Health promotion lnterveton Essay Example | Topics and Well Written Essays - 2500 words

Health promotion lnterveton - Essay Example This intervention seeks to create awareness of the potential health risks posed by binge drinking, as well as the potential benefits of non-indulgence in binge drinking. The health promotion intervention took place at the London Metropolitan University through a PowerPoint presentation. Prior to the intervention, a selection of ten participants willing to participate in the health promotion intervention took place. A pre-assessment of the perceptions of the participants in binge drinking occurred before the intervention. After the intervention, each participant filled in a post-assessment questionnaire. Analysis and comparison of these assessments determined the outcome of the intervention. In the recent past, studies have revealed that there is an increased rate of binge drinking among undergraduate students. A close analysis of students’ perception on alcohol use highlights that they consider it a pleasurable activity. Binge drinking among university students has been soaring at alarming rates. A remarkable percentage of students specifically 92.4% fall into the category of binge drinkers. These statistics reveal that university students have adopted the British drinking culture. Despite previous efforts by the government to reduce binge drinking, it seems to be increasing in universities. Notably, as the number of university students increased, binge drinkers among the students increase. In 2002, over 60% of undergraduates indulged in binge drinking. In one of the Scottish Universities, a study conducted to establish the percentage of binge drinkers that involved 180 female students revealed that most of them indulged in binge drinking. However, such students did not categorize themselves as binge drinkers (Marks, & Maguire 2010, p. 654). The increasing rates of binge drinking among university students are the cause for concern considering the negative health effects associated

Marketing Essay Example | Topics and Well Written Essays - 750 words - 1

Marketing - Essay Example On the contrary, it was one of the private hospitals in the locality. The puzzle lies behind how they obtain their data in order to support their advertisement. This is in consideration of the fact that the economy is not doing well currently and that sales representatives can be very aggressive at times promising what they cannot deliver. I made an order for a customized procedure tray for catheterizations where one company claimed they could supply a similar pack for a considerable savings. The purchasing department was behind this persuasive decision even though more was involved. In case one could pick on a firm that is receptive to their needs in a prompt manner then it might be unwise to merely change for price. Sales agents have modified their strategies. Some use the strategy of ‘wine and dine’ among the physicians and staff with an aim of getting their products to the consumers. However, with the new regulations these strategies can no longer work. In response, the marketers become too aggressive Pauline (Norris, et al., 2004). I happen to have a friend who sells pharmaceutical products since he was compelled to change careers at 45. Besides, both of our boys play football, but on the contrary, instead of sitting down to watch my son play football in his practice, I had to listen to him narrate one of his cardiology products. Even though I could let him get into my hospital to talk to the cardiologists, this was not the right time and place. My realization was that it was not important to him because he was not familiar enough with my health concerns. He was only making an effort to give it a try. This is evidence of the fact a majority of the sales agents in health care use the pushy approach. My experience with the sales representatives is formidable where some claim they would have dropped down considering they had had enough. Nevertheless, I would reason with them on the importance of making an appointment if they were eager to talk to me. This is in consideration of the fact that deadlines are hard to meet given the constant interruptions from the sales agents. Opinion on Whether the Current Marketing Techniques Are Affecting Consumer Trends According to Frankish, Moulton and Diane (2000), marketing techniques have a significant influence on the consumer trends. In my opinion, the internet has a great role in affecting these trends. Consumers might see an advert or a new medication stating that a certain hospital may treat particular conditions better than another. Instead of literally accepting the commercial as simple truth, the consumers have the potential to conduct their research on the internet and seek opinions from their physicians. This is a clear evidence of the data on physicians’ licensure, the extreme effects and speed of success and complications. Consumers have an opportunity to establish their health conditions and determine where they can find the best facility that can treat their diseas es. Let’s have a look at this scenario: My father in-law lived in Virginia. He developed esophageal cancer. He did a research over the internet on the best facilities that had the most experienced and best record with this ailment before settling on the John Hopkins Hospital in Maryland. Thereafter, he relocated to Maryland for some time to obtain treatment and every member of the family took a week off each at a time to look after him.

Us War Against Iraq Essay Example for Free

Us War Against Iraq Essay The Bush Administration in June of 2003 first attacked but than later withdrew its troops from Syria. There was no significant explanation for this act by the United States. This was a pure and simple aggression. Than later in August of 2003 George Bush told his people that he is going to launch a more destructive attack on his arch rivals around the world. Than George Bush was approving Israel’s leader Ariel Sharon act of aggression against the Lebanon’s, Palestine’s and Syrians. The World War 3 was not far away at this point. In the beginning of 2004, in the presidential campaign George Bush clearly pointed out the clear picture of the prospect on more aggression on different countries. Was this extra aggression a way for George Bush to win his first Election? Or he wanted to steal the Presidency of United States from the people of America like he did in 2000? When the Bush Jr. administrations aggression against Iraq was over, the United States and the United Kingdom became the â€Å"belligerent occupants† of Iraq in accordance with, and subject to the requirements of, the laws of war. Bush Jr. s May 1, 2003 â€Å"end of major combat operations† speech on the deck of a U. S. aircraft carrier was nothing more than a cheap campaign and legally deceptive propaganda stunt. Succinctly put, these legal rules of war can be found in the Fourth Geneva Convention of 1949, its Additional Protocol One of 1977, the Hague Regulations of 1907, and U. S. Army Field Manual 27–10 (1956), which require, inter alia, the preservation of Iraqs constitutional and domestic legal order. Nevertheless, the Bush Jr. administration made it crystal clear that they were going to remake Iraq in their own image and thus not pay the least bit of attention to the laws of war. This has entailed a range of policies which would further U. S. /U. K. interests while seeking to drastically curtail future Iraqi options, e. g. , â€Å"privatization† of the Iraqi economy, including and especially its oil industry; drafting a new constitution for Iraq to determine the nature and extent of its democracy; re-writing Iraqs laws; establishing ad hoc war crimes tribunals along the lines of the Bush Jr. kangaroo courts in Guantanamo; de-Baathification; indoctrinating Iraqi schoolchildren with American propaganda through extensive â€Å"reform† of its education system; etc. All of this serves to put the future of Iraq up for sale to the lowest American (and then British and Israeli) bidders. Such violations of the laws of war are war crimes, establishing the legal predicate for a legitimate Iraqi government in the future to repudiate them all. Oil and Gas as the Key to Global Dominance There is no denying that oil was at the top of the Bush Jr. / Sr. hit-list and the fact that Iraq possesses about 11% of the worlds oil reserves. Indeed, prior thereto it was the thirst and lust for oil and natural gas by the American power elite that really propelled the Bush Jr. administrations aggression against Afghanistan: the need to gain direct access to the rich oil and natural gas fields of Central Asia, which marked the first exploitation of the terrible tragedy of September 11 as public justification for a pre-planned war of aggression under the pretext of â€Å"combating international terrorism. Though according to the Bush Jr. administrations version of events, 15 of the 19 hijackers on September 11 were from Saudi Arabia, for some mysterious reason America had to attack, invade, and occupy Afghanistan. Bush administration functionaries continue to lie, cover up, and obstruct investigations into who was ultimately responsible for the terrible tragedy of September 11, and why no one in the Bush Jr. administration acted to prevent it despite numerous, repeated, and widespread warnings beforehand from American as well as European diplomats and agencies. We are witnessing a Pearl Harbor cover-up all over again. The Bush Jr. Wars of aggression against Afghanistan and Iraq must be understood as part of a major grab by the United States government for global energy resources and the attendant power to be derived from controlling about two-thirds of the worlds oil and natural gas supplies located around this Eurasian heartland. Such an assault had been contemplated and planned by the U. S. power elite for quite some time, dating back to the Kissinger threat and plan to steal the Arab oil fields in reaction to the 1973 Arab oil embargo of the West for assisting Israel in its war to hold on to the Arab lands Israel had illegally stolen in its 1967 aggressions against the surrounding Arab states and peoples. The collapse of the Warsaw Pact and the disintegration of the Soviet Union provided the U. S. power elite with the opportunity to put their Machiavellian scheme for world economic hegemony into operation. But the Bush Jr. Wars of aggression against Afghanistan and Iraq must be seen as more than the seizure of oil for domestic consumption. Rather, they are components of a longstanding American plan to control and dominate the oil and natural gas supplies for Europe, Japan, and Asia, and thus the future of the worlds economy—a project my teacher, mentor, and later friend, the late and great Professor Hans Morgenthau once denominated as â€Å"unlimited imperialism† in his classic work Politics Among Nations. Tied into this was the subsidiary objective of making sure that oil continues to be paid for in dollars instead of Euros on the open market. The Bush Sr. 1991 war against Iraq for oil was the first battle in the U. S. quest for world economic hegemony. These subsequent events must be viewed in the same light: the Bush Sr. invasion of Somalia; the Clinton/ Bush Jr. military intervention into Colombia; Bush Jr. s support for the anti Chavez failed coup in oil-rich Venezuela; the post-9/11 U. S. military intervention into and occupation of Djibouti in order to control the Suez Canal/ Persian Gulf oil route to Europe, and also to obtain direct military access to the oil and natural gas resources around the Horn of Africa; the August 2003 U. S. military intervention into Liberia, once again to grab direct military access to the oil and natural gas resources located off and on the West Coast of Africa; etc. Whatever the public rhetoric or justification might be, the fact of the matter is that if the reader looks at a map of the world, the United States government has its military, paramilitary, and covert forces converging upon and/or threatening almost every country in the world that possesses significant quantities of oil or natural gas, as well as their transportation supply-lines and the latters choke-points. Many of these energy-resource-rich countries just happen to be Muslim. That reveals what Huntingtons infamous â€Å"Clash of Civilizations† was really all about. Our clash is their civilization. After September 11, Bush Jr. himself proudly boasted that he was going on a Crusade. Certainly that is the way the Muslim world sees it: an American fundamentalist mission to remake â€Å"world order† in Americas imperialist image—not as democracies, but as client or even failed states—while fomenting world disorder in the process. In this relentless quest and insatiable lust for oil and gas around the world, the United States power elite is now in the process of destroying the entirety of the international legal order that had been established by a predecessor elitist generation running the United States government in the aftermath of and in reaction to the genocidal horrors of the Second World War. Most particularly and especially, this includes, inter alia, the United Nations Charter, as well as the Nuremberg Charter, Judgment, and Principles, all of which had heretofore been the bedrock upon which the entirety of the post-World War II international legal order rested. Preventive Warfare: The Nazi Precedent Iraq had been continuously and illegally bombed by the United States and the United Kingdom since the end of the Bush Sr. Gulf War in 1991 under the pretext of enforcing unauthorized and clearly illegal no-fly zones. But in order to accomplish their objective of seizing Iraq outright, the Bush Jr. warmongers had to articulate another operational rationale for a war of aggression that they could then sell to the American people and Congress that was separate and apart from their fatuous â€Å"war against international terrorism. † So they resurrected the long-ago discredited Nazi doctrine of â€Å"preventive warfare,† once again using the terrible tragedy of 11 September 2001 as a pretext for doing so. The first overt step in their plan was the Bush Jr. aggressive threat to Iraq uttered during the course of his State of the Union Address to the United States Congress on 29 January 2002, in which he branded Iraq as part of a so-called â€Å"axis of evil† along with Iran and North Korea. By means of employing this provocative language harkening back to the World War II â€Å"axis† of Nazi Germany, Fascist Italy, and Imperial Japan, the Bush Jr. administration was deliberately preparing the ground for bogus claims to launch preventive wars against all three of these U. N. member states. Iraq was at the top of the Bush Jr. hit list. Having been materially and psychologically debilitated by over a decade of genocidal economic sanctions imposed upon its people by the United Nations Security Council acting at the behest of the United States and the United Kingdom, Iraq and its oil fields were finally ripe for the imperial picking by Bush Jr. and his right-hand henchman, Tony Blair. By contrast, North Korea and Iran could be expected to defend themselves by inflicting enormous casualties against an aggressor. As on the Southside of Chicago, bullies prefer to pick upon hapless victims. The Nazi doctrine of preventive warfare was publicly articulated by President Bush Jr. in his 1 June 2002 commencement address at the West Point Military Academy. Then in late August of 2002, Vice President Cheney signaled the formal commencement of the Bush Jr. war of aggression against Iraq by giving two public speeches before the Veterans of Foreign Wars (Aug. 26) and the Korean War Veterans (Aug. 29) in which he too publicly touted the Nazi doctrine of preventive warfare against Iraq. The U. S. news media were too obeisant to observe that though warmongering for a war against Iraq before these former soldiers who had actually gone to war, Cheney had ducked out of the Vietnam War, as had Bush, Jr. Wolfowitz and the rest of the Bush Jr. administrations Straussian Neo-Con cabal were too busy studying Machiavelli and Nietzsche with Strauss, Bloom, and their acolytes from the University of Chicago. Unlike the WWII American power elite, many of whose sons actually fought in combat (e. g. , Bush Sr. ), the contemporary American power elite prefers to send the children of poor blacks, Latinos, and whites off to kill and be killed in Afghanistan, Iraq, and elsewhere, as did their elitist predecessors a generation ago in Vietnam, Cambodia, and Laos. Indeed a Class war. Finally, in September 2002 the Bush Jr. Administration officially approved and adopted the â€Å"National Security Strategy of the United States,† fully embracing this reprehensible, criminal, and Nazi doctrine of preventive warfare, and transmitted it to the U. S. Congress as a declaration of official policy by the United States of America.. Certainly its most odious language is: â€Å"†¦ we recognize that our best defense is a good offense†¦Ã¢â‚¬  In other words, the United States government has publicly admitted in an official government document that it is now prepared to wage offensive warfare against adversaries of its choosing around the world irrespective of the requirements of, inter alia, the United Nations Charter, the Kellogg-Briand Peace Pact, as well as the Nuremberg Charter, Judgment, and Principles. This official U. S. government document could be filed with the International Court of Justice in The Hague as proof-positive that it is now the official policy of the United States government to wage criminal wars of aggression against other U. N. member states in violation of the most elementary principles of the contemporary international legal order that would be too numerous to list here. The document is nothing less than what lawyers call an â€Å"Admission against Interest. † In brief, the Bush Jr. administration has officially incriminated the United States of America under international law and practice. Such is the arrogance of Power—which usually spells its downfall! Even more disturbingly, while it was publicly campaigning for a war of aggression against Iraq, in December 2002 the Bush Jr. administration released its so-called â€Å"National Strategy to Combat Weapons of Mass Destruction,† which was published on the web-page for the White House itself. This supplementary Nazi war plan calls for the first use of weapons of mass destruction (WMD)–-chemical, biological, and nuclear—by the United States government under the justification of waging a preventive or preemptive war. Of course this Nazi Doctrine of Preventive Warfare is nothing more than a pretext for waging a war of aggression in the first place. So the Bush Jr. administration officially signaled that it is fully prepared to be the first to use WMD. It would do so against its chosen adversaries around the world as part of an offensive military operation, or even to launch a full-scale war itself, thereby evoking shades of Hiroshima and Nagasaki! North Korea took notice and responded accordingly to defend itself. Reference Page †¢ James Moore (2004) Book Title: Bushs War for Reelection: Iraq, the White House, and the People. Publisher: Wiley. Place of Publication: Hoboken, NJ.

Employee Empowerment Case Study: TGI Fridays

Employee Empowerment Case Study: TGI Fridays Major shifts in business activities in the recent years due to globalizations have taken Large (LEs) and Small Medium Scale Organizations (SMEs) either National or Multinational towards an intense competitive environment. To respond to these global challenges organizations are now working differently as compared to past and last but not the least the competitive advantage that a company obtains is through its customer service activities. As The cost of attracting a new customer is five times bigger compared to the cost of retaining a current customer (Hart et al, 1990). When an organization is not able to provide the desired satisfaction to customers, the customer becomes aggressive and besides leaving the organization service becomes a tool to disengage customers in his domain. When a company fails to provide a service, the dissatisfied customer may provide negative word-of-mouth. (Chakrapani, 1998) claims that 100 dissatisfied customers cost a company 1600 to 2500 potential customers. To retain the customers it is of paramount importance that the employees of an organization are in line with the organizations objective with regards to the successful operation and in this regard todays managers make sure to convince employees that their personal interests are in agreement with the goals of the organization. (Hellriegel et al, 2005) explained that in todays battle for excellent employees, management has to offer more than high pay to win employees trust and motivate employees. As very aptly discussed by (Latham and Gary, 2004) that the most difficult aspect of being a work team leader is motivation of team members. Work teams may be more successful in achieving organizational goals if their members are empowerment to do their jobs. 2. SIGNIFICANCE: For achieving organizational success employee empowerment and performance are at the core with regards to these concepts. Job satisfaction amongst employees talked about in relation to employee empowerment and contextual performance. Ugboro and Obeng, found that in an organization empowered employees demonstrate job satisfaction at higher levels in contrast in organizations where employees are not empowered. (Ugboro and Obeng, 2000) When the team leader demonstrates the appropriate disciplines Employee motivation can be an easy task the simple disciplines encourage employee motivation to happen naturally. Motivation, whether it is self motivation or employee motivation, is the trigger to act. The competitive business market nowadays stresses on swift solutions as there a shortage of time in making decisions. To succeed, todays complex organizations require the collaboration of multiple followers (Yukl, 2008) managers at all levels who may assume a leadership role contingent on situational demands. As a result, empowerment has become a big slogan in numerous organizations world over. By setting the shared vision and common goal creates an environment in which other employees can control themselves i.e. empowered whether they acting for the objectives of the organization or not. As Kotter said that the vision makes the work more important to employees that envisioned by the common vision, which at the same time stresses their own values (Kotter, 1990). In order to get people move in the same direction that leader chooses, he/she needs to align them rather than organize them (Kotter, 1990). Empowered employees are more willing to serve the customers; his in turn quickens customer needÂÂ ´s responses which in turn result in customer satisfaction (Bowen et al, 1992). Empowered employees self-efficacy levels increase as they are in a position to evaluate the best approach to perform tasks. (Gist et al, 1992) In a Service organization the employees are of primary significance in view of the fact that they are the ones who are the face of the organization and the way they react and interact with the consumers is an indicator to the customers about the organization. The better the service and quality interaction the customer will have the more positive image will be portrayed also since service organizations are empowered as they have to make on the spot decisions this may prompt a negative image also as its a 2 way process. 3. RESEARCH OBJECTIVE: 3.1 AIMS: The idea of the study is to streamline the corporate objective through better quality management by having empowered employees. Whether it is fashion, hospitality, airline or the food industry, consumers first and foremost demand is quality. And this is not area specific. At the end of the day, companies are attracting consumers. However, the underlying challenges facing companies are the maintenance of quality to enhance consumer base. 3.2 RESEARCH QUESTION: For this study the company chosen is TGI Fridays restaurant. The purpose of this research is to ascertain the extent to which TGI Fridays restaurant practices employee empowerment in their organization, and how it impacts on service quality and customer satisfaction. The nature of the food service industry touches directly on the satisfaction and experience of the consumers. This uniqueness may account for the closer scrutiny and monitoring to ensure that certain standards with regard to employee empowerment that would otherwise have been voluntary in other sectors are observed. In this paper, we will delve into the details of employee empowerment in the restaurant business. The core study will revolve around TGI FRIDAYS Quality Management through employee involvement that will ultimately help the brand reach greater heights. According to (Strauss et al, 1998), the research question is a statement that identifies the phenomenon to be studied. It tells the readers what the researcher exclusively wants to know about this subject. How does TGI Fridays empowering of employees impacts on the quality of service and customer satisfaction in their restaurant? 4. Literature Review: 4.1 Total Quality Management: With the advancement in communication technology, transportation and other technologies the world has shrunk into a global village. Products and services developed in a country are now widely accepted in other regions of the globe as well. Many companies like TGI Friday have been developing marketing strategies to fulfill the need, in an increasingly globalized market, for several years. TGI Friday is one of the companies that are being recognized by and whose brand names are familiar to most of the people in every region of the world (Austins Radisson Hotel, 2006) Quality has different connotation to different people. Employees tend to think like their peers and think differently like those at other levels. This suggests that to infuse quality in the organization will be much easier if it is embedded across the board. Many Japanese companies have demonstrated a high perfection of product quality, reliability and customer service through TQM (Garvin, 1988). Such goals require continuous improvement procedures to be established within the company. The relationship between market share, profitability and quality has always been studied. According to Buzzell and Gale (1987) one factor above all others-superior quality drives market share and profit is virtually guaranteed. Companies that are committed to Total Quality Management, apply it in all areas of the organization, because customers are both external and internal functions to the business. Quality can not only reduce cost, it also helps in getting the differential advantage. As we can see in the following illustration, there are two types of quality: quality driven at customer and conformance to organizational quality standards. The Quality Circle is as follows: Price Advantage Customer-Driven Quality Market Share Profitability and Growth Customer Value Customer Attributes and Design Specs Specification Quality Productivity Lower Cost Lower Cost of Quality Investment in Improved Quality Figure 3.1 Quality Circle, Source: Joel E. Ross, (1996). Total Quality Management; Text, Cases and Readings. Second Edition. Total Quality circle implies that the customer is the top priority for all business decisions. It takes into consideration the satisfaction of customer as a key determinant of success in the long run. Sometimes business decisions lead to the demise of an entire enterprise when quality is shown the door, while compromising on customer requirements. According to TQM theory the best way to improve organizational output is to continually improve performance (Dale, 1996). The phenomenon of Total Quality Management is no more another statement for organizations. It has become a reality. In the cut-throat corporate world, companies find themselves in hot water if they compromise on quality, consideration the fact the consumers now have more alternatives at their disposal. 4.1.2 Buzz Word Quality: Every organization has a set of standards and beliefs that they adhere to. Quality is the buzz word in the modern day marketplace. Every organization claim to infuse the best quality in its products and services. In our daily lives, we distinguish different products and services as excellent, average or mediocre. The precise definition of a quality product or service is that it provides customer more than what they were actually looking for at a prescribed price. According to Crosby, quality is the outcome of a carefully constructed culture. This has to be the fabric of the organization. (Crosby, 1988) Organizations operating in modern markets call for an exceptional quality in their products and services. In the case of restaurants, the initiative is that products and services must be readily available to customers. Essentially, organizations focus on the concerns of customer needs, through a well developed mechanism (Kotler, 1991). A good management at a restaurant will instill value that will lead to the creation of admirable products and commendable service, which in turn fulfills customer expectations and satisfies them. Quality is really an attitude built on a perception. Its not the product or company itself. The product is sold by the company. (Aaker, 1991), asserts that the brand of that product is bought by the consumer, predicated upon the consumers perception that the brand he or she buys of a product differs sufficiently from another brand of the same product to warrant choosing one particular brand over another. And, by the way, warrants paying the price for it. Customers look beyond the functional benefits of a restaurant to the overall experience it offers. Johnson stated that people stay in relationships for two major reasons: because they want to and because they have to. (Johnson, 1982) This recommends that service loyalty is influenced by satisfaction and interpersonal bonds. The interplay of these two sets of influences impacts on operational, marketing and human resource management strategies, including the nature and form of empowerment best matched to the service offer. (Cowell, 1984) claims that different organization provide different service features, which in the long-term impacts the operational management, marketing offer to customers and the way that front line employees are managed. 4.1.3 Consumers Charge Quality: Consumers tend to associate quality with price. But a new Cornell study found out that higher price tag may create a more positive view of products, but consumers may not necessarily purchase them. (Lowery, 2009) Some studies support the idea that higher price leads to a more superior quality some case examples are studies by, (Dodds, et al 1991; Gabor, 1988 etc). On the other hand, other studies have found that a high price may not always be related to the perceived superior quality. (Peterson 1970; Peterson and Jolibert, 1976). Such inconsistent findings have prompted the conclusion that a general price perceived quality relationship does not exist (Zeithaml et al, 1988). It is very much clear that quality cannot alone be associated with the price tag. It all depends on the users preference, the availability of different alternatives and the situation that compels the consumer to use the product/service. Many customers seek their prescribed branded services when it comes to restaurants. The branded organization meets customers security needs by making the service offer precise and by delivering a standardized service constant with customer expectations. At the same time many customers are looking for some confirmation of their individuality. (Holpp, 1990) asserts that the problem with the delivery of services is that it is delivered at the customers interface. If a problem exists, it is already too late. The subtle aspects to service and the heterogeneity of services pose difficulty for both customers and organizations supplying services to them. TGI Fridays provides a service which creates a sense of social connection to others. The brand also offers its customers a prospect to deal with the ambiguity felt by many service consumers. Thus, the customer can personalize the experience and knows what to expect. The following extract from an article reinforces the aforementioned argument. Lori Voth asserted that the biggest problem with most of restaurants is that the food looks awesome in the menu, or on TV, billboard, but once it gets delivered to your table, your impression fades away. However TGI Fridays manages to do it perfectly every time. Not only do the photos and descriptions make your mouth water but the actual meal always lives up to its promise. This is one restaurant where you can judge something by its cover, or picture. 4.1.4 Quality Infuse Loyalty: It has been observed that some restaurants have a more loyal following? Why is that people are more attracted to it? Because, the experience is worth remembering. From the very first interaction with the staff, an impression is made. This feeling creates an impression in the mind of the customer. Many restaurants and TGI Fridays in particular identify the value of customer service. Loyalty is an essential part of doing any business. No business can survive without establishing a dedicated client base. Studies have shown that companies that are rated high by their customer can charge close to ten percent more, than those rated poorly (Sonnenberg, 1989). For managers, motivating a group of employees is not a straightforward task. Each employee is a different and unique individual with dissimilar personalities and attitudes. Surprisingly enough, in spite of its evident importance to all businesses, relatively little is known about it. Experts have struggled to define exactly what being a loyal customer means, and too little has been made in determining what factors lead to customer loyalty. So, although customer loyalty is considered the back-bone of business, it still remains a mystery. To be truly effective and be able to repeat business, a brand must fabricate an emotional connection with its customers. And this is what the managers strive to achieve. Emotional branding is connected with the wisdom of brands and leads to an excursion filled with precious hints, ideas, and lessons from the customers. How to infuse brand loyalty in customers and address the trenchant constituents of branding as a product of perceptive thinking is another challenge for the managers. Haddadj (2003) believes that to create an effective workplace in order to motivate employees to perform well is very much in the interest of organization. Managers pivotal role in initiating transformation in a restaurant is to succeed in improving organizational performance. 4.2 What is Employee Empowerment? A pleasant and professional environment helps in the development of the capabilities of employees. On the other hand meager staff quality can be very expensive for any business. Empowerment is defined as the capability of employees to exercise judgment and discretion in their work and to contribute more fully in decisions affecting their work (Potterfield, 1999). Change, regardless of its magnitude is a challenging exercise. In case of employee empowerment, the challenge becomes even bigger as a high level of unpredictability is involved. In any organization, employees are the assets. Human Resource is vital to a corporations growth and prosperity is gaining and retaining competitive advantage. Therefore a motivated and contented workforce is more likely to achieve on many fronts. Loyalty and commitment from the staff cannot be controlled. In Harvester Restaurants, employees work in autonomous work groups without the direction of an immediate supervisor (Ashness et al, 1995). Organizations tie staff loyalty and commitment to its policies and actions. Therefore the management should deal with this issue prudently. (Fedor et al, 1989) concede that the employees who find the work more creative will react less to criticism. Total quality management and the strive for zero defects places issues of quality at the center of every managements reflection. Employees who are empowered are in greater control (Conger et al, 1988). Employee empowerment has its fair share of criticism too. (Purser et al, 1998) in particular are wary of practices, calling it pseudo-empowerment (p. 132). They assert that it is simply putting a new face on an old scheme. Many authors believe it is more self-directed. (Hitchcock et al, 1995) note that the practiced empowerment is a status rather than a process of actively participation. However, those who promote this concept are of the view that it works and is related to the organizations performance. (Piore et al, 1983) believe the organizations will gain superior competitive advantage by focusing on employees as assets and by removing unnecessary levels of management. There are four different, but overlapping managerial motives for introducing empowerment (Lashley, 1995). These are empowerment through participation, through involvement, through commitment, and empowerment through delivering. Each of the aforementioned forms is applied differently with the nature of empowered given to the employee. Organizational theories also attest to the fact that the fit involving business strategies and organizational characteristics is a key determinant of organizational performance (Lorsch et al, 1973). Many authors like (Barry, 1993) say that empowerment is a universally defined term. The idea of empowerment is to engage the employee in different aspects of the service operation. The empowerment model of (Lashley, 1997) is as follows: Source: (Lashley, 1997) 4.2.1 Empowerment Self-Actualization: Abraham Maslow has hinted out at the five levels of human needs. The need of self actualization is on top of the pyramid. The Maslows Hierarchy Model is as follows: http://dinamehta.com/blog/wp-content/uploads/2007/10/800px-maslows_hierarchy_of_needssvg.png Source:NetMBA.com Empowerment is in fact fulfilling ones need of self actualization. It is difficult to develop an environment that allows team players to find opportunities for self-actualization, and to be respected and feel empowered. But in the hospitality industry it is deemed important to allow employees to take responsibility of their actions. (Barbie et al, 1991) believed that a feeling of personal efficacy and self determination in nurtured among employees. They are supposed to feel that they have power and can make a difference. They have choices and can exercise it. (Johnson, 1993) 4.2.2 Employee empowerment in the hospitality industry: Employee empowerment is particularly relevant in the hospitality industry because employees have the maximum amount of direct customer contact. Levels of customer satisfaction can be improved by empowering employees to handle guest requests or problems immediately, rather than having to report to their managers .Managers fundamental task in a restaurant is to improve performance (Haddadj, 2003). Organizations operating in different industries have different set of management rules. The risk is high where the service act is directed at the minds of the people. Caring attitudes by managers succeed in bringing forth employee dedication and approval. (Black et al, 1996) 4.2.3 TGI Fridays Restaurant: The organization structure at TGI restaurants is somewhat traditional and typical for the hospitality business. At Fridays a standardized layout and decor is balanced by an extensive menu which allows the customer to decide on what they should consume within the range. In many ways the offer is comparable to mass customization in manufactured products. The customer knows what to expect, and can personalize the experience through the extensive menu. 4.2.4 TGI Fridays Operations: The Restaurant Manager is responsible for the handling of affairs of the unit. The Front of house operations is managed by the senior service manager. The quality manager is in charge of the operations in kitchen and stores. People are trained for specific jobs that include jobs at bar, in the restaurant and the kitchen. Some employees play a supervisory role as shift leader. Trained hosts receive guests and the expediter is responsible for ensuring the speedy production of meals from the kitchen. To ensure quality and consistency in the service offering is a lot harder to accomplish than in other sectors. This category of service firms is unique since the organization is not isolated from the customer the latter must physically be present throughout the service act, unlike other sectors such as manufacturing (Fitzsimmons and Fitzsimmons, 2004). These are recognized as the critical success factors. (Boynton et al, 1984) define critical success factors as those things that must go well to ensure success for a manager. They imply that these administrative areas must be given individual attention to bring about higher performance. The thorough interaction between the service organization and the customer in person has profound quality implications for the organization. In the case of TGI Fridays where employees are delivering a mass customized service, they need to exercise consultancy skills in their interpretation of customer service needs. This helps in increased motivation in the workforce. This in turn will able the employee to reach future performance standards (Nemoroff et al, 1979). 4.2.5 Employee Empowerment at TGI Fridays: TGI Fridays foster an environment of employee empowerment. They have created an environment where employees are nurtured to take responsibility for their actions. So, performance at TGI Fridays requires more than merely taking order and delivering to the customer (Ritzer, 1993). This is very important to managerial aspirations for their approach. Employees need to be able to interpret, and then deliver, the customer service required. At Fridays employees are managed through a cluster of approaches to enhance perfection in work. When it comes to special events, it really shows that everyone in the staff is an important player. For instance during the week People arrive for their shift, do their shift, and go home. But at special occasions like Christmas, Dub-Dubs, door hosts, bartenders and managers alike stay behind after working. Everyone make sure that customers when they check in feel comfortable about the place. The slogan is to be trusted and respected. This is the managers duty to be an effective communicator and devote time to everyone equally. The natural skills and talents of employees will be realized and utilized to the organizations effectiveness (Ripley and Ripley, 1993). TGI FRIDAYS support the staff to be hands on with customers, but at the same time assesses the character and mood of the guests in order to achieve appropriate level of interaction. They have designed a book they call as the WOW Book. 4.2.6 The WOW Book: TGI FRIDAYS has a book known as WOW (WALK ON WATER). This book for staff lists the extra stuff the employees can offer to the customer. One such example that comes into our mind is lighting a cigarette for the customer. Before the start of each shift, employees are involved in a board game through roley. This role play is based on service encounters. The is based on the culture and philosophy of the organization. The objective of this is to inculcate each employee with the values of the organization. Unlike bureaucracies, empowering organizational structures are collaborative team based organizations (Beyerlein et al, 2003). 4.2.7 TGI Fridays Passport: The management at TGI Fridays have created a flexible employee rotation program once the training is completed. This program is known as the TGI Passport. This system enables employees to work in other branches, states or countries when there is a vacancy. This is an excellent example of empowering employees through flexibility, thus ensuring loyalty. This scheme not only retains staff but also reduces training costs. 4.2.8 The Five Star Values at TGI Fridays: TGI Fridays has identified five star values to symbolize its philosophy and culture. Each value is presented as a triangle and each side of the triangle must be balanced in order to deliver the service the Fridays way. In addition to these stars values, the three rings of the perceived guests are also taught to the staff. These rings represent the core offerings of the brand along with the consistent standards of service. They also entail an environment in which individual employee is encouraged to work to their maximum potential. An engaged employee has a natural drive for innovation, efficiency and a talent for building encouraging relationships (Ganguly, 2003). The five star values empower employees; they own their job and want to achieve better because they feel rewarding for doing so. 4.2.9 The Service Encounter: TGI Fridays calls its service encounter as an unusual experience. Employees are encouraged to think that TGI Fridays gives its customers a value for their money. For TGI Fridays incorporate elements of standard procedure manuals laid down production and presentation specifications. Test on product knowledge is used to ensure that front line employees had the requisite knowledge to be able to advise customers. Dub-Dubs are allowed to offer advice to customers as to how to structure their meal. Furthermore, they also have to identify the customers service requirements and deliver what is needed. (Lashley, 2000) notes that normative control in TGI Fridays is one of the tools to retain employees and encourage them to take ownership of the service encounter. Service target times at TGI Fridays call for the starters to be served within seven minutes of receipt of the order. Main course items must be served within twelve minutes. A computer programme helps managers to check the timing of these service times. Dub-Dubs are trained to work in routines. They check with the customer regularly after three minutes of delivering the meal. The front-line staff is encouraged to develop a sense of ownership of the service encounter. (Spinalli et al, 2000) establish that empowerment leads to both employee and customer satisfaction. Managers are keen to make sure that the employee is able to meet up customer service requirements, answer queries, offer advice, and present the appropriate performance, and maintain company sales targets. The nature of the work requires a particular type of individual, someone who relates well with customers. 4.2.10 Empowerment and Employees Performance: Employee performance requires, more than the traditional acts of greeting, seating and serving (Hochschild, 1983). Customer satisfaction, attitude towards the customer and meeting the order in a specified time tops the list at Fridays. The bar staff at TGI Fridays provides both the showmanship needed to command a premium price. Work teams and information sharing are the building blocks of employee empowerment. Empowered employees own their jobs; can assess their personal and corporate success. The purpose of empowerment is often to cultivate confidence between employers and employees with the end goal of continuous improvement (Khan, 1997; Lawson, 2000). Workplace know-how is a combination of the foundation skills and the workplace competencies. The competencies cannot be achieved without a strong base; but the two can-and should-be learned simultaneously. Employees are expected to control themselves internally by being nice, cheerful, smiling and courteous to customers even when the customer is rude and offensive (Royle, 2000). The performance of the unit is measured by a system known as a WinCard. 4.2.11 The WIN Card: TGI Fridays used wincard which stands for Whitbread in Numbers scorecard. This is a communication tool that helps in bolster the performance. It uses the scorecard approach. Wincard measures a common set of scores across each unit, brand and at a group level. This enables employees to know better what they are doing and ensure that all employees are working towards the same company goal. It provides a reliable, tangible way of both motivating them individually and as a unit and identifying key areas for improvement. This tracks performance on a monthly basis against the agreed target and an in-store wall chart which display to employees the year- to- date results and monthly results via a color coding system. A traffic light system measures these scores. Green measures a result if the performance is better than the anticipated performance. Amber measures a performance that is better than last year but worse than the anticipated financial plan. Red signifies a performance that is just getting worse. 4.2.12 Guest Feedback: Guest Feedback is an important component of TQM. Hospitality businesses do conduct these surveys to get hands on information about the customers experience. The questions asked are about the customer sense of well-being and the experience as an individual. These questions measure the emotional attachment of the guest with the brand. Companies like TGI Fridays gain the feedback and ideas of their associate through these surveys. They empower their employees and they in turn try to score highly in guest and employee satisfaction surveys. It is a win-win situation. The recognition identifies the optimistic approach of the company. At Fridays, recognition comes in different varieties ranging from the award of eye-catching pin badges to trips abroad for high performing management teams. 4.3 Customer Relation Management: In todays increasingly competitive market, it has become increasingly difficult for businesses to remain competitive. With an increase in competition, organizations are focusing more and more on increasing customer satisfaction, as it is the key to remain competitive in the market. In restaurant operations, such as TGI Fridays, it is projected that new customers cost 11 times more to generate than repeat customers (Sellers, 1990). These economic points of views for empowerment further reinforce claims that employee turnover and bureaucratic control systems will decrease operating costs. Quality is a strategic issue and many aspects of quality management entail strategic thinking within the organization about their customers and their requirements. The value of long term relationships in services marketing has only recently been known. External environments can alter rapidly and companies may not be able to change accordingly (Zacharakis et al, 1999). Employees at TG

Good vs. Evil in Macbeth :: Macbeth essays

Good vs. Evil in Macbeth The good characters in Macbeth are less interesting than the evil ones. Everybody has an 'evil seed' planted in them. Only the really evil person acts on them and commits something morally wrong. Like Macbeth. When Macbeth first received the prophecies, he actually considered them. " Two truths are told,...but what is not" (line 137-152, Pg 27-29). We see him arguing with himself and feeling disgusted that he even thought that. That was interesting because we get the feeling that something out of the ordinary is coming up and our anticipation gets into the story straightaway. At the end, we didn't expect that a murderer like Macbeth would have a dramatic and poetic imagination "To-morrow, and to-morrow, and to-morrow,...And then is heard no more: it is a tale" (line 21-28, Pg 233), or that he would, even in defeat, display conscience and bravery. "I will not yield to kiss the ground before young Malcolm's feet,...And damn'd be him that first cries 'Hold, enough!'" (line 32-39, Pg 249 ). We are surprised, and astonished because we see Macbeth in a different light and for that reason, he is interesting. While Banquo (the good character) on the other hand, was sceptical and quickly dismissed the idea of the prophecies, saying it was just their imagination. " Were such thing here as we do speak about? ...That takes the reason prisoner?" (line 86-89, Pg 27). That response was so predictable. There was no excitement at all. Lady Macbeth. When she got the letter from Macbeth about the prophecies, she immediately thinks of murder and we saw how evil she really was. " The raven himself is hoarse,...To cry, 'Hold, hold!'" (line 41-57, Pg 41). Here we see her summon evil spirits to thicken her blood and to turn her milk into bitter gall and then calls on them to prevent her from feeling remorse and to remove her femineity. This is very intriguing. We didn't even expect that an apparently strong, practical, and determined woman would act in such contradiction to her womanliness. We also see her as a selfish woman when Macbeth had second thoughts about murdering King Duncan. "Was the hope drunk...Like the poor cat I' the adage?" (line 38-48, Pg 59), "What beast was't then...As you have done to this" (line 52-64, Pg 59). She then attacks his manhood to persuade him to kill Duncan.

The Effects of The Black Death on the Economic and Social Life of Europe :: European Europe History

The Effects of The Black Death on the Economic and Social Life of Europe The Black Death is the name later given to the epidemic of plague that ravaged Europe between 1347 and 1351. The disaster affected all aspects of life. Depopulation and shortage of labor hastened changes already inherent in the rural economy; the substitution of wages for labor services was accelerated, and social stratification became less rigid. Psychological morbidity affected the arts; in religion, the lack of educated personnel among the clergy gravely reduced the intellectual vigor of the church. "In less than four years the disease carved a path of death through Asia, Italy, France, North Africa, Spain and Normandy, made its way over the Alps into Switzerland, and continued eastward into Hungary" (Microsoft Bookshelf, page 1). After a brief respite, the plague resumed, crossing the channel into England, Scotland, and Ireland, and eventually made its way into the northern countries of Norway, Sweden, Denmark, Iceland and even as far north as Greenland. In other words, the plague touched almost the entire known world. So much death could not help but tear economic and social structures apart. Lack of peasants and laborers sent wages soaring, and the value of land plummeted. For the first time in history the scales tipped against wealthy landlords as peasants and serfs gained more bargaining power. Without architects, masons and artisans, great cathedrals and castles remained unfinished for hundreds of years. Governments, lacking officials, floundered in their attempts to create order out of chaos. The living lost all sense of morality and justice, and a new attitude toward the church emerged. Medieval people could find no Divine reason for the four-year nightmare, and dissatisfaction with the church gave impetus to reform movements that eventually broke apart the unity of the Catholic Church. The plague itself was disastrous enough, especially in the appearance of more than one form during the same epidemic. But coming when it did was as catastrophic as its form. The middle 14th century was not a good time for Europe. The European economy was already in difficulties. It was approaching the limits of expansion, both on its frontiers and in reclaiming land from forest and swamp. The arrival of the Mongols and the Ottomans had disrupted trade routes, and certain areas of Europe were edging into depression. "The Church was in poor shape as well. The popes resided at Avignon, not at Rome, to the scandal of many.

Miss Jane Marple and Miss Cordelia Grey

At first blush it is difficult to imagine two women who are more different that Miss Jane Marple, the cozy amateur detective featured in Agatha Christie's At Bertram's Hotel and Miss Cordelia Grey the protagonist in P. D. James' An Unsuitable Job for a Woman. First, Miss Marple is a good deal older than Miss Gray, although their lifetimes overlap. Secondly the times and worlds they each occupy vary considerably. Lastly, Miss Marple's life experiences appear to have occurred in the village St. Mary Mead. Cordelia Grey however has never really known a home and has lived throughout Europe. However, after sorting through the differences between the two women it becomes clear that each has the necessary qualities necessary to play the role of mystery novel detective. Time provides the most obvious focus between these two novels and their main characters. Miss Marple's age is not revealed, but Lady Selina, herself sixty-five-years-old notices Miss Marple's arrival with the observation â€Å"I do believe that's old Jane Marple. Thought she was dead years ago. Looks a hundred† (Christie 4). Cordelia Grey is only twenty-two-years-old in An Unsuitable Job for a Woman, but it is not just the difference in their ages that separates the two women, it is the difference in time. Although At Bertram's Hotel takes place in London in 1955 and An Unsuitable Job for a Woman takes place in London and Cambridge in 1972 the focus on time each novel has is quite is quite different. Bertram's Hotel stands proudly in the mid-1950s looking backwards to an England that no longer exists except in the memories of the elderly and English films. The management has created an artificial, refined world that caters to the aging members of Edwardian England who fondly recall their youth and to whose Americans who want to visit the â€Å"real† England: hopefully the England from before World War I, but certainly the England from before World War II. Bertram's has changed over the years, but looks â€Å"precisely as it had looked in 1939—dignified, unostentatious, and quietly expensive† (Christie 1). Miss Marple arrives for a visit after having previously stayed there when she was fourteen. Miss Marple brings with her not only her memories of her previous visit, but also a lifetime of memories of the people from St. Mary Mead who she has observed for a lifetime and has learned to recognize anomalies in the actions of others and has developed the habit of â€Å"picking† at these peculiar actions until she has revealed the reason for the action. In this process, Miss Marple has solved a large number of murder mysteries (Christie). The 1972 world of Cordelia Grey differs greatly. Rather than focusing her interest backward at a childhood without a mother and most often without her father being part of her life, Cordelia Grey looks forward. She lives at a time when a young woman living in London has the opportunity to work in an increasing variety of careers. Despite this relaxing of social attitude toward the role of women in England, Cordelia has stumbled into the detective business, a most unsuitable career that she intends to master (James). Unlike Miss Marple who has a treasure trove of memories to guide her in her investigations, Cordelia Grey has had a short live and has had almost no training to work as a detective. Although technically a partner, Grey's training has been limited to basic training in the use of fingerprinting and similar techniques. Her real training has been the often-repeated litany remarks of her late partner Bernard G. Pryde. Pryde was fired from the CID section of the Metropolitan police because of his inability to put together facts and solve cases. He had however taken to heart the teachings of Superintendent Inspector Adam Dagliesh and always had a proverb at hand to help with the current situation. Miss Grey calls these to mind as she proceeds throughout the investigation (James 56, 211). Miss Marple appears to have spent her life at home, working in her garden except for occasional trips such as the two to Bertram's and a trip to the Caribbean that had been paid for by her nephew. Her world is St. Mary Mead, a microcosm sufficiently diverse to have allowed her to develop a keen sense of observation that is adequate to the world outside St. Mary Mead. Cordelia Grey, however, has lived in a series of foster homes after her mother's death while giving birth to Cordelia. Her father was a fascist poet and not much of a father at all, prompting Cordelia to conclude that the six years she spent at convent school due to a clerical error were â€Å"the most settled and happy years of her life. (James 68). The similarities between the two are quite striking. Both women are extremely intelligent though Miss Marple often appears as a twittering and reminiscing old lady (Christie 36). While at convent school Cordelia Grey had learned that she was smart and that â€Å"she needn't to conceal her intelligence, that cleverness which a succession of foster mothers had somehow seen as a threat.† She was offered a chance to take her A-levels with the hopes of a scholarship to Cambridge, but was forbidden to do so by her father who unfortunately chose to appear at the time (James 68-9). Miss Marple and Miss Grey have a strong attraction to what is orderly and proper. Miss Marple always awakens early; she has her breakfast at eight-thirty and enjoys a â€Å"real breakfast† with â€Å"proper eggs† (Christie 33-35). Even though her partner has died, she attends to the business, even though there are no clients, â€Å"cleaning, tidying, rearranging . . .† (James 22). She carefully plans what clothes she should take with her to Cambridge while she conducts her investigation (James 43). When the investigation is over Miss Grey takes the time to finish spading the last two feet of the garden row the murder victim had failed to complete before his death, as if it were one more unsettled task that needed to be completed. Finally, these women are tenacious as terriers. If either of them notices something that is not quite right they will fuss at it and fiddle with it until it makes sense and is reconciled to their satisfaction. Ultimately both Miss Marple and Miss Grey are, in some respects, different faces of a modern, female Janus, the two faced god with each face pointing in opposite directions. The elderly Miss Marple steadfastly faces back in time toward the Edwardian England she remembers and prefers; the young Miss Grey who eagerly faces forward, looks hopefully toward the future. Despite this different temporal orientation, each woman keeps one, boldly curious, wandering eye firmly in the present time and location. Each woman notices the unusual in the midst of normalcy, seeks lies in the midst of truth, and discerns the sinister among the innocent. Despite the great differences between them, they are in many ways kindred sisters or perhaps kindred grandmother and granddaughter. Both women successfully engage in activities deemed â€Å"unsuitable† work for a woman. Despite this they succeed in discovering and righting the wrongs even though the men around them have failed to do so. Works Cited Christie, Agatha. At Bertram's Hotel. New York: Bantam Books, Agatha Christie Mystery Collection, 1987. James, P. D. An Unsuitable Job for a Woman. New York: Charles Scribner's Sons, 1972.