Competence Based Recruitment and Selection

MZUMBE UNIVERSITY DAR ES SALAAM BUSINESS SCHOOL PROGAMME OF STUDY: MSC. HUMAN RESOURCE MANAGEMENT COURSE: ADVANCED – HRM STUDENT NAME: SYONI MWAKIPEKE – MSC/HRM/DCC/095/T. 11 Question: Competence based recruitment and selection facilitates career management in organization. Discuss. 1. INTRODUCTION Competence- based Recruitment and selection is used to predict the potential job performance of the applicants. With the help of this method organizations can find best people to achieve their objectives.The different between traditional recruitment and competence based recruitment and selection is that the second one concentrated more on formal, measurable competencies. The process of competency based recruitment and selection 1. 1 Competency Competency is a temporally stable, narrowly defined and trainable talent ability to complete an organizationally valued prospective jot task successfully. Competencies have come up as a conception for naming and managing abilities, know ledge and skills and applying them on many different areas.Once the competency based approach is applied candidates’ performance can be anticipated easier and more exactly. It provides more precise approximation of future performance than the testing of knowledge since it also explains how the knowledge is applied. 1. 2 Competency based recruitment and Selection process The process of competency based recruitment and selection involves eleven steps of which first to four steps explained the recruitment process and the rest that is five to eleven defined how the selection works.Competency based recruitment and Selection process Step 1 Identify HR and Job recruitment needs Step 2 Complete Job or position documentation Step 3 Identify recruitment sources 1 Step 4 Create recruitment materials and implement the recruitment process Step 5 Determine the selection criteria Step 6 Select the applicants Step 7 Train the interviewers and conduct behavioral event interviews with the lead ing candidates Step 8 Complete competency assessment, prepare the selection recommendation list and select the candidate Step 9Verify the selected candidate’s qualification Step 10 Negotiate compensation and benefits package with the successful candidate and extend an employment offer after the package has been accepted, first by the organization and then by the candidate Step 11 Validate the selection Results Figure 1. Competency – based recruitment and selection (Dubois & Rothwell 2004, p. 113) 1. 3 Advantages of Competency-based recruitment and selection process This method results in numerous advantages, for example: a) It is result – oriented; 2 b) Discrimination is out of the question; ) Identifying backups for positions is easier; d) Traditional training times are less; and e) Employees’ performance levels are higher. 2. COMPETENCY MODELS MANAGEMENT In order to carry out competency-based recruitment and selection for a position a competency model i s essential to evaluate applicants. The organization can benefit from competencies by building up competency models not only for a job-role but also for an entire organization. A competency model refers to a group of competencies required in a particular job (OntoHR project 2010a).But obviously this is not the only field that can benefit from the concept of competency. Competency management can make things easier for organization by facilitating the design of job-roles and its competencies according to the organizational objective. Job Design is the next step after the completion of competency model is job design. â€Å"Job design refers to the way tasks is combined to form complete jobs. † (Robbins & Stuart-Kotze, 1987) 2. 1 Challenges of competency-based recruitment However competency-based recruitment and selection has some challenges too, which includes: ?A disciplined approach to job and work analyses is necessary to the preparation for the recruitment and selection proc esses needs more time; ? Inefficient when recruiting unskilled or semiskilled workers. But if the conditions are suitable this can be a highly effective technique to develop an organization’s human capital. 2. 2 ? Benefits of Competency-base recruitment and selection to the Organization When combined with an assessment of knowledge and experience, using competencies improves accuracy in assessing people’s suitability or potential for different jobs. They help prevent interviewers and selectors from making hasty decisions or from assessing interviewees on the basis of characteristics that are not relevant to the job. ? They can be used to help structure the selection process – interview and tests. ? Assessing a candidate against specific competencies clarifies their strengths and weaknesses; making it easier to target any development that may be needed should they be appointed. 3 3.COMPETENCY-BASED RECRUITMENT AND CAREER MANAGEMENT Competency-based recruitment pl ays important role in the organizaton’s career management plans as it facilitates recruitment and selection of employees with the right competencies (skills, knowledge and attitudes) for the job at hand. It helps managers in identification of career path of employee right from the beginning, because most of the job core competencies are likely to focus and shape individual’s career aspirations.This early identification helps in designing a proper training and development plan for individu al employee, these include coaching, mentoring, and other types of training which helps to shape individual’s career path. Once organization has a fair idea about employee’s strengths and weaknesses, attitude and behaviour, values and future aspirations and skills and competencies, they are able to make better use of employee skills and put them at the right place.Competency-based recruitment and selection facilitates succession and retention plan of the organization as it fosters employee competence development and management through competency-based performance management which entrusted managers with the time consuming and worthy job of competency-based performance management through continuous coaching and training of employees so as to ensure that individual potentials are realized, nurtured and developed 4. CONCLUSIONFor modern organizations whether it be private or public, profit or not for profit competencybased recruitment is inevitable if the firm aim at realizing its strategic goals through the use of its most valuable and important resources. In this stiff competition managers have to ensure that, they ultimately utilize their human resources capabilities to realize its strategic objective. Creativity and innovations in managing emplo yee is of greater value in this era especially the attraction, selection and retention of high potential employees.As managers and organizations are moved from tasks accomplishment to result based performa nce, employee recruitment and selection has become very significant in realizing this objective. 4 Management should ensure that recruitment is based on competences that are required for the job in question, these competences has to be realistic and measureable so that managers and employees can work together to ensure realization of these competences hence organizational objectives.Competency-based recruitment and selection goes hand in hand with competencybased performance management, this entails competency-based reward system and career management. Competence based recruitment and selection facilitates career management in organization. Discuss. Submission date 9th June 2012 5 Competence Based Recruitment and Selection MZUMBE UNIVERSITY DAR ES SALAAM BUSINESS SCHOOL PROGAMME OF STUDY: MSC. HUMAN RESOURCE MANAGEMENT COURSE: ADVANCED – HRM STUDENT NAME: SYONI MWAKIPEKE – MSC/HRM/DCC/095/T. 11 Question: Competence based recruitment and selection facilitates career management in organization. Discuss. 1. INTRODUCTION Competence- based Recruitment and selection is used to predict the potential job performance of the applicants. With the help of this method organizations can find best people to achieve their objectives.The different between traditional recruitment and competence based recruitment and selection is that the second one concentrated more on formal, measurable competencies. The process of competency based recruitment and selection 1. 1 Competency Competency is a temporally stable, narrowly defined and trainable talent ability to complete an organizationally valued prospective jot task successfully. Competencies have come up as a conception for naming and managing abilities, know ledge and skills and applying them on many different areas.Once the competency based approach is applied candidates’ performance can be anticipated easier and more exactly. It provides more precise approximation of future performance than the testing of knowledge since it also explains how the knowledge is applied. 1. 2 Competency based recruitment and Selection process The process of competency based recruitment and selection involves eleven steps of which first to four steps explained the recruitment process and the rest that is five to eleven defined how the selection works.Competency based recruitment and Selection process Step 1 Identify HR and Job recruitment needs Step 2 Complete Job or position documentation Step 3 Identify recruitment sources 1 Step 4 Create recruitment materials and implement the recruitment process Step 5 Determine the selection criteria Step 6 Select the applicants Step 7 Train the interviewers and conduct behavioral event interviews with the lead ing candidates Step 8 Complete competency assessment, prepare the selection recommendation list and select the candidate Step 9Verify the selected candidate’s qualification Step 10 Negotiate compensation and benefits package with the successful candidate and extend an employment offer after the package has been accepted, first by the organization and then by the candidate Step 11 Validate the selection Results Figure 1. Competency – based recruitment and selection (Dubois & Rothwell 2004, p. 113) 1. 3 Advantages of Competency-based recruitment and selection process This method results in numerous advantages, for example: a) It is result – oriented; 2 b) Discrimination is out of the question; ) Identifying backups for positions is easier; d) Traditional training times are less; and e) Employees’ performance levels are higher. 2. COMPETENCY MODELS MANAGEMENT In order to carry out competency-based recruitment and selection for a position a competency model i s essential to evaluate applicants. The organization can benefit from competencies by building up competency models not only for a job-role but also for an entire organization. A competency model refers to a group of competencies required in a particular job (OntoHR project 2010a).But obviously this is not the only field that can benefit from the concept of competency. Competency management can make things easier for organization by facilitating the design of job-roles and its competencies according to the organizational objective. Job Design is the next step after the completion of competency model is job design. â€Å"Job design refers to the way tasks is combined to form complete jobs. † (Robbins & Stuart-Kotze, 1987) 2. 1 Challenges of competency-based recruitment However competency-based recruitment and selection has some challenges too, which includes: ?A disciplined approach to job and work analyses is necessary to the preparation for the recruitment and selection proc esses needs more time; ? Inefficient when recruiting unskilled or semiskilled workers. But if the conditions are suitable this can be a highly effective technique to develop an organization’s human capital. 2. 2 ? Benefits of Competency-base recruitment and selection to the Organization When combined with an assessment of knowledge and experience, using competencies improves accuracy in assessing people’s suitability or potential for different jobs. They help prevent interviewers and selectors from making hasty decisions or from assessing interviewees on the basis of characteristics that are not relevant to the job. ? They can be used to help structure the selection process – interview and tests. ? Assessing a candidate against specific competencies clarifies their strengths and weaknesses; making it easier to target any development that may be needed should they be appointed. 3 3.COMPETENCY-BASED RECRUITMENT AND CAREER MANAGEMENT Competency-based recruitment pl ays important role in the organizaton’s career management plans as it facilitates recruitment and selection of employees with the right competencies (skills, knowledge and attitudes) for the job at hand. It helps managers in identification of career path of employee right from the beginning, because most of the job core competencies are likely to focus and shape individual’s career aspirations.This early identification helps in designing a proper training and development plan for individu al employee, these include coaching, mentoring, and other types of training which helps to shape individual’s career path. Once organization has a fair idea about employee’s strengths and weaknesses, attitude and behaviour, values and future aspirations and skills and competencies, they are able to make better use of employee skills and put them at the right place.Competency-based recruitment and selection facilitates succession and retention plan of the organization as it fosters employee competence development and management through competency-based performance management which entrusted managers with the time consuming and worthy job of competency-based performance management through continuous coaching and training of employees so as to ensure that individual potentials are realized, nurtured and developed 4. CONCLUSIONFor modern organizations whether it be private or public, profit or not for profit competencybased recruitment is inevitable if the firm aim at realizing its strategic goals through the use of its most valuable and important resources. In this stiff competition managers have to ensure that, they ultimately utilize their human resources capabilities to realize its strategic objective. Creativity and innovations in managing emplo yee is of greater value in this era especially the attraction, selection and retention of high potential employees.As managers and organizations are moved from tasks accomplishment to result based performa nce, employee recruitment and selection has become very significant in realizing this objective. 4 Management should ensure that recruitment is based on competences that are required for the job in question, these competences has to be realistic and measureable so that managers and employees can work together to ensure realization of these competences hence organizational objectives.Competency-based recruitment and selection goes hand in hand with competencybased performance management, this entails competency-based reward system and career management. Competence based recruitment and selection facilitates career management in organization. Discuss. Submission date 9th June 2012 5

How Apple Managed to Reinvent Itself over the Years

Apple Computers: Research on how Apple Managed to Reinvent Itself over the Years Apple computer Inc. currently known with the brand name Apple Inc. is a global corporation that makes end-users electrical products, computer programs, and marketable servers. The company’s main merchandise lines are iPod tune entertainers, iphone, and Macintosh. Apple Inc founders were Steve Wozniak and Steve Jobs who integrated the company on January 3,1977 in California (Young & Simon, 2005). Apple has been predominantly a manufacturer of laptops for example Macintosh, Power Mac, and Apple 1. In the 1990’s, the company faced unsteady vending and stumpy market. During that time Steve Jobs had been expelled but later in 1986, he returned to the company and became the CEO. Apple Corporation purchased another company called neXT and Jobs instilled fresh company policy of identifiable goods and simple devices. In 2001, the iPod melody player became successful making the company the leader in the customers’ electronic business (Sutherland, Ed, 2010). Apple Inc. has had its successes and failures. In 1980, the introduction of Apple 11 was the beginning and the representation of the computer uprising during that period. Although the company had many competitors like the Commodore PET, this product defeated all other products and rapidly personified the other computers in the public awareness. It was highly advertised and its sales increased for three years consecutively. The Apple 11 had an attractive design, incorporated keyboard; ability to plug into any electronic devices like TVs making it successful. Its success was highly motivated by a program called VisiCalc, an initial spreadsheet to surface in the market (Young & Simon, 2005). The company was developing at an unbelievable quick rate. In spite of the achievements, Macintosh auctions started to fall following a hopeful beginning, and internal troubles affected the company. Power struggle among partitions persisted, and deprived account trailing brought about overproduction. Steve jobs introduced a new product in the market called Lisa named after his daughter. After his appointment in Xerox PARC, the venture Lisa became a distress too. The major challenge was to plan a real product. The company had also suffered a big blow due to the CEO’s bad publicity. The company was later re-organized. In 1980, Apple 111 became a catastrophe in the market because of many flaws. Lisa too was a disappointment to the company. Accepting to go public, Apple Inc. became successful again. Some of the successes related directly to the company’s culture are its ability to stand out even over other competitors like IBM because of its initiators. The company has a status of nurturing individualism and distinction that dependably draws skilled people to its employment especially after Steve Job’s return to the company. The company’s slogans and logos too have influenced its success. Apple Inc. merchandise commercial increased its reputation for initiating musicians into prominence (Sutherland, Ed, 2010). The company has also experienced product loyalty from its users. In conclusion, Apple Inc formerly known as Apple computer Inc. s an international company, which formulates consumers’ electrical products, computer programs, and viable servers with some of its products including iPod tune entertainers, iphone, and Macintosh. The Apple Inc. has gone through some of its successes and failures. Introduction of Apple 11 in 1980 was the commencement and the image of the computer unrest throughout that era. The company has also enjoyed its success because of various attributes such as its motto, symbol, the compa ny’s ability to raise celebrities to recognition, and the loyalty portrayed by some of the company’s consumers. Some of the failures experienced by the company were the introduction of Apple 111, Lisa project, and the continuous change of management. References Sutherland, Ed (October 29, 2010). Apple Tops Microsoft Revenue in Third Quarter. Retrieved from http://www. cultofmac. com/apple-tops-microsoft-revenue-in-third-quarter/66698. Young, Jeffrey; William L. Simon (2005). ICon Steve Jobs: The greatest second act in the history of business. Hoboken, NJ: John Wiley & Sons.

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Open Skies Essay Example | Topics and Well Written Essays - 1500 words

Open Skies - Essay Example The modern aviation sector has grown considerably in the past few decades and its emerging commercial perspective has led most people to question whether there should be more intergovernmental efforts and co-operation to respond to the new business environment. Air transport services have experienced the most dynamic recent growth of all sectors in the vitally important transport industry. With regards to the Open Skies Policy it has to be noted that Air transport is crucial to international trade.Eversice the year 1944(under the auspices of the Chicago Conference of 1944) it has been under a complex regulatory system . Overall there are little if any international agreements in this regard and so far the position has been that there have been a lot of bilateral agreements between countries dominating the aviation industry ever since. The success of these open skies agreements depends to a large extent upon the political relationships between countries.Few countries would want to see a rival country save fuel and expenses and attract more tourists and consumers at the cost of its own AirSpace.Therefore even though over the past few decades the some relaxation has taken place in a few countries, Commercial flights are still subject to heavy regulations on their air routes and subject to almost three thousand forms of Bilateral Agreements.This is particularly true with regards to the Pacific regions that poses a great challenges in providing basic transport services in terms of routes and fares.The use of such agreements would indeed eradicate the varying levels of infrastructure development, the high costs and other related problems in this sector.This is because all commercial carriers are facing diseconomies of scale due to not being able to use their air planes to their full potential and are facing increasingl y difficult conditions with competition putting pressure on fares, especially in traditional tourism markets. The cost of fuel and maintenance, and professional staff means that Air services to destinations outside the Pacific and other favourite tourist destinations will be have a volume tourist traffic which will demands long-haul direct routes and larger planes.Economically therefore ,the lack of an open skies agreement could cause a world wide crisis in the arena of the commercial airlines and eventually lead to high costs even for the short-haul services to island neighbours and airlines can be reluctant to make intermediate stopovers. The matter therefore is not economical or legal.The issue is purely political.Consider the tug of war that took place between EU and USA authorities over the recent Open Skies Agreement.The Agreement aims to liberalise transatlantic airspace yet European transport Ministers were reluctant to agree to it at first as they felt it gave the US an unfair advantage over European interests and its major airline and cargo.This was expressed in a statement by the EU commission which remarked that many Member States felt "that EU airlines should have more opportunities to access the

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Macro economics Essay Example | Topics and Well Written Essays - 750 words

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Tanglewood Case- Will fax all documentation Case Study

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Challenges Faced by Fisrt Year Students Essay Example for Free

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To See and Not See Essay Example for Free

To See and Not See Essay Have you ever been blind and then regained your sight even for a little while? Here’s another interesting question. If you have been blind and regained your sight for just a little while then, how would you think and how would you feel? It is imaginable that you might experience happiness and excitement at being able to see a world that had been hidden from you for so long; then, after a bit you might experience anger and frustration because of the difficulty adjusting to life as a sighted person. Therefore, it should come as no surprise that these and many other emotions were felt by Virgil, Amy, and his family when he regained his sight after being blind for most of his life. However, despite an operation to regain his sight Virgil loses his sight again.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Both the book To See and Not See by Oliver Sacks and the dramatic movie called Love at First Sight starring Val Kilmer as Virgil and Mira Sorvino as Amy tell Virgil’s remarkable story as his travels from darkness to light back to darkness again. The purpose of this paper is to compare and contrast the story and the movie. In addition, I will provide some personal reflection concerning how I would function in everyday life if I were blind.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The movie called At First Sight and the story To See and Not See has many differences. Some differences between the story and the movie are important to how the reader/viewer makes note of the key differences and some differences between the story and the movie aren’t important to how the reader/viewer look at the differences between the two mediums. There are many case studies of other blind people who have regained their sight for a while just like Virgil’s case. In fact, the story illustrated these other case studies such as a patient who went by the initials H.S. in order to compare and track Virgil progress and regression after the operation (Sacks, 1994, 10). The movie didn’t talk about other people who had been blind almost the entire lives and then regained their sight for a short time. This difference isn’t important to the evaluation of the two mediums.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In contrast, there is a difference between the story and the movie that does make an important difference in looking at the key points between the two genres. In the story Virgil and Amy had met and dated many years before they met again and ultimately married and in the movie Amy and Virgil had never met before they met at the spa. In addition, Amy in the movie had never been married and Amy in the story had been married before when she met Virgil. This is an important difference because some people when they have gone through life changing events such as moving and divorce would contact someone they liked and felt comfortable around. Therefore, it makes perfect sense that Amy would contact Virgil who she had dated before and felt comfortable with him. Also, the fact that in the story Amy and Virgil got married and in the movie Amy and Virgil are just dating make a huge difference because married people might stay together in times of crisis and a dating couple may decide that being together in times of crisis isn’t worth it and they may break up.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Also, I think that the fact that Amy has health problems in the story and she doesn’t have health problems in the movie provides her with different motivations for Virgil having the operation to restore his vision. In the movie At First Sight, Amy motivation for Virgil having the operation may be grounded in the fact that they are involved in a new love relationship. Also, she could wish Virgil to have the eye surgery because she is a perfectionist and if he has the operation to restore he will be perfect in her eyes (At First Sight, 1999). In the movie it seems as if Amy equates having the operation with having the â€Å"perfect† life with Virgil. In contrast, Amy in the story has health problems herself such as diabetes and asthma. In fact, Amy had to quit her job as a botanist due to her asthma (Sacks, 1994, 5). In the story, it seems as if Amy’s motivation for Virgil having the operation involves trying to help Virgil get better using the doctors that Amy uses to help her with her eye check ups due to diabetes (Sacks, 1994, 5). Due to the different motivations that prevail for Virgil having the operation the viewer of the movie might see Amy as selfish whereas the reader might feel for Amy and root for her and Virgil because of their health problems.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I think that it is hard to give a concrete answer to the question whether operations to restore sight should be performed. It seems as if both in the movie and in the story Virgil had more problems when he could see than when he was blind. In the story when Virgil was blind he enjoyed life more because he loved going to the zoo to touch the gorillas and the giraffes. He also loved listening to baseball games when he was blind. However, when he could see and he went to the zoo he wasn’t allowed to touch any of the animals. Therefore he didn’t enjoy the zoo. Also, he lost his job due to complications from the operation (Sacks, 1994, 15, 20). Therefore, it seems that Virgil had freedom and independence when he was blind and he acted like a scared little child when he could see a bit. In fact, in the movie Virgil screams when he hears loud horns and sees bright colored cars coming at him (At First Sight, 1999). Therefore, based on these two examples it would seem that there needs to be more discussion and thought before allowing operations that restore sight. I think that people who have had their sight restored should have the option to have a Seeing Eye dog until they adjust to the world as a sighted person.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   If I were blind then, I would have to have to have much help in learning to adjust to not being able to see. I am an avid reader and I love to cook and bake. Therefore, it would be hard getting used to reading with my hands and learning a different way of cooking and baking. I would be frustrated if I regained my sight and then lost it again I feel for Virgil in both the story and as I watched the movie. However, I felt more sympathy for Amy in the story rather than Amy in the movie. I think the moral of both the story and the movie is sight doesn’t always give you the freedom or perfection that you seek.

History And Background Of Google Inc Business Essay

History And Background Of Google Inc Business Essay Google Inc. began in 1996 as the brainchild of two bright computer science grad students, Sergey Brin and Larry Page. They met back in 1995 at Stanford University where they were doing their PhDs and they came out with creative ways of finding and organizing large datasets (Hoovers Inc, 2010). After that, they developed a technology called PageRank which enables them to analyze a particular websites relevancy. It occurred to them that a search engine that is based on the PageRank algorithm would be much more effective at obtaining better and accurate results than existing search engines. Thus, that idea became a basis for their soon-to-be famous search engine that was launched on September 15, 1997. Google Inc. was formally incorporated on September 4, 1998 at a friends garage in Menlo Park, California. Google got its name from googol, the mathematical equivalent of the number one followed by a hundred zeros, which was a misspelling of that mathematical term (Google, 2005). This refl ects on the founders original mission to organize the worlds information and make it universally accessible and useful (Google.com, 2010). The core competency of their business, the Google search engine has become so successful that it attracted a loyal following among a growing number of Internet users, who liked its simple design and useful results. In 2000, Google began selling text-based advertisements associated with search keywords in order to maintain an uncluttered page design so that speed is maximized when loading a page. Their innovative advertising system, comprised of its AdWords and AdSense products, is so successful that 99% of their revenue is derived from it (Google, 2005). However, the technological industry demands constant innovation and Googles strong focus on continuous improvement is reflected in the companys ever expanding line of innovative services and products which includes webmail (Gmail), blogging (Blogger), and interactive maps (Google Maps). Googles s trong organizational culture that includes values such as creativity, simplicity and innovation plays a huge role in their tremendous success and gives them a huge competitive advantage over their rivals in the search engine market. Content The Google Culture Google is well known for their organizational cultures distinctiveness and uniqueness compared to their immediate competitors. On the Google corporate website, they have listed down 10 core principles that guides the actions of the entire organization. These are the values and assumptions shared within the organization. These values are also termed as espoused values, where it is not necessarily what the organization actually values even though the top executives of the company embraces them. Here are some of a few of their core principles which will provide a look into Googles management philosophy and the type of culture they want to possess: Focus on the user and all else will follow Google strives to put the end users interest ahead of shareholders when making corporate decisions. Google promises to deliver the best user experience possible by providing a clear and simple homepage interface, relevant advertisements and fair placement in search results. Its best to do one thing really, really well Google focuses on its core competency, which is search. Google continues to solve complex issues and provide continuous improvements to search. New Google products such as Gmail and Google Maps are the results of Googles dedication in improving search. Fast is better than slow Google understands that time is valuable to its users and strives to please them by increasing the efficiency of retrieving the users search results. Now the average response time to get a search result just takes a fraction of a second. Google is the only company that aims to have the users leave its website as soon as possible. The need for information crosses all borders Google is founded in California but the existing mission is to enable access to information for the entire world and in all languages. And because more than half of Google search results originate from outside the United States, the organization has offices in dozens of countries and offers the Google search interface in more than 110 languages. As a result, the variety and quality of services Google offer are much more improved. You can be serious without a suit The founders built Google around the idea that work should be challenging, and the challenge should be fun. Google believes that great and creative things are more likely to happen with the right company culture and thus emphasizes on team achievements and pride in individual accomplishments. Google employs energetic, passionate people from diverse backgrounds with creative approaches to work, play and life. Great just isnt good enough Google always strives to make its employees deliver more than what is expected. Google does not accept being the best as an endpoint but rather a starting point. Through innovation and iteration, Google aims to take things that work well and improve upon them in unexpected ways. Google also anticipates users needs and set new standards with new products and services that can make a difference and change the world. [Adapted from www.google.com] In Google, the daily organizational life is distinctive and is one that thrives on informal culture. The rituals that portray the organizations culture as unique and possesses a small-company feel are portrayed daily at lunchtime, where almost all employees eat together at the many various office cafà ©s while at the same time having an open, relaxed conversations with fellow Googlers that come from different teams (Google.com, 2010). Also, because one of the Google cultures main pillars are the pillar of innovation, every Googler are very comfortable at sharing ideas, thoughts, and opinions with one another in a very informal working environment. Every employee is a hands-on contributor and everyone wears several hats (Google.com, 2010). Sergey and Brin also plays a big part of laying the foundation on what the Google culture is and the founders have continued to maintain the Google Way by organizing a weekly all-hands TGIF meetings for employees to pose questions directly at them (Google.com, 2010). In Google, the motivated employees who live the Google brand and are aligned to the company call themselves Googlers. Even former employees of Google have a name which they refer to themselves as Xooglers (Garret, 2005). This shows that in Google, their employees are so involved in the organization that they have their own symbolic name that mirrors the organizations name and image, which is a sure sign of an existing strong cultural values that are present within the company. After tremendous growth in Google, the organization moved from a humble office building in Palo Alto, California back in its early days to its current office complex bought over from Silicon Graphics. The complex is popularly known as the Googleplex, which is a blend of the word Google and complex (Googleplex, 2005). Googleplex is the result of a careful selection that serves to establish Googles unique and individualistic culture in the eyes of the employees and the public. The corporate campus is built to provide a very fun, relaxed and colorful environment both inside and outside. Innovative design decisions provides Google employees 2000 car lots underground so that open spaces above and surrounding the building are filled with unique and interesting architectures that includes an on-site organic garden that supplies produces for Googles various cafes, a bronze casting of a dinosaur fossil, a sand volleyball court, heated endless pools and also electric scooters along with hundre ds of bikes scattered throughout the complex for Googlers to get to meetings across campuses (Google, 2009). Googleplex is a significant departure from typical corporate campuses, challenging conventional thinking about private and public space. This also points out the alignment of values that are present in Googles culture such as innovation, fun, laid-back, creativity and uniqueness that clearly shows that their organizational culture is truly unique and different from that of their competitors and other organizations. Within the Googleplex, a truly attractive, fun and extraordinary workplace environment exists for Google employees. The interior of the headquarters is furnished with items like lava lamps and giant rubber balls while sofas, Google color coded chairs, and pool tables can be found at lounges and bar counters to express Googles laid-back working atmosphere. The lobby contains a grand piano and a projection of current live Google search queries (Google, 2009). The employees various needs are also taken care of by facilities such as the 19 cafes on campus which serves a variety of food choices for their diverse workforce, a gym, massage parlor, laundromats, and even micro kitchens, which provides snacks for employees who want a quick bite (Google, 2009). This ensures that employees can be more productive and happy without ever leaving the workplace. A manifestation of Googles creative and innovative culture is shown by the unconventional building design with high ceilings to let natural light in, durable floors made of tiny quartz stones, working British phone booths splashed in Google colors, and lounges that also serve as DIY libraries with cleverly placed low-reach book racks adorned with colorful Lego sets and cubes (Google, 2009). All these innovative, creative and colorful designs are symbols of Googles unique organizational culture that emphasizes on continuous innovation. Google engages their employees by applying adaptive culture in the organization. From their core competency in search engine technology, Google has responded to customers change in needs by expanding onto the mobile market. The employees analyze, anticipate and seek out the opportunities to improve the organizations performance by being proactive and quick in coming out with new technologies and solutions for mobile services. It aims to help people all over the world to do more tasks on their phone, not to mention the several different ways to access their Google search engine on a mobile phone (Google, 2008). In addition, Google recently entered the smartphone market by launching the Google Nexus One smartphone in response to customers increasing need for smartphones, which is gaining ground on popularity because everyone is going mobile in the Information Age. This is the result of Google employees common mental model that the organizations success depends on continuous change to s upport the stakeholders and also that they are solely responsible for the organizations performance (McShane and Von Glinow, 2008). The employees also believe that by entering into other markets beyond their core competency, the change is necessary and inevitable to keep pace with an ever changing and volatile technological market. Googles organizational culture places a huge importance of trust and transparency by having an informal corporate motto namely Dont be evil. This slogan has become a central pillar to their identity and a part of their self-proclaimed core principles. It also forms the ethical codes of the organization where Google establishes a foundation for honest decision-making that disassociates Google from any and all cheating. Its ethical principles means that Google sets guiding principles for their advertising programs and practices, which is where most of their revenues come from. Google doesnt breach the trust of its users so it doesnt accept pop-up advertising, which is a disruptive form of advertisement that hinders with the users ability to see the content that they searched (Stahl, 2004). And because they dont manipulate rankings to put any of their partners higher in their search results or allow anyone to buy their way up the PageRank, the integrity of their search results are not c ompromised. This way, users trust Googles objectivity and their ethical principles is one of the reason why Googles ad business had become so successful. The founders of Google believe strongly that in the long term we will be better served, as shareholders and in all other ways, by a company that does good things for the world even if we forgo some short term gains. Content An Introduction to Organizational Culture Every organization is unique in the sense that each and every one of them has their own distinct way of going about doing their business. This unique style of doing business that is different in every organization is made out of a complete combination of the artefacts, values, attitudes and shared assumptions of that organization whereby it is known as organizational culture. According to McShane and Von Glinow (2008), organizational culture consists of shared values and assumptions that guide the way that employees within that organization think and act and how they react to opportunities and solve problems. The employees of that particular organization are directed and guided by the right way of doing tasks and learn how to prioritize tasks that are important and to differentiate those tasks with other less important tasks. The employees also have certain beliefs and ideas about what kinds of goals they should pursue in the organization and their own ideology about the appropriate kinds or standards of behavior they should use to achieve these goals (Hill and Jones, 2001). The Elements of Organizational Culture according to Schein (1985) Organizational culture consists of a few elements. According to Scheins study (as cited in McShane and Von Glinow, 2008), he defines culture as consisting of several levels that are made out of 2 primary categories that drive the organizations action. The categories are made out of the visible elements of culture and also the underlying assumptions underneath, which in other words is the invisible element of culture. Figure 1. (Based on Scheins Levels of Culture. Schein, 2004, Organizational culture and leadership, 27). Visible elements are the artefacts that are found in the culture, which is the physical elements of an organization that is observable (Schein, 2004). The visible element of culture is also said to be a manifestation of the cultures invisible values (Schein, 2004). Artefacts can be stories, legends, rituals and ceremonies, organizational language and also the physical structures of the organization (Schein, 2004). The invisible elements of the culture are made out of espoused values, shared values and shared assumptions. Espoused values are essentially the philosophies, goals and strategies that are stated by the management (Schein, 2004). In addition, shared values which are values that employees in the organization believe in and prioritize at the top of their hierarchy of values and also which they all share in common (McShane and Von Glinow, 2008). Along with shared values, another deeper element of culture, which some experts say is the real essence of culture, are shared assump tions which consists of unconscious, taken-for-granted perceptions or beliefs and also thoughts and feelings of individuals within organizations (Schein, 2004). Organizational Stories and Legends Stories are a part of the organization that shows the existence of a strong culture. Stories can be tales that talk about courageous things done by an employee of the company, or to ridicule past events that had strayed from the firms core values (McShane and Von Glinow, 2008). The stories and legends serves as powerful social reminder about the way things should or should not be done. In addition, stories play an important role in communicating the organizations distinct culture in terms of the employees individual standard of performance, the corporate beliefs and also criteria of getting fired (McShane and Von Glinow, 2008). Stories in the organization can evoke emotion in those that hear these tales which will serve as a permanent reminder to the employees to uphold the organizational culture. Stories is also the greatest way to communicate the culture when it is about real people, real situations and known by employees throughout the firm (McShane and Von Glinow, 2008). Rituals and Ceremonies Rituals are a dramatized version of an organizations culture by the customary activities of daily organizational life (McShane and Von Glinow, 2008). This can include how visitors are welcomed, how often does senior executive s pay a visit to their subordinates, how much time does the employee take lunch and how the employees communicate with each other. Ceremonies on the other hand are more formal than rituals. Ceremonies are activities that are carried out especially for the benefit of an audience (McShane and Von Glinow, 2008). Among the examples are product launches, press conferences and webcasts. Organizational language Organizational language is defined as the so-called language of the workplace (McShane and Von Glinow, 2008). It speaks volumes about the companys culture and can portray distinct, unique and important features of an organizations culture by defining the way employees address their colleagues, greet their stakeholders and describe their customers. It is also a cultural artifact and highlights values that are held by organizational subcultures. How terms are used to describe something and how employees communicate with each other determines the character of an organizations culture. Physical structures and symbols Former British prime minister, Winston Churchill once said that buildings both reflect and influence an organizations culture. Physical structures and symbols such as buildings and the company logo does and can reflect or influence an organizations culture (McShane and Von Glinow, 2008). The characteristics of the building such as the age, the shape, size, and location can also reveal the values that a company practices such as emphasizing flexibility, teamwork, environmental friendliness or any other values. The company logo characteristics such as the color, symbolic meaning, shape and characters can also portray the organizations culture. Physical artifacts such as desks, chairs, office space, and wall hangings can also denote cultural meanings (McShane and Von Glinow, 2008). Importance of a Strong Organizational Culture According to McShane and Von Glinow (2008), a strong organizational culture is very important to a company. It is so valuable and precious to a company because it can give a sort of competitive advantage over other competitors. Companies with a strong culture are likely to succeed, but success is not guaranteed for a company with a strong organizational culture and it is subject to a particular set of conditions. One of these conditions is the strength of the organizational culture. It is referring as to how widely and deeply employees are holding the companys dominant values and assumptions. In a strong organizational culture, most employees across all subunits maintains the dominant values (McShane and Von Glinow, 2008). The values are also difficult to change because they are institutionalized through artifacts. In addition, strong cultures are often put in place by the company founders values and assumptions. In contrast, weak cultures exist when dominant values are only held by a few people at the top of the organization and are short-lived. Some experts like Kotter Heskett, Tidball, Cremer, Besanko, Dranove, Shanley (as cited in Muafi, 2009) have established that organizational culture has a significant effect on an organizations long-term sustainability, economic performance and outcomes such as profitability, turnover and commitment. They also indicated that congruence of values and beliefs seems to create a unifying force that boosts organizational performance. In Pfiffner and Sherwoods study (as cited in Mahal, 2009), they suggested that there is a positive relationship between the culture and effectiveness of a firm. Wilderom et al., (as cited in Mahal, 2009) described that there is a significant relationship between organizational culture and effectiveness. Culture helps to reduce conflicts in the organization according to Gales study (as cited in Mahal, 2009), and make the organization more participative and zealous. Adaptive Cultures Adaptive culture is defined as an organizational culture that exists when employees places their customers and stakeholders changing needs as a top priority and giving their support to initiatives that keep pace with these changes (McShane and Von Glinow, 2008). Embedding Ethical Values According to Hellriegel and Slocum (2009), organizational culture involves a complex interaction between formal and informal systems that may support ethical or unethical behavior. Formal systems include policies, structure, leadership, orientation, training programs, reward systems and decision-making processes. On the other hand, informal systems include rituals, stories, heroes, myths, sagas, language and norms (Hellriegel and Slocum, 2009). McShane and Von Glinow (2008) also shares a somewhat similar view with Hellriegel and Slocum (2009) on the possibility that organizational culture can affect and influence ethical conduct. This is logical because good behavior are influenced and directed by ethical values that are present in the individual. Therefore, organizations can guide the actions and behaviors of its employees by planting ethical values in its culture (McShane and Von Glinow, 2008). In a similar way, Hellriegel and Slocum (2009) also thinks that the organizational cultu re seems to affect ethical behavior. For example, the culture that upholds and places importance on ethical norms is a culture that encourages ethical behavior. Furthermore, the founders also play an important role in enforcing ethical behavior by exhibiting the right behavior. Pros and cons in applicable theories and models for Google Satisfied employees not only increase productivity and reduce turnover, but also enhance creativity and commitment (Chen, Yang, Shiau, Wang, 2006). Based on the findings, Google is already having a playful variation culture in the organization for the employees. This can enable the employees to have an enjoyment environment and this will be able enhance the relationship between the employees and strengthen their bond to work as a team. An enjoyment environment definitely can let the employees to feel satisfied and subsequently will increase productivity. Apart from that, this will shape a convenient work process for the employees that will smoothen the decision making process for the management team. Google already identified the employees are the organizations internal customers and this is the reason why it has been constantly giving employees a sense of purpose, enhancing their self-esteem and sense of belonging for being a part of the organization. The company was reorganized in to small teams that attacked hundreds of projects all at once. The founders give the employees great latitude, and they take the same latitude for themselves. Eric Schmidt says that Google merely appears to be disorganized. We say we run the company chaotically. We run it at the edge. This can adapt the culture Google and therefore they can individually to generate the ideas on their own. On the other hand, Google hires employees that have good academic results but without practical experience and this will be a threat to Google in terms of their organizations operation. Google is a results-driven organization and if employees with only creative ideas but lacking of skills to realize the ideas they have initially planned, this will absolutely reduce the productivity of the organizations. Google had been public listed on year 2004 and therefore Google had to take the shareholders views into consideration before making any decision. The shareholders had been strongly emphasizing on reducing the employee benefits due to the high cost invested on it. This leads to the organizational culture would be degraded and the employees would feel less satisfied and affect their produced results. Employees are very important asset the Google while the shareholders also the contributor of funds for Google. The management team has to weight the importance of both of the stakeholders f or the Google as this will create a different organizational culture. Recommendation We recommend Google to hire more experienced people instead of the good academic results for the good future of the organization. More experienced employee had already encounter different cultures from other organizations and would be able to inject a better culture for Google. Due to the fact that more experienced employee can also be a mentor for those younger new employees to enhance the productivity throughout the company. Explicit and tacit knowledge are both very important by being acquired by all the employees. Most of the Googles employees they graduate from university with flying colour result, it means they have sufficient explicit knowledge which the knowledge is organized and can be communicated from one person to another. But they are lacking of tacit knowledge which is not documented and it is action oriented, tacit knowledge can only be acquired by taking action or from someone who has experienced before. Apart from that, Google also can implement a cultural assessment for the organization to investigate to ensure that the organizations also maintaining and keeping the core value in this competitive business environment. After assessing the cultural in the organization, the management can come out with a new set or standard of operations so this will create leverage between the shareholders and employees. Hence, the stakeholders of Google would eventually feel each and every of them are fairly treated. All the employees in Google are highly independent, they work independently because they are given very high power in making decision, and this is a good culture of having this organization structure but an invisible competition and conflict among employees are underlying. Furthermore, according to Bakar, Salleh, Ling (2008), a need for a more controlled bureaucratic culture is necessary. A high score on bureaucracy means the organisation is power-oriented, cautious, established, solid, regulated, ordered, structured, procedural and hierarchical. Conflict increase with the level of interdependence, in order to minimize dysfunctional conflict might need to minimize the level of interdependence between the parties. We recommend the organization to use human buffers who serve as intermediaries between interdependent people or work units who do not get along through direct interaction. Conclusion After reviewing information about organizational culture and doing the case study on Google, it is shown that the company does have a unique culture that is begins with the founders of Google. Sergey Brin and Larry Page has established the Google culture that is based on informality, creativity, innovation and fun (Google, 2010). This can be seen throughout the company through the artifacts that are present in the company. The way how employees greet and refer to one another as fellow Googlers, where the headquarters of Google are located in a unique and fun place that looks more like a campus than an office, or the way Google treats its employees by providing perks and benefits for them. The importance of organizational culture has shown through the example of the Google case study. Employees have high motivation at the company because they have a heightened sense of purpose and mission at the company. This is why even some employees who became millionaires are still working at Google (Stahl, 2004). Because the founders of Google set the mission to improve the world and to organize the worlds information, that the employees have similar values and beliefs and therefore find themselves aligned with the company. Nevertheless, not every company can apply the Google culture in their organization. The findings of Bakar, Salleh, Ling (2008) suggests that not all types of corporate culture could invoke an increase in the employees job performance. The study concludes that overall corporate culture does have a significant and positive correlation with job performance. Nevertheless, not all types of corporate culture produce significant correlation with the job performance. Here, only entrepreneurial, bureaucratic and competitive cultures are statistically significant in correlations with the job performance. Thus, an organization that strives to improve their employees job performance should inculcate innovative culture that creates an exciting and dynamic environment in which entrepreneurial and ambitious people thrive in this environment. Therefore, it is clearly shown that Googles culture is a unique organizational culture that cannot necessarily be applied in other organizations successfully, especially for organizations that reside in different industries other than the information technology field.

History and Pros of Animal Testing Essay -- Biology Medical Biomedical

History and Pros of Animal Testing Abstract: Animal research refers to the use of non-human animals for testing or experimenting on. The first recorded use of animals for testing started with the Greeks in the third and fourth century BC. The use of animals for testing is usually in the basic fields of; biomedical research, security, evaluation and education of a product. It is estimated that almost 50 million—100 million animals are tested on and killed annually, but this is usually done to make a product safer for humans. Part one: History There has been no earlier reference to testing of animals, than in the writing of the Greeks. In about the third or fourth century BC, Aristotle (384-322 BC) and Erasistratus (304-258 BC) were two of the first to be recorded to test experiments on live animals. Also Galen, a second-century Roman physician was known as the â€Å"father of vivisection,† because he dissected pigs and goats. These were some of the first recorded events of early animal testing. Animal testing has played a major role in some of the most famous experiments. For example: in 1796, Edward Jenner used pus from a pox-infected cow to vaccinate James Phipps against the wide spread virus, small pox. After Jenner’s discovery, small pox slowly declined no longer to be the main cause of morality in England. Another very well - known experiment using animal testing happened around the 1880’s: the germ theory that Louis Pasteur developed was tested out by giving Anthrax to a flock of sheep. (Wikipedia) Also in 1885, Pasteur invented vaccines for cholera and rabies by studying animals. In 1922, insulin was isolated from dogs and afterwards helped advance the treatment of diabetes. Laika, a dog from Russia, on November 3,1957, b... ... is almost definite anyone would save the baby. (Of Cures and Creatures) This is the same situation as animal testing, would you rather save a person from an untested product that’s poisonous or save a rat from being tested with it? Bibliography: "Animal testing." Wkipedia. 27 July 2006. Wikimedia Fondation, Inc. 20 July 2006 . Center for Alternatives to Animal Testing. "A CAAT Timeline: 1981-2002." CAAT. 12 Feb. 2003. 22 July 2006 timeline.htm>. BCC. "Animal Experiments." Hot Topics. 17 Aug. 2004. 22 July 2006 . ECheat. "Animal Testing: Pros and Cons." eCheat. 19 Apr. 2005. 22 July 2006 . FRAME. "the three rs." FRAME. 23 July 2006 3rsintro.htm>.

Biology Coursework: The effect of Trypsin on Gelatine. :: essays research papers

Implementing: - 1.  Ã‚  Ã‚  Ã‚  Ã‚  First, I gathered the necessary equipment:  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Thermostatically controlled water baths  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ice  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Thermometer  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Stop watch  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Test tubes  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Photographic film (b/w)  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Syringe  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Test tube rack  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ruler  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Scissors  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  O.1% trypsin made in pH7 buffer solution  §Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Mounted needle 2.  Ã‚  Ã‚  Ã‚  Ã‚  I then decided on the range of results and temperatures I was to investigate. I decided to observe 20 º, 30 º, 40 º, 50 º, 60 º, 70 º and 80 º. 3.  Ã‚  Ã‚  Ã‚  Ã‚  Next, I label each test tube with the temperature to be investigated and then added 2.5cm3 of Trypsin solution. 4.  Ã‚  Ã‚  Ã‚  Ã‚  I ensured that I cut the necessary pieces of film using a ruler and a pair of scissors. I cut pieces that were 2cm in length, and 1.6cm in width each. 5.  Ã‚  Ã‚  Ã‚  Ã‚  The only water baths of my choice that were running were at 30 º and 60 º. I therefore had to use the Bunsen burner etc. for the rest of the temperatures (excluding 20 º). I kept each test tube heated for 5 minutes. 6.  Ã‚  Ã‚  Ã‚  Ã‚  I added the photographic film pieces just before I placed the test tubes in the water baths/ Bunsen burners, and ensured that they submerged fully before I began timing. 7.  Ã‚  Ã‚  Ã‚  Ã‚  I carefully and frequently examined each test tube for the time that the film became transparent and listed the result Results: - Temperature ( ºC)  Ã‚  Ã‚  Ã‚  Ã‚  20  Ã‚  Ã‚  Ã‚  Ã‚  30  Ã‚  Ã‚  Ã‚  Ã‚  40  Ã‚  Ã‚  Ã‚  Ã‚  50  Ã‚  Ã‚  Ã‚  Ã‚  60  Ã‚  Ã‚  Ã‚  Ã‚  70  Ã‚  Ã‚  Ã‚  Ã‚  80 Time taken (minutes)  Ã‚  Ã‚  Ã‚  Ã‚  23:38  Ã‚  Ã‚  Ã‚  Ã‚  16:37  Ã‚  Ã‚  Ã‚  Ã‚  6:06  Ã‚  Ã‚  Ã‚  Ã‚  6:40  Ã‚  Ã‚  Ã‚  Ã‚  7:53  Ã‚  Ã‚  Ã‚  Ã‚  8:24  Ã‚  Ã‚  Ã‚  Ã‚  10:15 Time taken (seconds)  Ã‚  Ã‚  Ã‚  Ã‚  1418  Ã‚  Ã‚  Ã‚  Ã‚  997  Ã‚  Ã‚  Ã‚  Ã‚  366  Ã‚  Ã‚  Ã‚  Ã‚  400  Ã‚  Ã‚  Ã‚  Ã‚  473  Ã‚  Ã‚  Ã‚  Ã‚  504  Ã‚  Ã‚  Ã‚  Ã‚  615 Rate of Reaction -(1/time in mins) 4.d.p  Ã‚  Ã‚  Ã‚  Ã‚  0.0426  Ã‚  Ã‚  Ã‚  Ã‚  0.0606  Ã‚  Ã‚  Ã‚  Ã‚  0.1667  Ã‚  Ã‚  Ã‚  Ã‚  0.1538  Ã‚  Ã‚  Ã‚  Ã‚  0.1250  Ã‚  Ã‚  Ã‚  Ã‚  0.1176  Ã‚  Ã‚  Ã‚  Ã‚  0.0976 It is evident from the graph and the table above, that as the temperature is increased, the amount of light passing through the tested solutions is decreased, and therefore the amount of pigment released from the beetroot samples is increased. The results produce a graph with negative correlation, a curve that has a negative gradient. The graph shows that as the temperature is increased, the colorimeter reading is decreased. The structure of my results proves my theory correct. The increase in temperature breaks bonds in the (mainly intrinsic) proteins in the cell membranes of the beetroot cells. The tonoplastis a membrane that holds the pigment, when this is affected, the pigment escapes and is released into the cytoplasm. When the outer cell membrane is denatured, the pigment is transferred into the solution. The tonoplastis a membrane that holds the pigment, when this is affected, the pigment escapes and is released into the cytoplasm. When the outer cell membrane is denatured, the pigment is transferred into the solution. The tonoplastis a membrane that holds the pigment, when this is affected, the pigment escapes and is released into the cytoplasm. When the outer cell membrane is denatured, the pigment is transferred into the solution. The diagram above supports my theory.

An Report On Darlie Toothpaste’ S Integrated Marketing

1.0 INTRODUCTION1.1 AuthorizationThe CEO of the Haolai Company requested this report on 16, May. The purpose of this report is to provide an analysis of Darlie toothpaste’s current marketing situation and integrated marketing communication program (IMC). It aims to create a new promotional tool to for the target market.1. 2 LimitationsThere’re some limitations in the production of the report. To begin with, there’s not much information about the Darlie’s company can be found in the web. I just can find the Haolai Company is a chemical industry company.Besides, there is also not much information about the Darlie toothpaste in some authority business magazines and books. Sometimes, I just make a realistic assumption. 1. 3 Scope The scope of the report limited to integrated marketing communication in five areas: the current marketing situation analysis, the used IMC program analysis, the IMC plans will be developed, media plan and some recommendations for the Darlie toothpaste.2.0 BACKGROUND2.1 About the companyDarlie is a brand of the world's best oral care products manufacturer which is named Haolai chemical industry. In the 1930, the recipe of Darlie was developed.At the beginning, Darlie’s production and operation is in the Kowloon, Hong Kong. In 1997, Darlie transferred all the toothpaste products from Hong Kong to the Chinese mainland. Today, the Darlie has become one of the best-selling brands in toothpaste market in China and south Asia.2. 2 About DarlieThe main products of Darlie are toothpaste and toothbrush. The concept of Darlie is healthy white teeth and pure fresh breath makes you every day full of confident smile. Darlieh has different kinds of toothpaste according to different effects too satisfy the different needs of consumers.It has four Series: fresh breath, teeth whitening, anti-sensitivity and for children.2. 3 Competitor analysisIn the current toothpaste market, it exits many competitors such as: Crest, Col gate, China, bamboo salt, Amway and so on. Analyzing Crest, it is one brand of Procter & Gamble which was born in 1955. It's famous for excellent high-decay toothpaste. And it is the first to be recognized by the world authority on oral-organization – the American Dental Association (ADA) decay toothpaste. Compare with Darlie, Crest's market share occupy all over the world not just Asia.In June 1996, Crest came to China and after one year, it has already been known by everybody in China. The brand concept of Crest is: ‘keep your smile healthy and beautiful ‘. There are two types of Crest toothpaste: series of healthy and series of whitening. Besides, every type of Crest has different products. For toothpaste, Crest has the similar benefits with Darlie such whitening, fresh breath and so on. But the most famous benefit of Crest toothpaste is preventing tooth decay and protecting tooth effectively. About Crest' s promotion, advertisement on television and internet a re the main ways.But crest has advantages of Darlie, because crest's advertisement is high-frequency.2.4 Target marketThe toothpaste market can be segment into different parts on the basis of geographic, demographic, psychologic and behavior variables. According to Hawkins, Mothersbaugh & Best (2007, p16): ‘Perhaps the most important marketing decision is a firm makes is the selection of one or more market segments on which to focus. ’ Firstly, Darlie toothpaste is in consumers’ good graces in Southeast Asia because of its advanced technology and unique recipe of product.Besides, it is popular in coastland of Guangdong province. On the side of demographic, there are not many people know the brand name and features of Darlie In addition, females will pay more attention on choosing toothpaste than males. In terms of psychological, consumers’ individuation demand is increasing with the development of economy and technology. In other words, consumers pursue ne w feelings, health, white, nature and useful in the modern society. Moreover, young consumers prefer to the multi-functional toothpaste which can provide special feelings like tea fragrance.From the perspective of behavioral, toothpastes are necessary products in people’s daily life and consumers will buy toothpastes routinely. Besides, young consumers will choose the new products and abroad brands because of their individuation demand. Furthermore, spinsterhood will buy fewer products once than married people and promotion methods affect consumers heavily. In this report, the target market focus on the consumers who like the tea fragrance and want to fresh breath.2. 5 The Darlie toothpaste's positioning strategyThere are five competitive advantages for Darlie. Firstly, it has a good management system. Darlie encourages its employees to innovate with a reasonable remuneration and reward. It can motivate the employees to work out the new technology to enrich the products. Seco ndly, Darlie is good at research and development. As the needs of consumers are changing quickly, so it often makes the change of products like in quality, style and shape, and it continue to introduce new products to meet customer needs. In addition, Darlie has a strong channel advantage.It not only has distribution channels and end-channels, but also has a geographic strategy, so that it can sale the products through different ways in different areas. Besides, quality service is another strength for Darlie. The good service will shorten the checkout process and satisfy the consumers’ needs, and then makes the customers have a good memory to the products. Last but not the least, freshen breath is Darlie’s important characteristic. Many people think that freshen breath is an important function of toothpaste (2011).The main function of Darlie toothpaste is breath fresh, so that it will have a fixed group customer.3.0 IMC PROGRAM3. 1 The promotional elements mixThere are six elements in IMC mix: advertising, sales promotion, personal selling, publicity, internet marketing and direct marketing. Darlie uses three elements of promotional mix in current market, which is advertising, sales promotion and internet/interactive marketing. Firstly, advertising is Darlie's main way of promotion. It uses mass media such as TV, radio, magazine, newspapers to attract consumers. The most important promotional tool of Darile is TV advertisements.Darile input much money in inviting stars as its spokesperson. Besides, it also spends a lot of money on broadcasting TV advertising. For Darile, advertising is a valuable tool for targeting mass consumer market. Secondly, in the promotional mix is sales promotion. Darile also has two major categories: consumer-oriented and trade-oriented activities. In supermarket, businessmen always use coupons, samples, premiums, rebates, contests to stimulate short-term sales. And in the current, Darile has many different selling ways such as wholesalers, distribution, and retailers.The third variable in the promotional mix is interactive/ internet marketing, which changes by the development of technology. For Darile, in traditional market, consumers only get information from advertising and buy toothpastes and toothbrush in supermarket and stores. But now Darile advertise their products on the websites. Consumers can purchase the products on the Internet or by the telephone. Then the products can be de lived to your home directly. Besides, if the consumers have some inquiries or questions, they can call the customer service Hartline or in online message.The interactive/internet marketing brings many advantages to Darlie's promotion.3. 2 The low-involvement hierarchyAs toothpaste is usually used in people’s daily life, so Darlie is belonging to the low-involvement hierarchy of customer response process. The sequence of low-involvement hierarchy is learn-do feel. It means that the involvement in buying Darl ie is low and the customers are viewed as passing from cognition to behavior to attitude.3. 3 IMC objectivesDarile has three promotional mix elements are being used for IMC objectives based on the response process.As Mothersbaugh & Best (2007, p 8) explans:'Integrate marketing communications involves coordinating the various promotional elements and other marketing activities that communicate with a firm's customers. ‘ At first, advertising is a valuable tool for building brand equity. Darile’s advertising transfer the name, logo, symbols, design, packaging and performance to consumers. Because Darile is low-involvement hierarchy of customer response process, it needs faithful relationship to repeat purchase. Secondly, sales promotion is a shift marketplace power from manufacturers to retailers.People can buy Darlie's products in local retails such as Wal-Mart. And the retailers have more promotional tools than manufacturers to sell. Thirdly,The business of Darlie chang e from traditional market to Internet with the rapid growth of technology. Besides, traditional media advertising in TV or broadcast is replaced by internet advertising.4. 0 DEVELP THE IMC PLAN4. 1 New promotional toolPersonal selling is as a new promotional tool for Darlie toothpaste. Unlike advertising, personal selling is face-to-face communication between buyers and sellers.In this report, the target consumers of Darlie is people who like tea aroma and want to fresh breath. The Personal contact in selling focuses more on consumers’ specific need or situation than other promotional tools. Sellers can communicate with the target consumers through telephone, QQ, MSN and email to know their needs and give services. It is more flexible and convenient. Besides, Personal selling also is good to get feedback to modify the types of products according to different needs. For example, if the person has Gums bleeding, sell g the Anti-allergic Darlie toothpaste.And in this way, it can build loyal customer relationships and Brand loyalty.4. 2 Major selling ideaDarlie’s ideal market share occupy overall all the ages of the consumers. But In current intense toothpaste competitive market in China, it is impossible. Comparing with the other competitor such as Crest, Amway, China, the central theme of Darlie toothpaste is ‘fresh breath’. And the target market is the person who like tea aroma. Before selling, sellers can make a questionnaire for analyzing the toothpaste market. Darcie can develop specific taste and efficacy of toothpaste, according to the customer's dental health and taste preferences.And the seller s also needs to provide good after-sales service for audiences. They can send some new samples; tell them some knowledge to protect teeth, and how to brush teeth correctly.5. 0 GREATIVE STRATEGY5. 1 Implementation of the creative strategyThe creative strategy including: advertising appeal, execution style, creative tactics, and media veh icle can be used in development and implementation of an advertising message. Advertising appeal has two categories: information/rational appeals and emotional appeals.In order to emphasize the Darlie toothpaste’s feature of fresh breath and transfer the fragrance of tea of Darlie toothpaste to the consumers, information/rational appeal of advertisement is better. Using the advertising appeal, people will know more about Darlie toothpaste not only the brand name but also the specific feature. The creative execution style of the Darlie toothpaste is direct and concise. When people see the advertisement at first glance, they can recognize the brand of the Darlie toothpaste. And it is also beautiful, which make people feel fresh and cool. Creative tactics is used to design the actual advertisement.It has two different types: for print advertising and for television. In this report, the picture is designed for print advertising. Firstly, the background of the print is Danas. And in spring morning, fog around the Danas, which makes people feel fresh. Secondly, it uses the direct headlines, ‘Daile toothpaste, and the fragrance of tea’. It is in the top of the print, which is not very big. As Mothersbaugh & Best (2007, p 311):' they are often more effective at attracting reads’ attention and interest because they provoke curiosity and lure readers into the body copy to learn an answer or get explanation. On the left of the words, it is a small teapot. And on the right, it is a new design Darile toothpaste.The Chinese ‘cha xiang’ and English words ‘the fragrance of tea’ print on the body of the toothpaste. It also has the symbol of Darlie, a head portrait. Secondly, in this print, the body copy is the main point. The picture shows that a toothbrush sends out a ray of tea aroma. And the most important is that the tea aroma uses a figure of teapot. And in the teapot, it prints One Chinese word‘cha‘which is written by Chinese style. This advertisement can be used to two media vehicles, the print media and the support media.Magazines and newspapers are two types of the print media. And there are many types of the support media, like outdoor advertising, aerial advertising, transit advertising, promotional products, and yellow pages advertising and so on. The designed picture can be enlarged or narrowed according to different sizes.5. 2 Evaluation of the creative strategyIn this report, the target consumers of Darlie is people who like tea aroma and want to fresh breath. And Darlie toothpaste is belonging to the low-involvement hierarchy of customer response process.It means that the involvement in buying Darlie is low. Besides, Haolai Company is not as well-funded as Procter & Gamble. So it does not have enough funds to input in advertisement. So this creative strategy for print advertising has its own advantages and disadvantages. First at all, the tea fragrance of Darlie toothpaste i s one of the most important advantages. It is a specific smell and taste which other toothpastes have. It has good effects on creating awareness among the target market. Besides, the advertisements on magazines can be accepted by consumers more easily.Most audiences pay much attention to the magazine when they read it. Toothpaste is a low-involvement product, while magazines can express the information about the product to the target market effectively. In addition, it saves the cost. It does not need Celebrity endorsements and TV ads, which is expensive. While there are also some disadvantages. One of the disadvantages is current market saturation. Too many companies select to use advertising medium. The Darlie toothpaste’s promotional products may be ignored by consumers. Besides, TV ads appear more frequent than print adverting.The print ads can not impress the consumers repeat by repeat in a short time. Moreover, it lacks of the effect of celebrity, which make low brand l oyalty.6.0 CONCLUSIONSAfter analyzing the current market of the Darlie toothpaste, it can be concluded that:6.1 The current marketing situation of Darlie toothpaste, the including the background about the company, market share, the introduction about the product , competitive analysis, the Darlie toothpaste’s target market and Darlie’s positioning strategy.6. 2 Three promotional elements of the IMC mix have been used in the report.Advertising, sales promotion and interactive/ internet marketing, the IMC program such as the low-involvement hierarchy and the Darlie toothpaste’s IMC objectives have been discussed in the report.6.3 Developing the Darlie toothpaste’s IMC plan. New promotional tool and major selling idea has been made.6.4 Implementation and evaluation of the creative strategy7.0 RECOMMENDATIONIt is recommended that:7. 1 As a low-involvement product, the company should pay more attention to the brand when advertising on mass media.7. 2 Personal selling is as a new promotional tool for Darlie toothpaste.The company should strength the communication between consumers and sellers.7. 3 Free samples and bundling can be used. And the company can promote the toothbrushes in the supermarkets by setting an experience place for attract more consumers. The company should develop specific taste and efficacy of toothpaste, according to the customer's dental health and taste preferences. Besides, good after-sales service for audiences is necessary.7. 4 The new creative strategy for print advertising can be used. It can build the Darlie toothpaste‘s image of fresh breath.

Global Media Intelligence Report

The Global Media Intelligence Report September 2010  ® The Global Media Intelligence Report Companies worldwide will spend nearly half a trillion dollars on advertising this year. But spending that money wisely is more of a challenge now than ever before because of the changes brought about by the growing importance of digital media. To meet that challenge, marketers need dependable data about evolving economic conditions, consumer spending patterns, media consumption habits and competitor spending levels.And multinational corporations and their agencies need to compare and contrast these trends across regions and countries. Finally, there is the inexorable global shift to digital, where both consumers and marketers are spending more time and money. Yet for all but the most developed markets, there is a lack of objective, credible information available to help marketers strategize and execute their digital marketing plans. Which is precisely why we created this report. In true coll aboration, eMarketer produced this Global Media Intelligence report with the help of Starcom MediaVest Group (SMG).The report covers media usage developments, advertising spending and marketing trends for six regions worldwide, as well as detailed information for 29 countries. Under the leadership of Kate Sirkin, EVP of Global Research, the SMG team helped identify and gather the most compelling data from leading research sources in both local and core global markets. eMarketer then crunched the numbers, evaluating and analyzing data from multiple research sources, including SMG and other respected firms that have longstanding presence and deep knowledge of their respective geographic markets.We believe this intelligent â€Å"aggregation and analysis† approach yields a far more accurate and objective picture of the global marketplace than any single research source could provide. We are sincerely grateful to the research firms who generously agreed to have their data featured in this report, the names of whom are too numerous to be listed here, but can be seen in the many citations in the pages that follow. Laura Desmond Global CEO Starcom MediaVest Group Geoff Ramsey CEO and Co-Founder eMarketer Asia-Pacific Overview Australia China India Japan South KoreaAP-1 AP-2 AP-6 AP-9 AP-12 AP-16 CE-1 CE-2 CE-4 CE-6 CE-7 CE-11 LA-1 LA-2 LA-5 LA-7 LA-9 LA-11 LA-15 LA-17 MA-1 MA-2 MA-4 MA-6 NA-1 NA-2 NA-6 WE-1 WE-2 WE-5 WE-9 WE-14 WE-16 WE-18 WE-22 EAP-1 ECE-1 ELA-1 EMA-1 ENA-1 EWE-1 Central and Eastern Europe Overview Bulgaria Czech Republic Romania Russia Serbia Latin America Overview Argentina Brazil Chile Colombia Mexico Peru Venezuela Middle East and Africa Overview Egypt Lebanon Saudi Arabia North America Overview Canada US Western Europe Overview France Germany Italy Netherlands Portugal Spain UK EndnotesAsia-Pacific Central and Eastern Europe Latin America Middle East and Africa North America Western Europe The Global Media Intelligence Report September 20 10 i Executive Summary Take a global advertising/media industry that has been going through seismic changes (most notably, the inexorable shift toward digital channels), add a worldwide recession, and you have a situation that can confuse even the savviest marketers. The purpose of this Global Media Intelligence report is to help you make sense of the often-conflicting data and shed some light on the trends that will have the most impact on your business.Some of the most obvious—and the most important: I The global recession sped up the shift of marketing dollars to digital in large developing markets such as China, India and Brazil. I Mobile phone usage has become the dominant form of communication in emerging markets, in some cases even overtaking TV. I In developed regions, marketers can engage the consumer at multiple access points (e. g. , TV, online, mobile, out-of-home) virtually simultaneously, providing opportunities for cross-channel and integrated campaigns. But th e data also gives a glimpse into early-stage developments that should give marketers food for thought.For example: I Is the aging of the large UK internet audience an early indicator of a trend that could lead to greater penetration throughout Western Europe? I Given the disparate internet adoption rates throughout Central and Eastern Europe, will mobile be more attractive to marketers in the region? I The recession accelerated the shift of budgets to the Asia-Pacific region; will that pace of change continue? I What accounts for the relatively strong media markets in Latin America compared with the rest of the world? I How can marketers make the most of opportunities in the Middle East and Africa, which, while still relatively mall, show the fastest growth rates in the world? I Is the increase in at-home media usage in North America a temporary shift spurred by the recession, or does it signal a permanent change in media consumption habits in the world’s leading online marke t? In the following pages, you will find detailed data that should prove invaluable in helping you decide which media to use, which consumers to target with which digital platforms, and which regions and individual markets offer the best potential return on every marketing dollar in 2011 and beyond.The Global Media Intelligence Report September 2010 ii The Global Media Intelligence Report: Asia-Pacific September 2010  ® Asia-Pacific With the exception of Australia and Japan, AsiaPacific weathered the global economic recession from 2008 to 2009 better than the rest of the largest regional markets in the world. This was due primarily to the rising consumer classes of China and India, whose full potential remains to be tapped. Many in marketing and advertising believe that Asia-Pacific and other developing regions represent the greatest opportunities for industry growth.Most agree that the global recession accelerated this shift. eMarketer’s own data on advertising spending su pports this theory. Asia-Pacific is in second place behind North America in total media ad spending and will continue to pull away from Western Europe as the market matures, reaching $173. 2 billion in 2014. Asia-Paci? c Total Media Advertising Spending Metrics, 2009-2014 billions, % of total and % change 2009 Worldwide Asia-Paci? c —% of worldwide —% change $465. 1 27. 6% -5. 0% 2010 $482. 6 28. 0% 5. 3% 2011 $495. 0 28. 5% 4. 4% 2012 $523. 4 29. 2% 8. 3% 2013 $543. 30. 0% 6. 6% 2014 $564. 0 30. 7% 6. 3% eMarketer excludes mobile advertising from online spending estimates. Based on the high penetration of mobile devices in Asia-Pacific, mobile spending should also contribute to overall increases in spending on digital media. Asia-Paci? c Online Advertising Spending Metrics, 2009-2014 billions, % of total and % change 2009 Worldwide Asia-Paci? c —% of worldwide —% change $55. 2 $11. 0 19. 9% 5. 7% 2010 $61. 8 $12. 6 20. 4% 14. 7% 2011 $68. 7 $14. 6 21. 2% 15. 5% 2012 $79. 0 $17. 4 22. 0% 19. 4% 2013 $87. 4 $19. 6 22. 4% 12. 6% 2014 $96. $22. 2 22. 9% 13. 3% Note: includes banner ads, search, rich media, video, classi? ed, sponsorships, lead generation and email; excludes mobile ad spending Source: eMarketer, June 2010 118084 118084 www. eMarketer. com South Korea and Japan consist of experienced media users—the youngest generations have been exposed to the internet, broadband and mobile digital technologies for their entire lives, while older generations have worked with most of the technology still in use today. The result is penetration rates of 90% or higher for both traditional and digital media.China and India are at the other end of the spectrum, as the younger generation begins to enter a middle class with high expectations for advancement and access to all media. This demographic includes young and newly urbanized consumers who make up the fastest-growing population of internet users in the world, pegged by eMarketer at 581. 6 million in 2010. Australia falls in the middle with a more diverse, Westernized economy. However, government investment in broadband technology over the next six years could vault Australia into a eading position for internet use and media consumption worldwide. Along with South Korea and Japan, Australia already has a well-developed online ad market, accounting for around 20% of total media spending. $128. 4 $135. 1 $141. 1 $152. 8 $162. 9 $173. 2 Note: includes direct mail, internet (excluding mobile), magazines, newspapers, outdoor, radio, TV (broadcast and cable), yellow pages and other Source: eMarketer, June 2010 118083 www. eMarketer. com 118083 The region will increase its share of worldwide ad spending from 28% in 2010 to 30. 7% in 2014.Higher growth rates will allow AsiaPacific to close in on North America and eventually surpass it sometime beyond the current forecast period. Online advertising will show double-digit growth from 2010 to 2014, but from a smaller b ase. By 2014, online ad spending in the region will hit $22. 2 billion, 22. 9% of the worldwide total. Online will increase as a portion of total spending in Asia-Pacific from 8. 6% in 2009 to 12. 8% in 2014, lagging behind the share of dollars that will go online in North America and Western Europe. The Global Media Intelligence Report September 2010 AP-1 AustraliaAs in most developed countries, total media spending dropped in Australia during the recession, with researchers estimating declines of 5% (Carat Insight, March 2010) to 8. 4% (ZenithOptimedia, April 2010; MAGNA, May 2010) in 2009. This year has brought a return to growth, with all researchers predicting moderate increases in spending through 2012. Spending forecasts this year converge around $10 billion. The online picture is rosier, with 2009 growth estimates of at least 9%. Double-digit increases are expected through 2012, when both MAGNA and ZenithOptimedia predict online ad spending ill reach $2. 1 billion in the cou ntry. The importance of online advertising in Australia reflects its advanced internet user population. eMarketer estimates that more than two-thirds of people in Australia accessed the internet at least once a month in 2009. In 2010, internet users reached a total of 14. 8 million and are forecast to hit 16 million in 2014. Data from Roy Morgan Single Source Australia indicated that while TV maintained its status as the most widespread medium with 92. 6% penetration, mobile phones surged to become the secondmost-widespread device, at 85. % in 2009. Internet usage nearly doubled as users spent 7 more hours online per week in 2009 than in 2005. Web users in Australia are among regional leaders in social media usage as well. Population in Australia, 2000-2010 millions 21. 3 21. 5 20. 5 20. 7 21. 0 19. 8 20. 0 20. 2 19. 1 19. 3 19. 5 Media Penetration in Australia, 2000, 2005 & 2009 % of adult population 2000 TV viewers* Mobile phone owners Magazine readers Internet users (home) Newspa per readers** Radio listeners* Pay-TV subscribers 93. 4% 51. 0% 88. 1% 39. 6% 85. 0% 68. 9% 21. 3% 2005 92. 5% 78. 4% 85. 9% 64. % 83. 8% 65. 2% 25. 1% 2009 92. 6% 85. 2% 80. 7% 75. 6% 75. 6% 61. 7% 25. 9% Note: ages 18+; *on a normal weekday; **past 7 days; excludes community newspapers Source: Roy Morgan Single Source Australia, December 2009; provided to eMarketer by Starcom MediaVest Group, June 1, 2010 115347 115347 www. eMarketer. com Demographic Pro? le of Media Users in Australia, 2009 % of total Internet users (home) Mobile phone owners TV viewers* Pay-TV subscribers** Radio listeners* Magazine readers Newspaper readers*** Gender Male Female Age 18-24 25-34 35-44 45-54 55-64 65+ Income