Case Study, University's President Study Example | Topics and Well Written Essays - 1000 words

, University's President - Case Study Example Moreover, rather than providing access to a pension plan or a severance package immediately after the incident came to light or upon firing Dr. Jameson, the university instead dragged their collective feet and only seemed to withdraw such an offer after a broad outcry within and without of the university; further hurting the university’s credibility. 2. What do you think would have been the best way for legal authorities to have dealt with Jameson's behaviour? As was described in the case, the legal authorities that dealt with this particular case acted in the only reasonsable way that they could have. The evidence was gathered, individuals were interviewed, and after it was proven that the calls originated from the private office of Dr. Jameson official charges were announced. Many might counter that these charges were too lenient; however, the fact remains that even though these calls were reprehensible, Dr. Jameson did not in fact engage in any of the activities that he dis cussed. 3. Was it a wise decision to allow Dr Jameson to once again teach courses to (under)graduate students? Why (not)? It is the strong belief of this student that the decision to allow Dr Jameson to resign was entirely incongruous with the allowance that he remained tenured and on staff as a lecturer. If the offense that Dr Jameson was required to resign from was so severe that the university could not afford the backlash of retaining him as the university president it was therefore also so severe as to warrant that he be dismissed or forced to resign from any and all other positions with which he could represent the university; to include his teaching position. 4. Could Dr Jameson in your opinion be reappointed at some future time as a president of a university? To say categorically that Dr Jameson could not be reappointed at some time in the future is a broad and categorical statement to make; however, it is the belief of this student that to do so would be to minimize the inc ident that precipitated his fall in the first place. Although Dr Jameson may have many good factors associated with his work and the level of dedication, notoriety, and esteem that he brought to the university, the fact of the matter is that his actions have necessarily precluded any possibility that he should reasonably expect to return to the university and continue to play a part in its direction. 5. Discuss how students, faculty, victims, the wider community and the Board of Trustees probably feel about the fact that Dr Jameson is teaching again. With regards to the broad campus wide sentiment, there appears to be a state of astonishment on the part of both faculty and students with regards to the fact that Dr Jameson is allowed to be on campus and teaching no less. Moreover, such an action does little to bolster the feelings of those within the university that the board of trustees and others are capable of making informed and moral decisions not affected by

America's Court Essay Example | Topics and Well Written Essays - 2500 words

America's Court - Essay Example As observed in the preface, Supreme Court justices and all other holders of positions under the federal judiciary are tenured to serve for as long as they live and can only be ousted from office by impeachment, a process which has not dismissed yet from the service any justice of the United States Supreme Court. The justices are not as particular as with the high officials in the executive and legislative branches of the United States government as far as concerning media releases. They are of the contention that what is more important is that the public, the lawyers and the judges, both in the federal and state levels, know and understand the rationale and wisdom in their decisions and the opinions stated therein. That explains why the high court did not have formal office for more than a hundred years that would supposedly attend to media matters. However, Chief Justice Warren Burger, with his activist stance, was personally of the view that the press sector could not just be simpl y disregarded. The Supreme Court was provided with its own building in 1935. It was only during this time that the judicial highness hired a Press Clerk in the person of one Banning Whittington, once a reporter of the United Press. The move was intended to accommodate the resident press people. Ultimately, it was deemed necessary to have a Public Information Officer who would connect and relate with and between the judiciary branch, the press, the public and, at times, the people from the movie industry. The justices then believed that the person to fill up the position should not be a lawyer in order to avoid a situation where the latter might venture into giving opinions to the inquiring public with regards to a decision or pending resolution of the high court. Along that line, a situation where the personal interpretation of the office holder might pose

Frankenstein, Blade Runner Context Essay Example for Free

Frankenstein, Blade Runner Context Essay Good morning/ afternoon miss, today I will be speaking about the themes of two texts and the context in which they were written. The two texts ‘Frankenstein’ and ‘Blade Runner’ both embody themes of science, creation and nature that are reflected in the author’s life and what was happening in the world around them. By examining Mary Shelley’s life we can see many of the key themes of her time reflected in Frankenstein. The novel Frankenstein was written in 1818 and follows the story of a scientist, Victor Frankenstein and his quest for creating life. However his experiment goes wrong as his creature goes on a rampage after he has been rejected. One theme from this novel that is part of Shelley’s life is the natural world. The theme of the sublime natural world was embraced by Romanticists such as Mary Shelley who, in their writing, glorify the natural environment. By showing nature as a powerful force it gives an idea that nature is a great and controlling force, somewhat god like. Victor, depressed after the deaths of William and Justine for which he feels responsible for, heads to the mountains. A cold†¦ breeze†¦ upon my cheeks †¦ fills me with delight† is a shortened quote from Victor which expresses his feelings towards nature as a joyous one. The influence of nature on mood is evident throughout the novel and just like Victor feeling happy in the embrace of nature; the monster also feels his heart lighten as spring arrives after a being abandoned in the cold winter. â€Å"The weather became fine and the skies cloudless†. Contrasting to Frankenstein that explores the beauty of nature, Blade runner explores how when the natural environment fades the consequences for both humans and the planet are terrible. Blade Runner is a film directed by Riddley Scott in 1982 and follows the story of a blade runner named Deckard as he sets out on destroying artificial humans known as replicants. In the 1980s many Americans, including Scott feared their country was in a great decline and depression of the war and industrialization. These somber themes are evident within the film. At the beginning of the film we see a montage of manmade buildings and structures that overwhelm the landscape as there are no natural elements. Symbolism is very important in this opening scene as we also see setting in the background, the sun. The sun setting symbolizes the end of the earth and that humans are entering into the dark. Rain in many parts of this film and is used as a visual metaphor to suggest that nature is crying for its destruction by humanity. The effect of this impression is that when nature dies everything will mourn. The setting of this post apocalyptic film is not the only thing that has been urbanised. Many animals have been created artificially. When Deckard first goes to Tyrell he is shown an artificial owl, to which he responds â€Å"must be expensive†. The repetition of animals being artificial and expensive highlights that nothing natural remains and that nature has been taken over by commerce. Scott uses the animals as a symbol to represent how artificial the world has become. Another theme that is evident in both Frankenstein and Blade Runner is science and creation. Frankenstein was written in a period of technological advancement where science was just beginning to take shape and the thought of recreating life was evident. An event in Shelley’s life that impacted her was the work of Luigi Galvani who discovered that the muscles of dead frog’s legs twitched when struck by a electricity. This advancement leads Shelley to critique the ideals of science contrasting to the value of nature. Shelley is clear on her feelings about the use and abuse of technology. The reanimation of a man from the dead can be useful so we can always be with loved ones, but what responsibility should we take once we bring people back from the dead? How far can we go in raising the dead without destroying the living? Shelley seems to portray the idea that man cannot handle becoming like God without difficulty. Victor Frankenstein learns all he can about the field of science, both before, during, and after his work at the university and is continuously obsessed with creating life. The effect of uses a character obsessed with creating life, then later rejecting it further shows how Shelley feels about miss using technology. Similarly to Frankenstein, Blade Runner also questions the values of science and creation. Scott created his film when industrialization and when technology is rapidly becoming part of everyday life. As the creator of the replicants, Tyrell simply creates the androids for money and power then immediately outcasts them. Scott makes the company of Tyrell seem very dark and large to emphasize his power within the city. Both Mary Shelley and Riddley Scott draw inspiration from the events and other themes that are impacting their life, whether it is nature, the advancement of technology or creation issues at the time of writing.

Planeación estratégica

Planeacià ³n estratà ©gica REPASO DE CONCEPTOS Bà SICOS Planeacià ³n: Proceso de establecer objetivos y escoger el medio mà ¡s apropiado para el logro de los mismos. Planeacià ³n estratà ©gica: Proceso por el cual los miembros guà ­a de una organizacià ³n prevà ©n su futuro y desarrolla los procedimientos y operaciones necesarias para alcanzarlo. La planeacià ³n estratà ©gica debe de responder a 3 preguntas:  ¿Hacia dà ³nde va?  ¿Cuà ¡l es el entorno?  ¿Cà ³mo lograrlo? La estrategia se involucra en 6 factores crà ­ticos Desarrollo consistente, explicito y proactivo Medio para establecer el propà ³sito en la organizacià ³n basado en los objetivos de largo plazo, planes de accià ³n y asignacià ³n de recursos En quà © tipo de negocio se està ¡ La estrategia representa una respuesta al FODA para la ventaja competitiva La estrategia ayuda a diferenciar las tareas ejecutivas y administrativas y los roles a nivel corporativo de negocio y funcionales. Constituye una forma de definir la contribucià ³n econà ³mica y no econà ³mica que la organizacià ³n harà ¡ a sus grupos de interà ©s, su razà ³n de ser. Administracià ³n estratà ©gica: Es la ejecucià ³n de la planeacià ³n estratà ©gica. Planeacià ³n tà ¡ctica y operativa: Se relacionan a cà ³mo hacer el trabajo, mientras que la planeacià ³n estratà ©gica se dedica a decir quà © se debe hacer. DIRECCIONAMIENTO ESTRATÉGICO: Es una disciplina que a travà ©s de un proceso denominado planeacià ³n estratà ©gica compila la estrategia de mercado que define la orientacià ³n de los productos y servicios hacia el mercado.  ¿Por quà © es importante desarrollar un plan estratà ©gico? La necesidad de contar con una visià ³n comà ºn y un sentido de trabajo en equipo El deseo de controlar el destino de la empresa El afà ¡n de obtener mà ¡s recursos para la operacià ³n. La percepcià ³n de que los à ©xitos operativos actuales de la compaà ±Ãƒ ­a no eran garantà ­a para el futuro La necesidad de salir de los problemas La oportunidad de explotar un nueva coyuntura o abordar una nueva amenaza. La necesidad de pasarse la antorcha y cargarla cuando hay relevos en la direccià ³n. La planeacià ³n puede tener 4 enfoques: Reactiva o planeacià ³n a travà ©s del espejo retrovisor Inactiva o que va con la corriente Preactiva o que se prepara para el futuro Proactiva o que diseà ±a el futuro y hace que à ©ste suceda. ESTRATEGIAS Para el diseà ±o de la estrategia del negocio se debe conocer el perfil estratà ©gico de la empresa, el cual incluye: Su enfoque de innovacià ³n Su orientacià ³n hacia la toma de riesgos Su capacidad de crear el futuro en forma proactiva Su posicià ³n competitiva Elementos del diseà ±o de la estrategia del negocio: Identificar las principales là ­neas de negocios o actividades estratà ©gicas que la empresa desarrollara para cumplir su misià ³n. Establecer los indicadores crà ­ticos de à ©xito que permitirà ¡n a la organizacià ³n al progreso en cada là ­nea de negocio. Identificar las acciones estratà ©gicas mediante las cuales la empresa lograrà ¡ su visià ³n de la condicià ³n futura ideal. Determinar la cultura necesaria para apoyar el logro de las là ­neas de negocio, los indicadores crà ­ticos de à ©xito y las acciones estratà ©gicas. Grandes estrategias: Una gran estrategia consiste en un enfoque amplio y general que guà ­a las acciones de una là ­nea de negocio. Las grandes estrategias indican la manera como se pretenden lograr los planes estratà ©gicos de cada là ­nea de negocio. Pierce y Robinson identifican 12 grandes estrategias: Crecimiento concentrado o concentrarse en un solo producto que haya sido el soporte rentable de la organizacià ³n. Desarrollo del mercado, es decir, agregar nuevos consumidores a los mercados relacionados. Desarrollo de productos, es decir, crear productos nuevos y relacionados que se puedan vender en los mercados existentes. Innovacià ³n, o generacià ³n de productos tan novedosos y superiores que los existentes se vuelvan obsoletos. Integracià ³n horizontal, es decir, adquirir o fusionarse con una organizacià ³n similar, para reducir la competencia. Integracià ³n vertical: desarrollar una red interna de suministros o desarrollar un sistema de distribucià ³n interna que acerque mà ¡s la compaà ±Ãƒ ­a a sus usuarios finales. Joint-venture o hacer equipo con otra organizacià ³n para desarrollar un nuevo producto o mercado. Diversificacià ³n concà ©ntrica: adquirir o fusionarse con otras empresas que sean compatibles con la tecnologà ­a, mercados o productos de la empresa. Diversificacià ³n: adquirir o fusionarse con una compaà ±Ãƒ ­a que equilibre sus fortalezas y debilidades. Atrincheramiento o reversar las tendencias negativas en las utilidades mediante una variedad de mà ©todos de reduccià ³n de costos. Desistimiento: vender por completo o cerrar definitivamente un segmento de la organizacià ³n. Liquidacià ³n o venta total de la compaà ±Ãƒ ­a de acuerdo con sus activos tangibles y cierre definitivo. MODELO DE PLANEACIÓN ESTRATÉGICA (PE) Para la realizacià ³n de un plan estratà ©gico es necesario seguir los siguientes pasos: 1. Planeacià ³n para planear: Obtener respuestas antes de la inicializacià ³n de cualquier proceso de planeacià ³n. (Quien, cuando, donde, como.) 2. Monitoreo del entorno: Se debe monitorear 4 entornos principales: Macroentorno Industrial Competitivo Interno de la organizacià ³n 3. Bà ºsqueda de valores: Consiste en un examen de los valores actuales, la filosofà ­a de trabajo, los supuestos en las operaciones, la cultura organizacional, los valores de los grupos de interà ©s en su futuro. Valor segà ºn Rokeach: una conviccià ³n permanente de que una forma especà ­fica de conducta o estado final de existencia se prefiere de manera personal o social ante una forma opuesta de conducta o condicià ³n final de existencia. 4. Formulacià ³n de la misià ³n: Desarrollar un enunciado claro del tipo de negocio en que se halla la compaà ±Ãƒ ­a. (Que, para quien, cà ³mo y por quà ©.) 5. Diseà ±o de la estrategia de negocio: Implica el intento inicial de la organizacià ³n para descubrir en detalle los pasos a travà ©s de los cuales se logra la misià ³n de la organizacià ³n. Acciones del proceso de diseà ±o: Identificar: LDN: productos o servicios que ofrecerà ¡ la organizacià ³n en el futuro. Establecer: ICE: indicadores crà ­ticos de à ©xito. Identificar acciones estratà ©gicas mediante las cuales la empresa lograrà ¡ su visià ³n de la condicià ³n futura ideal. Determinar la cultura necesaria para apoyar a las 3 anteriores. 6. Auditoria del desempeà ±o: Desarrollar una comprensià ³n clara de del desempeà ±o actual. FODA, el propà ³sito es poder proporcionar datos para el anà ¡lisis de brechas. 7. Anà ¡lisis de Brechas: Identificar las brechas entre el desempeà ±o actual y el desempeà ±o que se requiere para la exitosa realizacià ³n del modelo de estrategia del negocio. Evaluacià ³n de la realidad vs auditoria del desempeà ±o. El fin es cerrar las brechas entre lo actual y lo deseado en la estrategia de negocios, para ello està ¡n: Ampliar el tiempo para lograr el objetivo, Reducir el alcance del objetivo, Reasignar los recursos y obtener nuevos recursos. 8. Integracià ³n de los planes de accià ³n: Cada LDN debe desarrollar estrategias o planes maestros de negocios. Diversas unidades deben desarrollar planes operativos con base al plan. Pierce y Robinson hablan de 12 estrategias diferentes que se pueden implementar: Crecimiento Concentrado (en un solo producto) Desarrollo de Mercado Desarrollo del producto (crear nuevos bienes) Innovacià ³n Integracià ³n Horizontal Integracià ³n vertical Joint Venture ( Unirse solo para formar un nuevo producto) Diversificacià ³n concà ©ntrica ( adquirir o fusionarse con compaà ±Ãƒ ­as compatibles) Diversificacià ³n Atrincheramiento ( reduccià ³n de costos ) Desposeimiento Liquidacià ³n 9. Planeacià ³n de Contingencias: La planeacià ³n de contingencias implica: Identificar las amenazas y las oportunidades internas y externas Desarrollar puntos de partida a fin de iniciar acciones para cada contingencia Acordar los pasos respectivos para cada punto de partida 10. Implementacià ³n: Implica la iniciacià ³n concurrente de de varios planes tà ¡cticos y operativos diseà ±ados en el nivel funcional mas el monitoreo y la integracià ³n de los planes a nivel organizacional. DEFINICIÓN DE LOS VALORES DE LA ORGANIZACIÓN: La bà ºsqueda de valores en la planeacià ³n estratà ©gica aplicada involucra un anà ¡lisis profundo de los siguientes 5 elementos: Los valores personales del equipo de planeacià ³n Los valores de la organizacià ³n como un todo La filosofà ­a de la organizacià ³n La cultura de la organizacià ³n Los grupos de interà ©s de la organizacià ³n Como manejar las diferencias de valores personales: No pasar por alto un escozor Trabajar en la diferencia antes que se convierta en un problema. Las personas que tienen diferencias deben dialogar y tratar de resolverlas por sus propias cuentas Es bueno solicitar sugerencias al consultor sobre como acercarse a la otra persona o como definir el asunto de la mejor manera. Si alguien se acerca a usted con una diferencia de valores debe estar dispuesto a trabajar con ella sobre ese problema. Si despuà ©s de haber intentado solucionar el problema por su propia cuenta, no hay ningà ºn cambio, debe buscar la ayuda de un consultor. Si un individuo se queja ante usted de los valores de otra persona, motà ­velo a analizar el asunto con dicha persona. ANà LISIS Y MONITOREO DEL ENTORNO: Dos aspectos del proceso y alcance del monitoreo del entorno: a. Tipos de informacià ³n obtenida y la forma como se debe utilizar esta b. Efectividad del sistema de compilacià ³n, almacenamiento, procesamiento, integracià ³n y difusià ³n de la informacià ³n. La informacià ³n debe identificar oportunidades y amenazas emergentes en el entorno externo. Luego debe identificar sus fortalezas y debilidades para responder a estas oportunidades y amenazas. Se deben examinar con regularidad 4 entornos: Macroentorno Entorno industrial Entorno competitivo Entorno interno organizacional Aspectos econà ³micos: Tasas de interà ©s, Ciclo del negocio (afecta a la contraccià ³n expansià ³n) 5 pasos para el sistema de bà ºsqueda de informacià ³n estratà ©gica: Identificar las necesidades de informacià ³n de la empresa en especial para la siguiente fase de la planeacià ³n estratà ©gica. Generar una lista de fuentes de informacià ³n que proporcionen datos esenciales. Identificar a quienes participaran en el proceso de monitoreo del entorno (no miembros del equipo de planeacià ³n). Asignar tareas de monitoreo a varios miembros de la organizacià ³n Almacenar y difundir la informacià ³n AUDITORIA DEL DESEMPEÑO: El equipo de planeacià ³n debe evaluar donde se encuentra la organizacià ³n actualmente con respeto a: Perfil estratà ©gico  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   LDN  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Estrategias  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Cultura 1. Anà ¡lisis FODA: Fortalezas y debilidades internas: Identificar las debilidades que es necesario manejar o evitar cuando se formule el plan y asà ­ mismo las fortalezas que se pueden aprovechar para lograr el futuro deseado. Oportunidades y amenazas externas: El equipo de planeacià ³n debe estudiar competidores, proveedores, mercados y clientes, tendencias econà ³micas, condiciones del mercado laboral y reglamentos gubernamentales en todos los niveles que puedan influir en la empresa, en forma negativa o positiva. La auditoria del desempeà ±o interno debe cumplir con 5 à ¡reas clave: El estado de cada uno de las là ­neas de negocio actuales de la organizacià ³n y sus recursos no aprovechados con relacià ³n a cualquier là ­nea de negocio que se pueda agregar. El estado de sus sistemas de seguimiento, es decir, la disponibilidad de los indicadores crà ­ticos de à ©xito identificados en el diseà ±o de la estrategia del negocio. El perfil estratà ©gico de la organizacià ³n, en especial, sus niveles de creatividad, sus niveles usuales de toma de riesgos y su enfoque de la competencia. Los recursos del sistema para ejecutar las diversas estrategias que la empresa ha escogido a fin de lograr su misià ³n, incluidas su estructura y talento administrativo. Un anà ¡lisis de la cultura organizacional actual, incluida su actual forma de realizar los negocios. 2. Là ­neas de negocio: El primer paso en la auditoria del desempeà ±o interno consiste en analizar cada là ­nea de negocio existente. Se debe tratar de utilizar los indicadores crà ­ticos de à ©xito establecidos durante el diseà ±o de la estrategia de negocio. Esto permitirà ¡ determinar si hay un sistema de seguimiento adecuado o planear uno en caso de que sea necesario. 3. Sistemas de seguimiento: La auditoria del desempeà ±o interno, que requiere la compilacià ³n y estudio de una variedad de indicadores del desempeà ±o, representa un examen general del desempeà ±o recuente de la organizacià ³n en tà ©rminos de los à ­ndices bà ¡scios de desempeà ±o que se hayan identificado como decisivos en el perfil estratà ©gico. Algunos ejemplos son: Flujo de caja, crecimiento, contratacià ³n, tecnologà ­a, operaciones, TIR. 4. Perfil estratà ©gico Es necesario incluir los siguientes 4 factores en el perfil estratà ©gico de la compaà ±Ãƒ ­a: El nivel de creatividad Utilizacià ³n previa en la construccià ³n del futuro en forma proactiva Su orientacià ³n hacia la toma de riesgos Su posicià ³n competitiva tà ­pica Cuando la compaà ±Ãƒ ­a se fundamenta en estos factores su perfil estratà ©gico proporciona un contexto para comprender como empezara a ejecutar cualquier plan estratà ©gico. 5. Anà ¡lisis de los recursos: Para hacer este anà ¡lisis se debe hacer la siguiente pregunta:  ¿Cuà ¡les son los recursos actuales del sistema? Debe incluir competencias de personas, vacà ­os a llenar y cà ³mo hacerlo, recursos financieros para el crecimiento y como podrà ­an enfrentarse, etc. 6. Cultura Organizacional:  ¿De quà © manera ayuda o interfiere con la consecucià ³n de su misià ³n? Un mà ©todo para organizar las diversas impresiones de la cultura de la empresa consiste en utilizar el modelo de Harrison y Stokes hay 4 diferentes tipos de cultura organizacional: Cultura del poder Cultura del rol Cultura del logro Cultura del apoyo 7. Herramientas analà ­ticas adicionales: Ciclo de vida Los productos o servicios determinados progresan a travà ©s de una serie de etapas identificadas como un ciclo de vida. Las etapas son surgimiento, crecimiento, madurez y decadencia. Se debe identificar en que etapa del ciclo se encuentra cada LDN y en cual se hallan los productos o servicios clave. Anà ¡lisis de portafolio BCG: Los productos o servicios se catalogan en perro, vaca lechera, signo de interrogacià ³n o nià ±o problema, de acuerdo a las utilidades y volumen de ventas. 9. Oportunidades y amenazas externas: Se deben incluir los siguientes entornos: Entorno industrial: Cliente, disponibilidad MP, mezcla actual de marketing, ciclo de vida de la industria Competitivo: Intensidad de la rivalidad, amenaza de nuevos competidores, poder negociacià ³n de compradores, poder de negociacià ³n de los proveedores, la presià ³n de sustitutos. General: Econà ³mico, social, polà ­tico Especà ­fico: Aspectos no competitivos del entorno industrial, clientes, disponibilidad de materia prima, mezcla de marketing, ciclo de vida de la industria. ANà LISIS FODA: Despuà ©s de desarrollar el plan estratà ©gico, el equipo de planeacià ³n debe avaluar en donde se encuentra la organizacià ³n actualmente con respecto a cada uno de los aspectos. Es decir, se debe hacer una auditoria del desempeà ±o. Esto constituye un esfuerzo para identificar que es y donde se encuentra la organizacià ³n en la actualidad. Implica un estudio profundo y simultà ¡neo, tanto de sus debilidades y fortalezas internas, como de aquellos factores externos, es decir, oportunidades y amenazas que afronta la empresa. Una forma de hacer esta evaluacià ³n es utilizando la herramienta FODA: Fortalezas y debilidades internas: Identificar las debilidades que es necesario manejar o evitar cuando se formule el plan y asà ­ mismo las fortalezas que se pueden aprovechar para lograr el futuro deseado. Oportunidades y amenazas externas: El equipo de planeacià ³n debe estudiar competidores, proveedores, mercados y clientes, tendencias econà ³micas, condiciones del mercado laboral y reglamentos gubernamentales en todos los niveles que puedan influir en la empresa, en forma negativa o positiva. La auditoria del desempeà ±o interno debe cumplir con 5 à ¡reas clave: El estado de cada uno de las là ­neas de negocio actuales de la organizacià ³n y sus recursos no aprovechados con relacià ³n a cualquier là ­nea de negocio que se pueda agregar. El estado de sus sistemas de seguimiento, es decir, la disponibilidad de los indicadores crà ­ticos de à ©xito identificados en el diseà ±o de la estrategia del negocio. El perfil estratà ©gico de la organizacià ³n, en especial, sus niveles de creatividad, sus niveles usuales de toma de riesgos y su enfoque de la competencia. Los recursos del sistema para ejecutar las diversas estrategias que la empresa ha escogido a fin de lograr su misià ³n, incluidas su estructura y talento administrativo. Un anà ¡lisis de la cultura organizacional actual, incluida su actual forma de realizar los negocios. FORMULACIÓN DE LA VISIÓN Y LA MISIÓN: Este paso le sigue a la definicià ³n de los valores de la empresa, ya que tanto la misià ³n como la visià ³n deben ser congruentes con los valores establecidos. Una declaracià ³n de la misià ³n dirige la razà ³n de ser fundamental de la empresa y especifica el rol principal que esta va a desempeà ±ar en su entorno. Al formular la declaracià ³n de la misià ³n, una organizacià ³n debe responder 4 preguntas fundamentales:  ¿Quà © funciones desempeà ±a la compaà ±Ãƒ ­a?  ¿Para quià ©n desempeà ±a esta funcià ³n la compaà ±Ãƒ ­a?  ¿Cà ³mo va la compaà ±Ãƒ ­a en el cumplimiento de su funcià ³n?  ¿Por quà © existe la compaà ±Ãƒ ­a? Fuerzas conductoras Otro factor importante que se debe considerar es identificar y dar prioridad a las fuerzas conductoras de la empresa. Hay 8 categorà ­as bà ¡sicas: Productos ofrecidos Mercado atendido Tecnologà ­a Capacidad de produccià ³n a bajo costo Capacidad de operaciones Mà ©todo de distribucià ³n / venta Recursos naturales Utilidad / retorno

holes Essays -- essays research papers

I.S.228   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Justin Havens 703  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   12/24/04 Holes Louis Sachar Fiction   Ã‚  Ã‚  Ã‚  Ã‚  Holes is about a boy named Stanley Yelnats. Stanley has been sent to camp green lake (a juvenile center). He was arrested, and later guilty for stealing a pair of shoes. Back at school, there was a bully named Derrick Dunne. Derrick used to torment Stanley. The teachers never took Stanley’s complaints seriously, because Derrick was so much smaller than Stanley. Some teachers even seemed to find it weird that a little boy like Derrick could pick on someone as big as Stanley. On the day Stanley was arrested, Derrick had taken Stanley’s notebook and after a long game of come and get it, Derrick finally dropped it in the toilet in the boys’ restroom. By the time Stanley retrieved it he had missed his bus and had to walk home. It was while he was walking home, carrying his wet notebook, with the job of having to copy the ruined pages that were messed up, that the sneakers fell from the sky. He didn’t know what they were or whom they were fro m so he kept them. Then Stanley heard sirens and ran, he didn’t know why he ran but he kept on running. Later Stanley found out that the shoes belonged to Clyde Livingston A.K.A sweet feet, his favorite pro athlete. He also found out that the shoes were going to a homeless shelter. So Stanley was in trouble. The judge gave him a choice. â€Å"You can go to camp green lake, or to jail†. Stanley never had been to camp before so he chose camp. Stanley then was on the bus for 8 hours. When he got to camp green lake there was no lake, there wasn’t any grass all there wasn’t anything but empty space. Then Stanley went to the Warden; the rules were presented to him there. He was to do dig a hole 5 feet in diameter and 5 feet deep. But there really was one rule don’t mess with the warden. He was introduced to his tent then he started digging hole first thing every morning af... ...when Stanley did the same thing that Madame Zeroni said he broke the curse. They ate onions and drunk water while they were up there, remember yellow spotted lizards don’t like onions. When Stanley put all of the clues together he remembered the hole he found the tube of lipstick in and dug around it and found the treasure. Yellow spotted lizard was all around it but still they ate onions. The warden caught them and thanked them for there help, and Mr. Pendanski pointed out that Stanley’s lawyer came the day before and found out that he was innocent. The next morning the lizards still haven’t made a scratch but then Stanley’s lawyer came to get Stanley. As soon as Stanley came out because the Warden lied on him, and after that the warden wanted they treasure but she couldn’t because it said his name on it and it was his property but Stanley couldn’t leave zero so they were looking for his file but the warden threw it out he ran away. So w hen there wasn’t a file it was a little weird to the lawyer so they just took him and he hired a team of private investigators to find her. When they did they lived next to each other and that’s the story of holes.   Ã‚  Ã‚  Ã‚  Ã‚  

Techno Music :: essays research papers

Techno Electronic music has been around since the late 60's and is now a very popular type of music among many poeple. My favorite genre of electronic music is Techno. Techno is a hard edge driven dance music that contains electronic sounds, high-energy, and a rhythmic beat. The sounds can range from simple beats of a drum to TV and movie dialogue or siren screams. Around 1986, there was a scene in Detroit which began spinning a futuristic kind of music. The DJ's began experimenting with electronic music and playing it in their clubs. This type of music slowly gained popularity and developed its own sub-genres and underground fan base. The term techno has been used in order to describe many kinds of electronic music. The first type of techno that was developed was loosely called Minimal Techno or Detroit. It was just a simple rhythm with a small number of eletronic sounds. In my personal opinion, this is not an interesting genre. Although minimal techno was the true budding point of Techno I always thought is was boing compared to other more advanced music that is now available. I would compare it with the relation between a string quartet against the power of a big orchestra. The next sub-genre is my favorite. Trance is one of the most popular style of Techno at large parties. Trance all started in Germany in the beginning of the nineties at a party called "Age of Love", where DJ Sakin played the first trance song ever: "Protect Your Mind". It was a huge hit and helped trance become one of the most popular forms of techno. The beats in Trance music tend to be louder than in other genres, which makes the music "hotter". The bass often fluxuates between high and low sounds mixed with a dreamy and spacy sound. To be more specific trance music contains many drum climaxes and wavy sounds. Trance music also branched into it's own sub-genres such as Goa. Goa is similar to trance only more psychedelic. It uses more trippy sounds and wibbly noises layered on each other. Harder versions of techno are kown as Hardcore. Hardcore is aggressive, frenzied, occasionally abrasive, and generally sounds like chaos. About 1992, hardcore evolved in two directions; darkside and happy hardcore. Darkside was more evil sounding and had extremely hard base. In happy hardcore the speed was turned up, cheesey pianos were added, and happy vocals.

Career Development Essay

In my profession as a career counsellor I will take a holistic approach to a client’s circumstances. It is important, I think, not only look at a clients career path but also to examine a clients life as a whole. Through this process, I believe, a superior decision making process will take place. To achieve this aim I will use Parson’s trait and factor (Chapter 2 Trait and Factor Theory, Applying Career Development Theory to Counselling, Richard Sharf 2006), Super’s life-span (Chapter 8, Late Adolescent and Adult Career Development, Applying Career Development Theory to Counselling, Richard Sharf 2006) and Kelly’s constructivist theories (Chapter 10, Constructvist and Narrative Approaches to Career Development, Applying Career Development Theory to Counselling, Richard Sharf 2006). I have chosen option one for my paper because this is the beginning of the counselling process. The initial contact with the client is important and sets the tone for the rest of the counselling process. The quality of the initial contact and information gathering that comes from that is invaluable to the decision making process. I will identify assessment, problem identification and formulation, and goal setting from the phases outlined in option one and discuss these from a counselling phase, practitioner beliefs, theory, and worksite perspectives. Assessment Practitioner Beliefs In the assessment stage the very foundation of the counselling function begins. Through using solid counselling skills such as making good eye contact, asking open ended questions, using continuation responses and expanding techniques I would begin to form a picture of the client’s abilities, values, personality, and interests. This process would be enhanced by the introduction of testing into the formula. The holistic approach I would advocate serves to better the client’s needs as whole, not just career related needs, and also serves as a reminder that every client is unique and has developed an exclusive view of the world and his or her relation to it. The use of eclectic theories, drawing on elements from more than one theory, is paramount in attaining the best possible results for the client and also in maintaining the holistic approach. By using theories in combination I would seek to minimize any weaknesses in any one of them. Trait and Factor Theory In the assessment phase I believe it is important to uncover where a client’s career and life choices have taken them to date, what their current aspirations and desires are and, how they see the future for themselves as a holistic endeavor. In Sharf p. 25, Applying Career Development Theory to Counselling, trait and factor is said to be â€Å"the assessment of characteristics of the person and the job†. This theory is fundamental to Parson’s trait and factor theory and represented the genesis of the career development profession, although it was known as that at the time. Parsons developed a three point process he called â€Å"vocational guidance† in which he saw a one-on one process. This theory, I believe, underpins the whole process of career development theory and, therefore, career counselling. In a counselling situation the client’s broad goal is to seek a better life for his or herself, in uncovering a client’s traits and factors a platform is built on to which the rest of the counselling function relies. Life-span Theory Super, as quoted by Sharf on p. 203 of Applying Career Development Theory to Counselling, (life-span theory) â€Å"makes use of two major concepts: life role and life stage. He espouses that important roles for an adult are, studying, working, community service, home and family, and leisure activities. The importance of these roles to an individual is governed by a person’s participation in the activity, commitment to the activity and how much the activity is valued. In gauging the salience of these factors, at a given time in the client’s history, we can discern his or her attitude to these factors at various stages of their lives. In counselling my emphasis would be on the attitude of the client at the present time and the projection of what it is likely to be in the future. Constructivist Theory On p. 63-264 of Sharf, Applying Career Development Theory to Counselling, Kelly is quoted as stating â€Å"individuals’ careers are a major means of giving one’s life role clarity and meaning. † He also proposes that each individual creates a unique perspective of their world and from this develop values around not only work but life as a whole. If one is to assist a client in achieving, the broad goal, of a better life then looking at life as a whole t hrough their own unique perspective is imperative. Worksite  At this stage of the process the client may or may not have a clear picture of what the worksite may look like. While his or her feelings over this issue are important it is relevant to consider that, in the case where a client does have a picture of a workplace, it may change as the counselling process develops. It is also important to recognize that the client may formulate an ideas around this subject at any time during the counselling process. Problem Identification and Formulation Practitioner Beliefs In my view if the preceding steps are applied with skill and thoroughness any existing problems will become evident. Having identified these problems it is necessary to formulate strategies to overcome them. Problems that may arise are lack of education, incongruence’s in attitude toward family life and the work world and self esteem issues to name but a few. Specific strategies to solve these problems are beyond the scope of this paper and I will therefore confine myself to procedures to uncover them and the theories that can be applied in formulating solutions, not the solutions themselves. Theories Having established the general traits of a client, i. e. abilities, values, personality, and interests, I would employ Super’s life-span theory and Kelly’s constructivist theory to continue to build on the platform established by trait and factor approach. In depicting a clients values by undertaking an exercises such as Super’s â€Å"life-career rainbow† an image forms as to the salience of life roles. These are child, student, leisure, citizen, worker and homemaker. The rainbow pictorially shows which of these elements has been important to the client and when. In addition I would employ the procedures, outlined in Kelly’s constructivist theory, the vocational reptest, laddering techniques and vocational card sets on a case by case basis. I have personal experience of a vocational card set when I completed the â€Å"Personality Dimensions† test at our local career counselling establishment. I found it invaluable in defining both my career objectives and revealing the kind of activities I should not consider undertaking. The question of formulating strategies for solving any inherent problems with a clients work/life roles I would engage in life space mapping as outlined on p. 1-73 from â€Å"Life Space Exploration and Description† by U. Beck in the course reading file. This interactive exercise serves as a brainstorming sessions and greatly assists the problem solving process. Worksite Having assessed the client fully and identified and solved any problems the client should be developing at least the genesis of an idea of what the worksite may look like. In order to bolster this I would encourage the client to engage in some research as to what may reasonable available to him or her. At this point I would suggest resources with labour market information such as www. orkingincanada. gc. ca, www. makingcareersense. org and www. workinfonet. bc. ca . I would strongly suggest that the client commit to having informational interviews with people in the fields of endeavor they are interested, congruently I would undertake some research of my own with a view to assisting the client. Goal Setting Practitioner Beliefs In order for a client to effectively follow a chosen career path it would be incumbent on me assist him or her in developing meaningful goals toward that end. It would be necessary to explore, with the client, the who what and where of their goal setting. I would assist the client in defining specific tasks, such as an informational interview, and outline with whom and when and follow up with the client to get feed-back on his or her experience. I would suggest to the client that building a network of people who are engaged in pursuits congruent with his own aspirations would be helpful. I have gleaned these values from my experiences with our local career counselling organization and have found them very beneficial to my aspirations. Theory The career mapping strategy as previously outlined would also be of value in etting the goals necessary to achieve the change the client has been seeking through counselling process. The theory that informational interviews and networking can be of great assistance, although not in any book I have read, are practiced at our local career counselling organization and have met with success. Worksite In my role in assisting a client to achieve their goals and make the change he or she desired in seeking counselling, I would play a supportive role by following up, with interest, on a clients progress. I would reinforce the idea of networking since a large percentage of positions are never advertised.  If a client is struggling to make the change he or she desires it may be efficacious to revisit one or both of the two previous phases. Conclusion I have assumed, in this paper that a client, seeking employment counselling, recognizes in him or herself the necessity for change. I see my role in the equation as one of exploration, guidance, and as source of information. In the exploration and guidance aspect of the relationship I would use an eclectic approach employing elements from different theories. I believe that this approach will lead to satisfying results for both the client and myself.