Hong-Kong and Goldsmiths in Harrods, London. â€Å"We understand communications technology. We believe now that we understand the luxury industry. It will take something for competition to match that. † – Nigel Litchfield, former president of Vertu, 2002 MARKETING MIX Product: Vertu sells hand-made luxury phones made from fine materials like gold, platinum and sapphire. Along with every purchase the buyer receives superior service and is entitled to free ‘concierge’ service which assists users with exclusive services like restaurant and hotel reservations, priority bookings, and a global recommendation network. Price: Vertu prices range from $5,000 to over $300,000. The prices vary with the different collections and the materials that are used in them. Place: Vertu phones are selectively distributed. They are available at company-owned boutiques and at other various company-selected luxury stores like London Jewelers, Goldsmiths, Tourneau and Colette. Vertu locates its stores in luxury shopping districts of large metropolitan areas and opens relatively few stores. The stores are small, intimate and have a luxury feel more like that of a jewelry store than a cell phone store. All sale locations can be found on vertu. com. Promotion: Vertu acquires much publicity from sales to celebrities like David Beckham, Madonna and Gwyneth Paltrow. As well Vertu has collaborated with big brands before like Ferrari, Boucheron and Audemars Piguet. Vertu releases different collections at different times and will only make a certain number of phones in order to keep a prestigious image and attract buyers. Vertu has a website for publicity which features product descriptions and photos of celebrities who own Vertu phones. POSITIONING. Vertu was a pioneer in the luxury cell phone market and has positioned itself as the top-of-the-line targeting high-net-worth individuals. Vertu accomplishes this by using only the finest materials to manufacture their products which are all handcrafted ensuring that every product is of perfect quality. Vertu will release different collections each featuring different materials and designs which make the collections unique and prestigious; their most expensive line ever was the Signature Cobra designed by Boucheron, only eight were made and they cost $310,000 each. Vertu will often collaborate with other luxury brands, like Boucheron, Audemars Piguet and Ferrari, to extend their success and name in the luxury product world. Vertu offers superior and personalized service to its clients, including a free concierge service anywhere in the world, guaranteeing customer satisfaction and loyalty. They also position themselves by showcasing the celebrities who own their products as an indication that their products are for the rich and famous. Vertu has locations all over the world in 70 countries however they open relatively few boutiques solely in luxury shopping districts of large cities and thus are considered selectively distributed. Vertu boutiques are decadent, small, intimate venues which offer personalized service to clients wishing to make a purchase; the other stores licensed to sell Vertu products are also luxury stores like Tourneau Watches and London Jewelers in the United States, Bandiera Jewelers in Canada, Colette in Paris and Ernest Jones in London. Vertu very successfully maintains a prestigious image with its ultra-luxurious products and superior service through its positioning. VERTU SERVICES VERTU brand offers services that are unique, independent and carefully customized to the particular needs and desires of their customers. All services are integrated into gadget. VERTU CONCIERGE Vertu Concierge is added directly to the customer`s handset, offering luxury assistance and enrichment. The service is offered by voice call or email, and access through a dedicated key on the cell. At the moment of VERTU phone registration and activation of VERTU Concierge service, initial â€Å"fitting† call is proposed. It can be done immediately at purchase time or later up to client`s choice. The â€Å"fitting† call gives an opportunity to have full explanation of services offered by Concierge, as well as client can express her/his needs and desires which will be matched to this service. This includes the establishment of personal preferences, the range of the service they would wish and significantly, the sort of contact they wish to receive from Vertu. The Vertu Concierge Classic service offers the client with 24/7 access to a team of lifestyle managers, situated within a network of global centers covering all the main time zones including London, Dubai, Hong Kong, Tokyo, and San Francisco. Vertu Concierge also has managers on the ground in major destinations in order to create close relationships with specialist suppliers of goods and services specifically for Vertu clients. Many customers choose to use Vertu Concierge for their travel and lodging requirements as Vertu has protected exclusive opportunities for its clients. Vertu Concierge can contact the widest network of hotels, restaurants and airlines, and can as a result meet the exact preferences and expectations of their customers. Vertu Concierge clients may also ask for support with purchases ranging from small luxury items to accompaniments to their property range. Vertu Concierge is available in English, French, German, Italian, Russian, Arabic, Japanese, Mandarin and Cantonese. Vertu Classic Concierge is included free of charge for one year from the date of purchase of a Vertu handset. VERTU CITY BRIEF. Vertu City Brief is a global digest of information covering more than 200 cities and destinations worldwide. Launched in September 2009, it is now one of Vertu’s most utilized services. Independently written for Vertu by experts in their respective fields, Vertu City Brief is available on Vertu handsets in English, French, German, Italian, Russian, Arabic, Japanese and Simplified Chinese. Refreshed and updated on a regular basis, Vertu City Brief allows the user to hit the ground running on arrival in an unfamiliar territory or to explore new or exciting opportunities in their home town. If the customer does not see anything which exactly meets their requirements, Vertu City Brief is the perfect inspiration to begin a conversation with a Vertu Concierge Lifestyle Manager. VERTU SELECT Vertu Select delivers original articles selected to inspire, inform and entertain based on a user’s region, preferences and passions. Written by carefully selected global journalists, experts and organizations, the articles appear via the handsets RSS feed once a customer has registered their phone. Vertu Select is available in English, French, German, Italian, Russian, Arabic, Japanese and Simplified Chinese. VERTU. ME Introduced with the launch of Constellation Quest in October 2010, vertu. me is a service that provides the user with a Vertu email account and effortless harmonization of the device’s lifestyle and business tools. Should the customer choose, the user’s emails, contacts, calendar and task information can be automatically synchronized with Vertu’s secure servers, giving the benefit of protected back up of their data. Vertu offers the consumer complete peace of mind. Should the handset be lost, this data can be retrieved and seamlessly downloaded to a replacement phone. The system also ensures that whenever the vertu. me account is accessed, whether from the phone, a home or office computer (PC and Mac) or via the web, this information is up to date. TARGET CONSUMER The Vertu mobile is a highly luxurious product, which doubtlessly is made to fit the extremely wealthy population of this world. The main customers are rich and found in the urban areas, who are constantly searching for the extraordinary products. Furthermore, their flagship- and department stores are situated in the finest areas, in order to attract the highly rich international shoppers. â€Å"These are people who buy the best quality watches, the best quality fashion devices† – Nigel Litchfield, former president of Vertu The special features and services of the phone such as the â€Å"Vertu Concierge†, attracts customers who are constantly traveling worldwide – jet setters. The Vertu mobile was the first phone which was able function in over 180 different countries. This fact covered many needs and made it rapidly attractive for people who were constantly traveling such as celebrities and high ranked business people. In fact, Madonna, Beckham and Gwyneth Patrol were some of Vertu’s first users when it was launched. CONSUMER-BASED BRAND EQUITY PYRAMID Brand Salience For Vertu achieving right brand identity involves brand salience. People generally are not still aware of VERTU because it is relatively â€Å"young† brand and promotion is quite narrow. However their target consumer for sure can recall and recognize this brand. So conclusion here is that Brand salience is more depth than breadth. This basically means that even thou there are not yet many people knowing VERTU, but those who do , they know all insights of it, can easily recall it and understands what this brand is about. Brand Performance The product itself is at the heart of brand equity, as it is the primary influence of what consumers experience with a brand, what they hear about the brand from others, and what the brand can tell customers about the brand in their communication. Brand Performance relates to the ways in which the product or service attempts to meet customers` functional needs. This is on top level for VERTU brand. It is crucial to contribute to customers` desires, wants and needs. Vertu brand highly represents all what their HNWI customers want to have for paying a high price. The product is highly durable; it has distinctive logo, premium pricing and advanced technology in gadgets. Unique services provided for customers by VERTY also attributes to brand`s performance. Brand Imagery Another variable CBBE Pyramid is second type of brand meaning which involves brand imagery. Imagery deals with such a properties of a product, which meets customers` psychological needs. It is more about what people think of it, how they see it. VERTU`s imagery is extremely individualistic and stylish. When customer is buying VERTU cell he/she buys a beauty of it as well. As of VERTU`s customer has a strong judgment of a brand as high quality luxury product. Credibility is high and customer see VERTU as superior, advantageous brand. Brand Judgments Brand judgments focus upon customers` personal opinions and evaluation with regard to brand. This involves how consumer put together all from performance and imagery association to make kind of an evaluation. VERTU`s clients evaluate this brand as a high quality luxury brand. Brand Feelings This variable shows emotional response with respect to VERTU brand. It shows what feelings are evoked by the marketing strategy for the VERTU and how does it affect feelings about themselves and relationships with others. Customer of VERU is for sure status-conscious person. Customers of VERTU have a unique and warmth feeling about the brand. It can be exciting due to special relationship of beauty and technology in brand`s products. Customer feels it is trendy and relates to special status and therefore social approval. Customer feels high security within this brand due to all advantages provided. As VERTU makes consumer feel better self-respect, pride, fulfillment and accomplishment also occurs. Brand Resonance Final variable of pyramid shows brand relationships with a customer based on Salience, Performance, Imagery, Judgments and Feelings. As for VERTU even if general awareness is low the behavioral loyalty is very high, customer want to get back to this brand, consequently repeat purchase is possible. Brand loyalty is necessary but not sufficient for resonance to occur. Within VERTU brand customer is not returning to this brand again due to, for example, scarce of substitutes. VERTU attained their main goal- strong personal attachment to brand. It goes beyond of having just a positive attitude to view brand. Another important part of Resonance is active engagement. This probably is the strongest affirmation of brand loyalty. It occurs when client is willing to invest time, energy, money in to the brand. Constantly customers of VERTU are invited to special social events created by VERTU worldwide, and they are participating. Therefore VERTU has a very strong relationship with its customer. SWOT ANALISYS FOR VETRU STRENGHT * Masterpiece of design, engineering, and craftsmanship. * Was truly innovative pioneering brand * Strong reputation (Products have established strong reputation in their field) * Global expansion (Includes significant growth over last 10 years) * Customer service * Control of Quality(As produced just in one factory in England) * London Symphony Orchestra is creating ringtones exclusively for each model of Vertu WEAKNESSES * Extremely high production price (which leads to high product price) * Limited access as distribution is exclusive and limited (Missing opportunities for new customers) * Not able to buy online (More customers now go online). * Not enough technical innovation again (Many customers claim that gadgets are beautiful but not really practical) OPPORTUNITIES * E-business (launch â€Å"buy option† online) * Emerging markets * Mix VERTU styling with Nokia (in order to increase awareness ) * Change of consumer lifestyle (growing demand from young and senior people) THREATS * Increasing Quality of Competing Products and Number of those * Importance of counterfeiting (Chinese counterfeiting factories already picked up the idea) * Newer forms of luxury and innovation are constantly changing COMPETITORS. GOLDVISH Brand established in Geneve, Switzerland in 2003. Very Haut-Couture style but extremely not practical. Cells are difficult to buy, narrow distribution channel. View itself as a pioneering brand of luxury cell phone on official website which is obvious lie. The pioneering brand was VERTU. Only 3 lines of phones are developed since 2003. The most expensive gadget is â€Å"Le Millionaire† and it costs $1,000 000. MOBIADO Canadian-based manufacturer of luxury phones with modern minimalistic design launched in 2004. It has 3 main lines –Classic, Professional and Grand Line. Mobiado actively participates in social events in North America (such as Golden Globes and Couture Fashion Week in NY). The brand is not very popular in Middle East and Europe. Still Distribution channel is not wide enough. Price range is from $1,900 to $57,000 GRESSO Gresso is Russia-based company which started its activity in 2007, so it is the newest competing brand in luxury phones field. Gresso has 5 main lines and they also provide customized phone for their clients. But mostly popular in Russia and Vietnam, Ukraine and one distributor in USA so far, however it is compensated by their option to buy products online. For Gresso products price range is from $3,000 to $42,000. RECOMMENDATIONS Focused and customized segmentation is valuable in this market, so VERTU must continuously concentrate on their customers’ needs and desires. As any luxury company which faces constant global expansion it has to pay attention to counterfeiting problem. For example, Apple Inc. now faced big problem in China where whole Apple stores are opened and being â€Å"fake†. China already produces cheap unqualified cells, abusing the brand VERTU, so losses in long-run might be significant. VERTU must work on effective anti-counterfeiting strategy in order to preserve the â€Å"face† of the brand. During this study we have discovered that general awareness of the brand is still low, therefore VERTU might collaborate with mother-company Nokia in order to produce some kind of mix and make the brand more popular and easily recognized, as for example H&M and Roberto Cavalli collaboration. Vertu is constantly launching Limited Edition lines which are sufficient in this market, because â€Å"best consumer† wants something distinctive and really exclusive, and more important, the customer is ready to pay for that. Partnership with Ferrari, Boucheron and Ermenegildo Zegna increased popularity of the brand considerably. For that reason, we suggest VERTU to collaborate more also with fashion designers, thus gaining also â€Å"fashion† group customers. REFERENCES http://us. vertu. com/world-of-vertu/history/ http://i. nokia. com/blob/view/-/263802/data/1/-/form20-f-10-pdf. pdf http://www. cpp-luxury. com/en/vertu-lanseaza-o-gama-de-produse-mai-ieftina_444. html http://www. google. fr/url? sa=t&rct=j&q=vertu%20mobile%20strategy&source=web&cd=8&ved=0CGQQFjAH&url=http%3A%2F%2Fhighered. mcgraw-hill. com%2Fsites%2Fdl%2Ffree%2F007710708x%2F110214%2FGucciLouisVuitton_Vertu_CaseStudy. doc&ei=_GctT_WCE8HM0QWryK2tCA&usg=AFQjCNHW6_wzn1WCQxkM_OJSMTuizfXMcQ&sig2=MWFOk5Qo1sZB17F5_23Eew&cad=rja http://www. businessweek. com/globalbiz/content/dec2007/gb20071221_951028. htm http://www. icmrindia. org/casestudies/catalogue/Marketing/MKTG151. htm https://www. iveycases.com/ ProductView. aspx? id=52373 http://www. wital. net/en/press-events/press/vertu-services-overview/ http://mktg. uni-svishtov. bg/ivm/resources/CustomerBasedbrandEquityModel. pdf http://www. wital. net/en/press-events/press/vertu-retail-concept-2011/ http://www. brandchannel. com/features_profile. asp? pr_id=61 http://www. prschool. ge/img/every_day/Fashion%20Marketing. pdf#page=155 http://www. zdnet. co. uk/news/desktop-hardware/2002/03/22/platinum-luxury-phones-have-no-competition-2107188/ http://www. goldvish. com/ http://mobiado. com/ http://www. gresso. com/ http://vertu.com/ http://www. linkedin. com/company/vertu/statistics. http://vertu. com/en/discover-vertu/history. aspx http://vertu. com/en/help-and-support/contact-vertu/where-to-buy. aspx http://money. cnn. com/popups/2006/biz2/cellphone/4. html http://www. allbusiness. com/retail-trade/apparel-accessory-stores-womens-specialty/4250840-1. html http://www. icmrindia. org/casestudies/catalogue/Marketing/MKTG151. htm http://www. unet. univie. ac. at/~a0025537/php/ABWLs/FK-Marketing/store3/Internet_Exercise_Vertu. pdf http://www. wital. net/en/press-events/press/vertu-retail-concept-2011/.

Midterm report ISTD Essay

This project is designed to make an in-depth study and critical analysis of HR aspects in MedTek.Net India Pvt Ltd. At this point in the project, it reports about the progress we made in analyzing theR training aspects and the progress it made towards its goals; describe obstacles (both internal& external) faced; detail work accomplished and actions to be taken in the future. During the process of project, we got to know and notice lot many interesting facts and points which are really important for the growth and success of the organization. It gave an opportunity for the HR department to  audit the entire HRD aspects of the organization there by adding more value to way we operate. At the end of this project, all parties of the organization; Management, employees, HR department are eager to know more about the findings and improvements that we can make to the organization from the HRD prospect which can bring an edge to the company when compared to our competitors in the market. Below pages of this report offers a brief description about the analysis and work we have done so far in this project. Introduction: Within every organization, there is a need to manage learning in accordance with business requirements. A systematic approach in training and development always adds an edge to the performance of the organization in all means. Objective: Objective of this project is to do complete analysis on the below training aspects, their performance impact and recommendations for betterment of the organization. a) Human Resource Planning, Training Policy, Training Budget. b) Training Needs Assessment System. c) Training & other Development Programmes and their evaluation. d) Strategies for improving HRD activities in the Organization. With our analysis, findings & recommendations, our attempt is to provide viable propositions for betterment in the applicable areas of organization. In this process, we have collected all recorded data like policies, questionnaires, processes followed etc and live data like interviews and one on one discussion with various employees of different departments and external data like market scenario, industry analysis etc. Project Design: We have designed the project in to four phases. 1. Collecting basic data and information related to all training aspects. 2.  Analyzing data, processes and drawing findings for their evaluation procedure. 3. Evaluating the information and processes of various data analyzed. 4. Recommending strategies for the improvement of HRD activities with the help of above in the organization. For any company, training and development is an important aspect which boosts continuous growth and success to the business. We have considered all external and internal components of the existing performance of the organization with respect to the targeted objectives set. Some of the components include absenteeism, work hours of the employee’s w.r.t their performance, performance of the software (IPAS – Integrated Performance Appraisal System) which was initiated recently, employee hiring and job enrichment strategies used for retaining the existing employees, HRD activities practiced for long term growth of the organization etc. Project Implementation We started implementing the project by collating data available from all sources. Simultaneously we started working with people as well by circulating questionnaires and by conducting one on one discussion. Below explanation will give us a brief of what we have studied and analyzed in this process with the help of both data and people. HRD System: Human Resource Planning, Training Policy, Training Budget. Human Resource Planning At MedTek.Net we measure the growth of business by the no of minutes and reports we process per year. Therefore our target of business growth lies in the same and accordingly we plan for resources to recruit per year, it includes both fresher’s and experienced resources. MedTek HR planning for the period of 2012-2013 is focused on the below points to achieve during this time. Below points are analyzed after a detailed discussion with people in the company and after going through the information/data which is all available. 1. Work closely with management to reinforce the need for competitive compensation for individuals MedTek wishes to attract and retain. 2. Invest  in professional development programs to improve leadership capabilities, job skills, and employee productivity. 3. Identifying and attracting right talent at campus level thereby training and employing them in the organization accordingly. 4. Develop comprehensive career management tools, job enrichment strategies, and mentoring programs to help employees prepare for new opportunities. 5. Leverage technology to streamline HR service processes and improve access to employee information. 6. Conduct regular organizational climate assessments and collaborate with senior managers to improve the campus work climate. Review of training policy & budget: As MedTek.Net is a mid sized company they do not really have a fixed annual budget for training. The budget varies as per the requirement and situation of the company although getting approved prior by management. But, with in the limitation HR department tried to encompass the training programs which align the company’s goals and objectives of employee development. Some of the cost effective measures which got imparted in the training budget are: 1. Finding trainers with in the organization wherever it is necessary and possible. 2. Imparting self learning techniques for the employees which not only reduces costs but also helps employees to work on their skills by focusing on their weaknesses and strengths. 3. Encouraging the technique of cross-train employees at work place. This technique really worked at MedTek as employees showed great interest to share their knowledge. It is happening in this way; 2nd level employees train 1st level employees and 2nd level employees will g et trained by their above level i.e. 3rd level employees and vice-versa. Keeping in view of budget constraints and business requirements training policy of Medtek for the year 2012-13 aims to ensure that 1. All new members of staff receive an induction training programme that achieves the common company induction standards. 2. Company invests in training that helps to meet its goals of providing a quality service, which are achieved by increasing the knowledge and skills and competencies of its staff to meet the needs of quality service standards set. 3. All staff has  an annual appraisal which, amongst other matters, reviews all training undertaken and sets goals for the coming year based on the individual training needs assessment. 4. All staff are provided with an annual personal training file, which they will keep. In the file they include details of all training sessions that they attend. The file should also contain a personal development plan filled in at the same time as the appraisal. The personal development plan contains details of any training opportunities that the member of staff seeks to pursue during the year. At MedTek, Training policy and Training budget got framed by keeping in view of companies annual HR planning and business growth. Keeping in view of companies strengths and weaknesses these three components got designed and in the continuous process slight deviation(more or less) is always there to align with industry and market changes and requirements. Analysis on Training needs Identification and Assessment process: Up on detailed analysis and review Training Identification & Assessment process at MedTek usually happens by following the below steps: 1. Data Gathering: One on One discussion with Managers/ Supervisors/ employees, performance Mgmt software, knowledge/ skill test to the employees, questionnaires etc. 2. Post assessing the need, HR department designs a module defining the purpose of the need, target group, resource person and the deliverables. 3. Defining the deliverables and methodology to measure the deliverables are very critical while identifying the need. 4. Training Need Validation: After identifying the list of training needs, the same will be listed and discussed with functional heads of all departments. During this exercise, the relevance of each training need with the forthcoming financial year and the business requirement to be validated. 5. Training Need Prioritization: The training needs identified will be then categorized as high impact and low impact / high cost and low cost. 6. The deliverables of the training needs which may likely to create High Impact on the business with Low Cost will be given fir st priority. The training needs with High Impact and High Cost will be given 2nd Priority and the training needs with Low Impact and Low Cost will be given 3rd Priority. Review and analysis of 2012-2013 annual Training programs planned & conducted: The training programs conducted on continuous basis for the year 2012-2013 at MedTek.Net are mentioned as below: 1. Induction for new joinees- Technical Training, Behavioral Training, HR induction. 2. Technical Training – To all employees designation wise for knowledge and skill improvement. 3. Management Development Sessions – Workshops for the existing managers and potential employees who are identified for promotions. 4. Soft skills and Personality Development Training programs – For the identified team members of different departments. 5. Sponsoring some training workshops for the identified team members which were conducted outside the company premises. T&D activities which left impact towards improvement & development of both the parties i.e. employees & the organization. Employees: Entry Level: Employees at entry level got highly benefited with induction training program as it includes both soft skills, technical and company policies related training. The best part of this training is each employee after training session will be associated with one senior employee as their mentor for 1 month and on-the job assistance/training will be given to them till they get accommodated with the work life at MedTek. It is the responsibility of the mentor to make the new employee comfortable and feedback from the new employee at the end of the mentorship will be taken and will be added to the performance points of the senior employee. This process got succeeded and is yielding some great results so far. Mid Level: Technical Training and personality development programs are popular in this segment of employees at MedTek. Providing mentorship to new employees is also popular as it inculcates self learning process and adds performance points. Proof Readers and Quality Controllers generally comes in to the segment of mid level employees at MedTek. They need high technical knowledge  and skill as they are responsible for the final delivery of report to the clients. Therefore self learning technique and technical training plays a great role for their knowledge and skill improvement. Supervisors and Managers: Management Development sessions which got conducted at both indoor and outdoor left a visible impact in their skill development. In the company where stress and pressure rules, these sessions helped a lot for the managers and supervisors to handle the team members and stress. Organization: As an organization MedTek is able to see advantages in various ways as below: Performance of new recruits got improved and are delivering their full capacity of performance. Quality standard got improved and are getting some good satisfaction mails from the clients about the quality and TAT (Turn Around Time). Management sessions helped the organization to polish and train the employees who are identified to elevate for the next level mgmt positions at different levels. Overall on a note of conclusion, training programs which got implemented are able to deliver clear return on investment for both employees and organization. The success rate is clearly visible and is encouraging for both HR department and management to continue the training programs in a more effective manner for the growth of organization Analysis of T&D evaluation techniques up on which the organization is relying in terms of measuring the outcomes of the T & D programs implemented & planned. At MedTek, training evaluation is done keeping in view of five main elements as mentioned below: Satisfaction and participant reaction, with the help of questionnaires and random one on one discussion. MedTek, also has internal portal where the participants can post their feedback wrt training sessions attended. Knowledge acquisition- This can be evaluated by the scores they get in the technical tests which are conducted very often in the office premises.  Behavioral application – This can be observed eventually and often immediate supervisors or mentors are responsible for recording any change in their behavioral aspects during the course of time. Return on investment (ROI) – Each individual performance in terms of increase in number of minutes they process can be considered to evaluate ROI. Measurable business improvement – Improvement in all four parameters collectively contribute towards business improvement. Keeping in view of the above five elements, below mentioned evaluation techniques are often used at MedTek. 1. Kirkpatrick’s training evaluation model. 2. Robert O Brinkerhoff- The Success Case method 3. The IPO model (Input, Process, Output) 4. Jack Philips Return On Investment HR department pick a combination of one or two from the above models for evaluation process and the evaluation process happen in 3 phases; Pre Training, During the training and Post Training. Results of training evaluation are submitted to senior management and some points of evaluation are accessible to employees as well through portal. Project outputs Management of MedTek.Net is very keen about this project as it gives an opportunity to analyze the entire process of T & D processes we have been conducting every year. It gave an opportunity to observe, compare and study T&D processes and systems other competitors are practicing in the industry. Below are few outputs so far turned up in the project. 1. Because of budget constraints they have challenges in hiring the no’s they require and this could effect the effective HR planning. HR department need to come up with some new strategies to fulfill the requirement of manpower with in the budget. MedTeK HR department was able to succeed so far but, in order to survive for long term they have to plan some strong strategies which can help them for some good no of years. 2. Employees at MedTek are happy with the training programs going on in the company when compared to some of the fellow companies from the same industry. 3. The challenge for both  employees and HR dept is volume fluctuation. The amount of work that they get on any day is often fluctuating and this could really affect the training schedules planned. For HR dept it is a challenging task, as they need to make the employees still connect with the training programs and need to constantly motivate them on this regard. 4. Management wants cost effective hiring or less hiring with out increasing operational costs but operations team demands more head count. 5. So far during the project, we have observed that support departments of the organization like Finance & Accounts, Admin, IT help desk are not getting their fair share of training as the always got mobbed up with work and they are the most stressed out team members in the organization. 6. Post evaluation after evaluating employees performance periodically it is really becoming tough for the HR department to plan for successive training programs for the employees those who are in need of because of the tight work schedules. 7. Time and money are the game pla yers at MedTek when it comes to T&D activities. Both management and employees see the value addition of T&D activities but they want it to be done with in the time frame and budget so that these activities would not affect work and budget stretch. Key Issues addressed 1. As we have observed above both management and employees shows interest towards T&D activities but with in the time frame and budget. On this regard, HR department had a discussion with Management about the long term benefits of T&D activities and tried to enlighten them how and what kind of remarkable changes it can bring to the improvement of business in a more effective manner. 2. HR department also highlighted the importance of hiring few more team members for support teams like Accounts & Finance, admin, IT helpdesk etc and advantages of training them in them which can bring a spearhead change in the way they are operating so far. 3. As it is emergency the temporary or time being strategy for hiring after discussing with managers and senior level mgmt, HR dept gave the options as below. a. Providing more work from home options there by reducing operational costs and paying salary as per the performance i.e. no of minutes processed per month by a resource. b. Recruiting and training fresher’s and making them  ready by the time projects comes in as per the business forecast (In health care industry fresher’s usually get paid only after completing the training). c. Encouraging and motivating existing employees for processing more no of minutes and paying incentives for the extra minutes they process. 4. But, for many concerns at MedTek, hiring more team members is the single answer. But considering the concerns of budget, market conditions and business growth plans, MedTek has to consider the plan of hiring in slow pace (for experienced) and hiring fresher’s at good number and making them job ready with in the short period which really cuts the budget to a greater extent. Impact of the Project 1. The project did really give us enough reason to actually audit entire HRD aspects of the organization which we delayed because of some noted business reasons. 2. It throws light on many aspects which we need to work on for the betterment of both organization and employees success. 3. We are able to clearly figure out the strengths and weaknesses from HR point of view and started working on them in no time. Future Direction of the project We are in the final & crucial phase of completing this project. It will take couple of weeks to draw the final and more detailed analysis of the entire work we have done so far during this project tenure. We are left with Section D analysis which has been carrying out simultaneously and will be finished at the earliest. With the support of my guide we can submit the final version by the 3rd week of October.

HR Dissertation - Iconicity and hubris The WritePass Journal

HR Dissertation - Iconicity and hubris Abstract HR Dissertation Iconicity and hubris ). Hubris indicates a high level of self-assurance and thus is identified as extensive pride or self-confidence. In a book by Glendinning (2012), the focus is on the pitfalls of global modernism demonstrated in the creation of various architectural buildings globally. The main argument introduced by the researcher is that architecture has been apparently spectacularised, which has led to alienated architectural pieces and individuals. It has been indicated that the so-called iconic buildings have insignificant social and historical integrity, implying that the aspect of iconicity has been replaced by triviality that shows inappropriate identified architectural objectives (Jacobs, 1961). The type of iconic buildings created by famous Starchitects has expanded criticism in recent years, as outlined by Glendinning (2012). These buildings have been presented as competing for attention on the skyline and in the mass media. Similarly, Sudjic (2005) indicates doubts in the authenticity and properly intended purpose of iconic buildings. Moreover, researchers have considered iconicity as a distinct type of architectural tourism, which reflects in buildings intended for urban travel destinations (Specht, 2014). Kent (2010) implies that architecture’s status has been changed from iconic to extraordinary in the process of exploring architectural buildings’ effect on a sense of place. Such a sense has been explored by Rybczynski (2008) with a focus on the Bilbao effect or the Bilbao anomaly representing a costly iconic failure. The Bilbao effect, as shown in an article by Martin (2013), creates controversies and thus the researcher presents a warning about the perceived negative impact of Starchitects’ iconic buildings on local cities and states. Iconic architecture has been identified as a substantial failure, as argued in an article by Romaniuk (2010). The author of the research has presented convincing arguments relating to the manipulation of the mass media trying to create a desirable vision of iconic architecture. Such manipulation is evident in emotionally charged architectural projects including the Freedom Tower for Ground Zero (Romaniuk, 2010). It has been argued that the decline of belief and the extensive growth of pluralism have led to the emergence of iconic buildings that are unable to fulfil the objectives of authentic iconography (Reutskaja and Nueno, 2009). In addition, the legitimacy of identifying particular buildings as iconic can be judged with time, disregarding the mass media’s projected implications of successful architectural buildings solely based on sociological and financial profitability. Based on the major studies presented in the literature review, it can be concluded that buildings shou ld be constantly assessed in terms of the values with which they are associated. Chapter 3: Research Methodology The type of research methodology used in this study is non-empirical research design, which is suitable to explore the relationship between iconicity and hubris. Arguments are based on evidence and credible opinion provided in secondary resources (Yanow and Schwartz-Shea, 2006). The major aspect relating to non-empirical research is the focus on data previously gathered by researchers in the field of architecture rather than gathering a new set of data. This research framework is often associated with the purposes of humanities and natural philosophy. One of the most important elements of this type of research methodology, as applied in the present study, is review of existing literature as the focus is to provide sufficient arguments in order to accomplish the previously stated research objectives (MacNealy, 1998). The systematic review of existing literature on the subject implies not only prior knowledge and adequate research skills but also ability to use a distinct form of meta- analysis in an attempt to reach conclusions which are important for the study. It has been noted that non-empirical research analysis suggests a significant amount of varying interpretations of the information obtained from secondary resources. A strong sense of intellectual inquiry is essential in this type of research because the process of acquiring knowledge is accomplished through valid critical and analytical interpretations of the research material (MacNealy, 1998). In fact, it is important to emphasise on the reinterpretation of consolidated information on the issues of iconicity and hubris within the new framework presented in this study. Thus, critical reflection is part of non-empirical research analysis, which is demonstrated in the present research. There is a solid focus on propositions for theory relating to the iconic dimensions of modern buildings across the world (Yanow and Schwartz-Shea, 2006). The development of a particular approach to the present study is a well-structured process that starts with the identification of a focal issue, in pa rticular the exploration of iconicity and hubris including their impact on the perception of emblematic buildings created by Starchitects. Once the first step outlined in the research approach is completed, it is important to move into a direction of identifying key forces contributing to a better interpretation of the research problem. The researcher is expected to postulate such driving forces as well as to present the factors that have been considered the most significant for the completion of the research (Deleeuw et al., 2010). In addition, it is anticipated that systemic logic should be used to present critically the major arguments obtained from secondary resources. The final step of the presented research approach is to submit the entire research to critical consideration (Yanow and Schwartz-Shea, 2006). It can be concluded that the acquisition of non-empirical knowledge can facilitate the process of obtaining relevant information, which would further expand the research to a new stage in the sense of providing an adequate answer and explanation to the research question. Chapter 4: Research Findings Discussion and Analysis of Findings   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The main research findings obtained from the critical evaluation of secondary resources are grouped in different subsections of this chapter in order to focus on emerging aspects relating to iconicity and hubris in a more direct manner. Economical and Political Instances/ Cases of Failure   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A significant research finding demonstrated in this study is that of the impact of creating iconic buildings on the economy. Specific cases indicating hubris refer to Calatrava and Valencia, as Valencia has been recognised as a city of arts and sciences. Starchitects’ sense of hubris is evident in these cases and comes to show that architecture has entered a new mode of development. Although praised by some and rejected by others, the emblematic buildings created by Starchitects imply a substantial amount of efforts invested in presenting the philosophy of iconicity in architecture (Glendinning, 2012). According to Martin (2013), the opening of the Guggenheim Museum in Bilbao serves as a relevant example of how iconicity has been used as a substantial indicator to measure the direct impact on the economy. It can be suggested that the creation of iconic buildings around the world, such as in locations in Saudi Arabia, Australia, Alba nia and Brazil, has raised the question of the perceived economic effect of similar activities (Reutskaja and Nueno, 2009). The dimension of commercialisation cannot be disregarded, as the sole motivating factor behind the so-called iconicity and hubris can be found in the idea of generating substantial profits from architectural tourism, which is dominated by emblematic building. Another essential aspect can be also indicated in terms of considering Starchitects’ intention to fill vast spaces, but this tends to create a negative effect among some individuals. According to researchers, the hostage of international mega events is one of the most powerful tools that a city can use for show-casting of resources and development, as well as the development of architectural identities that have come to be defined within the industry as ‘destination images’ (Reutskaja and Nueno, 2009). In this context, specific contemporary events have come to be synonymous with commercial rivalry between cities as well as the transnational environment, as different regions struggle to attract more investors and consumer spending. In light of this, with the increase in pressure for the cities to expand their entrepreneurial stance as they aim at increasing their attraction to mobile capital, the cities have to make considerations on their investments. It would be less economical for them to carry out development if they are not going to realise monetary gain after the renovations. Strong competition is existent within most of today’s cities-th e competition being amongst the city investors themselves as well with other cities that may wish to host different events and expositions that are aimed at increasing the economic wellbeing of the region. For this reason, the completion of iconic buildings by Starchitects has increased from the regional and local scenes, stemming into international and global scales and requiring the integration of the political, social and infrastructural frontiers (Glendinning, 2012). Accordingly, the growth of the cities has generated the needs for the incorporation of all the elements that define a developing civilisation, allowing them to seek out identity in the infrastructural resources that are found within them and their capability to communicate with others and represent themselves in international entrepreneurial matters (Martin, 2013). While the development of the architectural landmarks creates the possibility of increasing the tourism attraction to the sites, expositions and events ar e necessary to highlight and showcase these developments thus creating a means of investment for the local authorities and foreign investors. For the most part, the mere presence of a beautiful square or a religious monument within a city cannot be enough for the modern city. In order to gain recognition as a modern city of the 21st century, a large portfolio of architectural development projects is necessary so increase the output, aesthetics and general appeal of the city to the outside world, as it is illustrated in the case of iconic buildings (Glendinning, 2012). The portfolio includes various strategies that are used by the local development councils in increasing the architectural resources found within the premises as well as the input by multinational organisations within this development in lieu of the rules that are used by Starchitects. As growth is experienced in today’s cities, individuals can witness how similar design implementations are used in different cities, with transformations of the existent architectures aiding in the provision of superiority and identity (Marshall, 2000). The last two decad es have seen the rise of the ‘megacity’ phenomenon, with small scale and often ‘off the grid’ cities being uplifted to city stardom through the regeneration of existent architectures and the inclusion of socio-cultural events around the creation of these resources. As global cities develop, cultural and communal events have been moved to these venues creating a sense of appreciation for their existence and a need for their improvement. Another finding that emerged from the research is that iconic buildings are perceived as a powerful tool to redefine the economical and political image of cities and countries in which they are constructed (Reutskaja and Nueno, 2009). The economic impact of these buildings has been extensively considered in order to present adequate conclusions about the state of regional economies. It cannot be denied that the presence of many iconic buildings in different locations across the world has improved the economic well-being of residents. Based on the results obtained from conducting non-empirical research, it can be argued that there are both cases of economical and political successes and failures associated with the construction of iconic buildings. This finding is confirmed in a research by Reutskaja and Nueno (2009) who provide evidence of the positive impact on employment in the region due to the emergence of iconic buildings and the essential element of hubris attached to them. The construction of such buildings is directly linked with the creation of a substantial number of jobs in different countries as well as greater contribution to the local government budgets in terms of taxes and duties. Another positive economic impact is related to additional employment in manufacturing processes for organisations that are responsible for the construction of iconic buildings. However, the negative economic effects of the erection of emblematic buildings should not be ignored (Rybczynski, 2008). For instance, a significant economic drawback is associated with the higher fees that are usually charged by Starchitects, indicating their egocentric factors of motivation used in the construction of similar buildings. A consideration of the challenges of cost estimations and over-budgeting should be considered in order to determine the precise economical and political impact of iconic buildings. Social Ethical Instances/ Cases of Failure   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The representation of iconic buildings has been also linked with specific social and ethical implications. There are extensive examples that indicate hubris of the involved Starchitects. These are Zaha Hadid’s Qatar Stadium and Patrik Schumacher’s rant at 2014 architecture biennale. It appears that the mentioned buildings carry out the ‘pride’ of their creators in terms of involved efforts to make a lasting impression on the public. Moreover, it has been discovered that the aspect of public alienation is among the main factors contributing to the increasing social and ethical instances of failed iconic buildings. Starchitects have been identified as losing their appeal because they have consistently adhered to the philosophy of constructing architectural buildings of excess (Glendinning, 2012). As a result, it frequently appears that architectural design of certain buildings around the world is dominated by exces sive elements, which create an irrelevant perception among people. The present study also indicated that architecture is in a new era of development in the sense of focussing on the possibilities that technology has to offer. Yet, this raises the question whether such modern architecture succeeds in serving the needs of humanity (Kent, 2010). The answer to this question is complex considering the multiple effects created by the specific line or mode of architecture followed by Starchitects. However, it can be stated that architecture apparently emerges as an art that cannot be avoided by any means. An ethical instance of failed iconic buildings is related to the morality and controversy of such pieces of modern architecture. For example, Patrik Schumacher was accused of being motivated by an aspect identified as ‘misguided political correctness’. It has been argued that architects should try their best not to confuse architecture and art. A relevant finding revealed in this context is that architecture is actually found in charge of the specific form of the built environment (Glendinning, 2012). It is important to emphasise that one of the major duties of architects in contemporary society is to deliver a strong aspect of social justice. However, it should be indicated that Starchitects’ works have raised a series of ethical and moral concerns (Martin, 2013). In Qatar, migrant workers died at a stadium which is currently under construction, as this intensifies social anxiety and fear relating to the purpose and means utilised by Starchitects in their egocent ric representations found in modern buildings. It has been claimed that architects are not responsible for the death of these migrant workers, but the question of the moral and ethical parameters of such iconic buildings still remains persistent in the minds of individuals. Environmental and Evolutionary Instances/ Cases of Failure Evolutionary Perspectives   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The issue of discussing Starchitects’ hubris reflects in numerous examples, such as Lloyds building and Calatrava Valencia. The main aspect that was revealed in the study from an environmental perspective is that of the creation of defective masterpieces of architecture. It can be argued that such architectural creations have been resulted of the over-ambition of Starchitects (Glendinning, 2012). The example of Lloyd’s of London as anticipating leaving its iconic headquarters clearly illustrates the assumption of environmental failure. In fact, it has been indicated that the major problem with this building is its exposure to the elements making it an extremely costly structure (Martin, 2013). Cases of failure like this one point out that the technological advances of modern architecture have outpaced the simple ability of Starchitects to adeptly utilise them. The failure of emblematic buildings to meet strict functional req uirements is indicative of their inappropriate environmental impact. Another example of a failed iconic building, as seen through the environmental lens, is seen at Calatrava’s City of Arts and Sciences complex in Valencia. Only eight years after the completion of this project, certain parts of the construction started falling off. Such an instance of architectural failure confirms major findings outlined in the literature review section regarding the failures of contemporary iconic buildings (Reutskaja and Nueno, 2009; Romaniuk, 2010). The research findings indicated that both architects and developers are extensively focussed on erecting icons, but the results frequently turn out in a negative direction. The ambitions of Starchitects seemed to have contributed to the emergence of inappropriately maintained pieces of architecture in modernity (Romaniuk, 2010). In this sense, it can be argued that the architectural fabric is completely disregarded by Starchitects. Yet, a main problem created with iconic buildings is that they often produce one-lined response, which has become rather problematic for the entire functioning of the cities where these buildings are situated. Assessing the environmental impact of iconic buildings is a complex process relating to the interrelations of factors such as place, function and history (Rybczynski, 2008). Based on the research findings outlined in this study, it is important to state that iconic buildings have completely changed their status in the sense that people more and more start abandoning the idea of iconicity attached to similar pieces of modern architecture. The negative environmental impact of emblematic buildings cannot be ignored in the discussion of the ambitions of Starchitects and how those ambitions reflect in the buildings constructed by them. Changing the status of Starchitects’ buildings from iconic to extraordinary one is indicative of the way the public has altered its perceptions regarding the contributions of modern-day architects. Chapter 5: Conclusion and Recommendations This paper explored the implications of iconicity and hubris relating to architectural pieces created by Starchitects. Numerous aspects associated with this issue have been thoroughly investigated to include different perspectives and instances of hubris, such as economical and political instances of failure, social and ethical instances as well as environmental instances of how the concept of iconicity in modern architecture has been unsuccessful. It has been concluded that these architectural creations are merely economically and socially disruptive egocentric representations of the irrelevant ambitions manifested by Starchitects. The study illustrated how these emblematic constructions built by Starchitects have presented main failures with long-term social and ethical implications (Glendinning, 2012). As a result, it was demonstrated that the creations of Starchitects cannot be perceived anymore as iconic, as the aspect of iconicity has been simply replaced by so-called extraordi nary dimensions of perceiving similar buildings (Martin, 2013). The research method used in this study referred to the framework of non-empirical research analysis, which has been found suitable to meet the study’s main aim and objectives. This type of method allowed for greater flexibility in exploring specific concepts related to the impact of iconicity and hubris on the development of modern architecture (Sudjic, 2005). Moreover, the study identified that architecture has entered into a new stage of development with both positive and negative aspects that should be discussed thoroughly to understand the specific impact of Starchitects’ ambitions (Glendinning, 2012). However, certain limitations can be identified for the present study. The major limitation refers to the use of non-empirical research method. Instead, the researcher could have utilised empirical research method that could have contributed to achieving greater credibility and reliability of research findings (MacNealy, 1998). Another limitation relates to the specific literature that has been selected for obtaining results. Broader literature could have been used to cover the main arguments illustrated in the study (Yanow and Schwartz-Shea, 2010). In terms of recommendations, it is essential to note that the explored subject is quite complex and thus requires the implementation of multiple perspectives to understanding the wide array of impacts relating to the architectural works of Starchitects. Thus, it is recommended to conduct an in-depth primary research involving modern architects from different countries, as they can provide insightful suggestions regarding the development of a modern era in architecture (Glendinning, 2012). This recommendation also indicates a solid focus on including suggestions for future research in the field in order to bring the topic of iconicity and hubris of architectural buildings to new horizons of research exploration (Martin, 2013). A potential subject that may be investigated in a future research refers to people’s opinion on the impact of iconic buildings for the long-term development of their cities. References Deleeuw, J., Meijer, E. and Goldstein, H., eds. (2010). Handbook of Multilevel Analysis. Santa Monica, CA: Springer. Glendinning, M. (2012). Architecture’s Evil Empire? The Triumph and Tragedy of Global Modernism. London: Reaktion Books. Jacobs, J. (1961). The Death and Life of Great American Cities. New York: Random House. Kent, F. (2010). Toward an Architecture of Place: Moving beyond Iconic to Extraordinary. Project for Public Spaces [online]. Available at: pps.org/reference/toward-an-architecture-of-place-moving-beyond-iconic-to-extraordinary/ [Accessed on: 18 Oct. 2014]. King, A. D. (1990). ‘Architecture, Capital and the Globalization of Culture’. Theory, Culture and Society, vol. 7, pp. 397-411. MacNealy, M. S. (1998). Strategies for Empirical Research in Writing. London: Longman. Marshall, R. (2000). Emerging Urbanity: Global Urban Projects in the Asia Pacific Rim. London: Spon Press. Martin, J. (2013). The Bilbao Effect: If You Build It, Will They Come? The Economist [online]. Available at: economist.com/node/21591708/comments [Accessed on: 18 Oct. 2014]. Reutskaja, E. and Nueno, J. L. (2009). ‘Starchitects, Emblematic Buildings and Their Effects on Urban Economics’. IESE Business School, University of Navarra, pp. 1-20. Romaniuk, O. (2010). Failure of Iconic Architecture. Living Space [online]. Available at: livingspace360.com/index.php/failure-of-iconic-architecture-12484/ [Accessed on: 18 Oct. 2014]. Rybczynski, W. (2008). When Buildings Try Too Hard. The Wall Street Journal [online]. Available at: http://online.wsj.com/articles/SB122731149503149341 [Accessed on: 18 Oct. 2014]. Specht, J. (2014). Architectural Tourism: Building for Urban Travel Destinations. Wiesbaden: Gabler. Sudjic, D. (2005). Can We Still Believe in Iconic Buildings? Prospect Magazine [online]. Available at: prospectmagazine.co.uk/ [Accessed on: 18 Oct. 2014]. Yanow, D. and Schwartz-Shea, P., eds. (2006). Interpretation and Method: Empirical Research Methods and the Interpretive Turn. New York: M. E. Sharpe.

Overview of the Business School Application Process

Overview of the Business School Application Process Business School Applications Defined A business school application is a general term used to describe the application (admissions) process that most business schools use when deciding which students they will admit into a program and which students they will reject.   Components of a business school application vary depending on the school and the level at which you are applying. For example, a selective school may require more application components than a less-selective school. The typical components of a business school application include: Official transcriptsStandardized test scoresRecommendation lettersApplication essays When applying to business school, you will find that the admissions process can be rather extensive. Most of the top business schools are very selective and will look at a variety of factors to determine whether or not you fit with their program. Before you are placed under their microscope, you will want to make sure that you are as prepared as you can possibly be. The rest of this article will focus on business school applications at the graduate level. When to Apply to Business School Begin by applying to your school of choice as soon as possible. Most business schools have either two or three application deadlines/rounds. Applying in the first round will increase your chances of acceptance, because there are more empty spots available. By the time the third round has commenced, many students have already been accepted, which lessens your chances considerably. Read more: MBA Application TimelineRound Admissions StrategyRound Admissions vs Rolling AdmissionsTips for Round Two Applicants Transcripts and Grade Point Average When a business school looks at your transcripts, they are essentially evaluating the courses you took and the grades you achieved. An applicants grade point average (GPA) can be evaluated many different ways depending upon the school. The median GPA for applicants admitted into top business schools is approximately 3.5. If your GPA is less than that, it doesnt mean that you will be excluded from the school of your choice, it simply means that the rest of your application should make up for it. Once you get the grades, youre stuck with them. Make the best of what you have.  Read more: The Role of GPA in Grad School AdmissionsRaise a Bad GPA After the Fact Standardized Tests The GMAT (Graduate Management Admission Test) is a standardized exam used by graduate business schools to assess how well students are likely to do in an MBA program. The GMAT exam measures basic verbal, mathematical, and analytical writing skills. GMAT scores range from 200 to 800. The majority of test takers score between 400 and 600. The median score for applicants admitted into top schools is 700.  Read more: Taking the GMATHow Important is Your GMAT ScoreWhen to Retake the GMAT Recommendation Letters Recommendation letters are an essential part of most business school applications. Many business schools require at least two letters of recommendation (if not three). If you want to truly enhance your application, recommendation letters should be written by someone who knows you very well. A supervisor or an undergraduate professor are common choices.  Read more: Recommendations That Work for Business School Applicants10 Sample Recommendation LettersRecommendation Letters FAQ Business School Application Essays When applying to business school, you may write as many as seven application essays ranging between 2,000 and 4,000 words. Essays are your opportunity to convince your school of choice that you are the right pick for their program.  Writing an application essay is no easy feat. It takes time and hard work, but it’s well worth the effort. A good essay will compliment your application and set you apart from other applicants.  Read more: Seven Tips for a Better Application Essay Admissions Interviews Interview procedures vary depending on the business school you are applying to. In some cases, all applicants are required to interview. In other cases, applicants are only allowed to interview by invitation only.  Preparing for your interview is just as important as preparing for the GMAT. A good interview will not guarantee your acceptance, but a bad interview will surely spell disaster.  Read more: Common Interview QuestionsInterview Dos and Donts

HARRIS Surname Meaning and Origin

HARRIS Surname Meaning and Origin Harris is generally considered to mean son of Harry. The given name Harry is a derivation of Henry, meaning home-ruler. Like many patronymic surnames, the surnames HARRIS and HARRISON are often found used interchangeably in early records - sometimes with the same family. Harris is the 24th most popular surname in the United States according to the 2000 census and the 22nd most common surname in England. Surname Origin: English, WelshAlternate Surname Spellings: HARRISON, HARIS, HARRIES, HARRISS, HARRYS, HARYS, HERRICE, HERRIES Fun Facts The popular Harris Tweed cloth takes its name from the Isle of Harris in Scotland. The cloth was originally handwoven by islanders on the Isles of Harris, Lewis, Uist and Barra in the Outer Hebrides of Scotland, using local wool. Famous People with the Surname HARRIS Arthur Harris - Marshal Arthur Bomber Harris, Commander in Chief of the Royal Air Force Bomber Command during World War IIFranco Harris - NFL running back, Pittsburgh Steelers. Best known for his immaculate reception during a 1972 AFC divisional playoff gameBernard Harris - 1st African-American to walk in spaceJillian Harris - star of the reality TV show The Bachelorette, 5th seasonNeil Patrick Harris - American actorMary Harris - early 1900s labor organizer; best known as Mother Jones Genealogy Resources for the Surname HARRIS Harris Y-DNA Project: If you are a male and have the Harris (or a variant spelling of the) surname, then this Y-DNA project invites you to join to help establish as many Harri lines as possible.HARRIS/HARRIES/HERRIES/HARRISS Genealogy: Genealogist Glenn Gohr has compiled a nice collection of information and genealogy on Thomas Harris (c. 1586 of England and Virginia, as well as general information about the Harris surname.Harris Family Genealogy Forum: Search this popular genealogy forum for the Harris surname to find others who might be researching your ancestors, or post your own Harris query. There is also a separate forum for the HARRISON surname.FamilySearch - HARRIS Genealogy: Find records, queries, and lineage-linked family trees posted for the Harris surname and its variations.HARRIS Surname Family Mailing Lists: RootsWeb hosts several free mailing lists for researchers of the Harris surname.Cousin Connect - HARRIS Genealogy Queries: Read or post genealogy queries for the su rname Harris, and sign up for free notification when new Harris queries are added. DistantCousin.com - HARRIS Genealogy Family History: Free databases and genealogy links for the last name Harris. Cant find your last name listed? Suggest a surname to be added to the Glossary of Surname Meanings Origins. Sources: Cottle, Basil. Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967.Menk, Lars. A Dictionary of German Jewish Surnames. Avotaynu, 2005.Beider, Alexander. A Dictionary of Jewish Surnames from Galicia. Avotaynu, 2004.Hanks, Patrick, and Flavia Hodges. A Dictionary of Surnames. Oxford University Press, 1989.Hanks, Patrick. Dictionary of American Family Names. Oxford University Press, 2003.Smith, Elsdon C. American Surnames. Genealogical Publishing Company, 1997.

Crisis management and its increasing importance in international Literature review - 1

Crisis management and its increasing importance in international operations - Literature review Example Crisis can also be referred to as the critical phase of a situation. It is essentially a time of instability which is soon to see a decisive change that may result into a highly undesirable outcome or an extremely positive product. Executives that are able to estimate and plan for this change in the organization increases his/her tendency to capitalize on the opportunity hidden therein in comparison to the executives that allow the crisis to approach them unprepared. Thus in contrast to the conventional understanding of a crisis, it may be an opportunity rather than a threat. Nevertheless, a crisis is always characterized by a certain level of uncertainty and risk. Crisis management deals with minimization of risk in the uncertainty with a view to providing an individual or an organization with increased control over the circumstances and exercising the function of management leadership. According to Fink (1986), a crisis consists of four distinct stages namely, the stage of prodroma l crisis, the stage of acute crisis, the stage of chronic crisis, and the stage of crisis resolution. In the anatomy of crisis, these four stages are always existent and unchanged. A business manager who recognizes each of these stages gains the competency to address issues of huge organizational significance. In order to make a proactive approach towards intervention, a manager needs to recognize the prodrome. All crises may not necessarily comprise all four stages, though they are present in a vast majority of major crises. If there is a warning stage, that is essentially the prodromal stage of crisis. A prodrome may become hard to recognize at times and may be evident at other times, though if the required action is not taken in time, it may lead to the occurrence of an acute crisis. In a vast majority of cases, when no action is taken, it is a result of obsessive decision making or analysis paralysis within the company. It is the ease with which a crisis can be managed in the st age of prodrome that makes it very important. If the problem is taken care of before its conversion into acute, the process becomes more convenient and reliable. The whole West is a warren of interconnected transmission lines. The power grid in the West is the largest machine that man has ever made – stretching from Canada to Mexico, from the Pacific Coast to the western front of the Rockies †¦ But like any machine, like your lawnmower or your computer or your car, it is susceptible to breakdown. (Hotz and Clifford cited in Mitroff and Anagnos, 2001, p. 12). There is no turning back at the acute stage of crisis in crisis management in many respects. As soon as the organization enters the stage of acute crisis from the prodromal stage and the warnings end up, the ground thus lost can almost never be recovered, though a firm can minimize additional damage by taking necessary actions in time. The key to success is controlling the crisis to the maximum extent. If it seems im possible to control the acute crisis, the management should then try to influence the origin, time, and way of eruption of the crisis. One of the most fundamental challenges that managers encounter while dealing with the crisis in the acute stage despite being ready for it is the intensity and enormity of speed that is often an essential characteristic of the acute stage of crisis. The kind of crisis determines the speed and the value of probable results determines the intensity of this stage.