Egotism and Love in Shakespeares Sonnet 42 Essay -- Sonnet essays

Egotism and Love in Shakespeare's Sonnet 42      Ã‚   William Shakespeare's sonnets deal with two very distinct individuals: the blond young man and the mysterious dark-haired woman. The young man is the focus of the earlier numbered sonnets while the latter ones deal primarily with the dark-haired woman. The character of the young man and a seductive mistress are brought together under passionate circumstances in Shakespeare's "Sonnet 42." The sexual prowess of the mistress entangles both Shakespeare and the young man in her web of flesh. This triangular sonnet brings out Shakespeare's affection for both individuals. His narcissistic ideal of delusional love for the young man is shown through diction and imagery, metrical variation and voice, contained in three quatrains and one couplet.   Ã‚   The first quatrain introduces the surreal relationship between the young man and the poet in the choice of diction that is used. The first line of the sonnet "That thou hast her," uses strong alliterative qualities in the stressed first syllables of each word. In doing so, the imagery that is created is one of conceit and arrogance on the behalf of Shakespeare. Generally, a man who has been cuckold by the infidelities of his mistress is not so swift to forgive his betrayer. Instead, he narcissistically tells the friend that the affair is "not all [his] grief" (1). Likewise, Shakespeare alternately uses hypermetric and iambic lines in the first quatrain. Lines one and three are regular iambic pentameter but lines two and four are hypermetrical iambic pentameter. When referring to the young man and the pseudo-importance of their relationship, Shakespeare implements regular iambic pentameter, trying to convince the rea... ...ays him. He tricks himself into believing that he and his friend are such kindred spirits that they are truly one in mind, body and spirit, when in fact, they are not. The final line of the sonnet begins with an initial spondee, "Sweet flattery" (14) in which Shakespeare himself is admitting how sweet delusion really is, and ends in a terminal spondee, "me alone" (14) showing that the young man and Shakespeare were really never more than acquaintances that loved the same woman.] Through a figment of his imagination, he developed a mythical relationship with the young man when in fact, the only really loving relationship he had was with his own pretentious subconscious. Works Cited Shakespeare, William, "Sonnet 42." The Norton Anthology of English Literature. Eds. M.H. Abrams and Stephen Greenblatt. 7th ed. 2 vols. New York: Norton, 2000. 1:1033. Egotism and Love in Shakespeare's Sonnet 42 Essay -- Sonnet essays Egotism and Love in Shakespeare's Sonnet 42      Ã‚   William Shakespeare's sonnets deal with two very distinct individuals: the blond young man and the mysterious dark-haired woman. The young man is the focus of the earlier numbered sonnets while the latter ones deal primarily with the dark-haired woman. The character of the young man and a seductive mistress are brought together under passionate circumstances in Shakespeare's "Sonnet 42." The sexual prowess of the mistress entangles both Shakespeare and the young man in her web of flesh. This triangular sonnet brings out Shakespeare's affection for both individuals. His narcissistic ideal of delusional love for the young man is shown through diction and imagery, metrical variation and voice, contained in three quatrains and one couplet.   Ã‚   The first quatrain introduces the surreal relationship between the young man and the poet in the choice of diction that is used. The first line of the sonnet "That thou hast her," uses strong alliterative qualities in the stressed first syllables of each word. In doing so, the imagery that is created is one of conceit and arrogance on the behalf of Shakespeare. Generally, a man who has been cuckold by the infidelities of his mistress is not so swift to forgive his betrayer. Instead, he narcissistically tells the friend that the affair is "not all [his] grief" (1). Likewise, Shakespeare alternately uses hypermetric and iambic lines in the first quatrain. Lines one and three are regular iambic pentameter but lines two and four are hypermetrical iambic pentameter. When referring to the young man and the pseudo-importance of their relationship, Shakespeare implements regular iambic pentameter, trying to convince the rea... ...ays him. He tricks himself into believing that he and his friend are such kindred spirits that they are truly one in mind, body and spirit, when in fact, they are not. The final line of the sonnet begins with an initial spondee, "Sweet flattery" (14) in which Shakespeare himself is admitting how sweet delusion really is, and ends in a terminal spondee, "me alone" (14) showing that the young man and Shakespeare were really never more than acquaintances that loved the same woman.] Through a figment of his imagination, he developed a mythical relationship with the young man when in fact, the only really loving relationship he had was with his own pretentious subconscious. Works Cited Shakespeare, William, "Sonnet 42." The Norton Anthology of English Literature. Eds. M.H. Abrams and Stephen Greenblatt. 7th ed. 2 vols. New York: Norton, 2000. 1:1033.

Mendin Wall Essay -- essays research papers

Walls Have Two   Ã‚  Ã‚  Ã‚  Ã‚  In Robert Frost’s “Mending Wall,'; he shows a man views about a wall. The man names both pros and cons of having the wall. He also hints at how a wall might affect a particular society. The poem is a conversation between two neighbors on either side of a wall. The main speaker’s conversation shows his views about the purpose of the wall, and it’s effectiveness to either bring people together, or it’s tendency to separate them.   Ã‚  Ã‚  Ã‚  Ã‚  The main speaker’s conversation shows his feelings about the purpose of the wall. His monotonous feeling toward mending the wall shows his reluctance to having the wall. In his conversation he explains that there is no need for a wall because, “My apple trees will never get across and eat the cones under his pines'; (25). Since the speaker can find no reason for the wall he questions his neighbor on it’s purpose. And the other speaker can only answer with, “Good fences make good neighbors'; (27). With this answer the main speaker considers the fact that the wall must have no real purpose. Since the wall is not “walling'; anything in or “walling'; anything out (33).   Ã‚  Ã‚  Ã‚  Ã‚  Though the speaker sees the wall as having no purpose, he does name at least one good thing about it. The thing that he views as being good about the wall is it’s Moo...

Own Business Essay

If I were to start my own business, the first decision I would make would be in deciding what product or service my company would produce or provide. For example, do I have a greater interest in the area of production or service? In deciding this, I would research the market to determine if there was a need for the product or service I was considering. I would also conduct research to determine what area (s) would be some of the better areas to begin the type of business I plan on undertaking. Things I might consider would be the competition, noticeable need for my product or service in the area and even presenting the idea at a public meeting in the area while evaluating the response I receive. Another key type of decision would be determining the size of the business. Along with determining for example whether the business would be a small business, medium-size or large business, I would need to determine the staffing needs of the business. As Al Coke stated in the book, â€Å"Seven Steps to a Successful Business Plan,† â€Å"What are your short-term and long-term staffing requirements? What kinds of skills will be needed at each level, now and in the future? † (Coke, 2002). Along the same line, what types of employees will be needed for the positions. If my company is involved in technology, I would need to hire individuals with training and education in the technology field. Deciding upon which tools and equipment will be needed for the operation of the business I have chosen would be another key decision needed to be made. For example, if I were considering opening a restaurant, I would need to look into the prices, types and sizes of the various commercial cooking equiptment available. One could include the company’s vision and mission statements as key decisions when starting up a company. As stated in Mr. Coke’s own words, â€Å"You must have two stakes in the ground to build a story and a subsequent business plan: vision and mission. One creates passion and the other provides purpose (Coke, 2002, p. 111). There would be different financial decisions to be made. For example, how much will I need or can I afford for start-up costs? What are the long-term capital investment requirements? In writing all of the financial decisions down, a good question to ask would be, â€Å"Do the financial numbers make good business sense? † (Coke, 2002, p. 33) Although the items listed above would just be some of the key decisions I would make when considering starting a business, I would definitely include a written business plan. In the business plan I would include information like that which I have listed above along with statistical information and data that I would use throughout my business inception and into the future.

Using Grounded Theory Methodology and Rich Picture Diagrams in Analysing Value Creation in Houses of Culture Projects in Sweden

The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Using Grounded Theory Methodology and Rich Picture Diagrams in analysing Value Creation in Houses of Culture Projects in Sweden Laurell Stenlund, K. Kristina. [email  protected] se Lulea University of Technology, Lulea, Sweden Abstract What kind of value does a public building for cultural activities create for clients, construction professionals and users? One approach to understand the complexity of ongoing processes over time is by identifying value-adding activities in building processes.However, value added activities are difficult to analyse especially when related to resources that have an immaterial character, e. g. knowledge, know how and social relations. Based on an indepth case study of stakeholders’ evaluation of a construction project, grounded theory methodology (GTM) and rich picture diagrams (RPD) were used in analysing stakeholder and end-user value. Data was collected by semi-structured interviews with actors, public client, project manager, architect, contractor, employee and visitors of the building and during a workshop with representatives for different stakeholder groups.The results from the analysis show that building a house of culture creates stakeholders’ and end-users’ value that can be categorised into human, organisational and social capital. The strength of combining GTM and RPD is demonstrated in its ability to study complex organisational structures and relations between different actors, and specific as shown in this case, when analysing value creation in a construction project with many stakeholders with different interests and value. Keywords: case study, grounded theory method, intellectual capital, rich picture diagramsIntroduction Discussions during the last few years (e. g. Egan 1998; Finch 2000; Spencer and Winch 2002; Saxon 2005) have shown that integrating design and construction potentially delivers better value for money as well as better buildings, particularly when attention is paid to the full costs of a building over its whole lifetime. Research on how buildings deliver better value for money during their lifetime involves complex data analysis of activities and processes. Value-adding activities consist of complex building processes performed over time.A condition for activities to be value-added is that they are supported by resources that are utilised and developed in a positive way (Laurell Stenlund and Horte, 1999). According to the resource-based view, the resources that are difficult to imitate and replace create a competitive advantage to companies (e. g. Penrose, 1959; Grant, 1991; Hamel and Prahalad, 1994). The characteristics of these resources are described as dynamic organisational capabilities (Dosi et al. , 2008). However, value-added activities are more difficult to analyse. Resources that are immaterial, e. g. knowledge, know-how and social relations (e. g.Sveiby, 1997; Edvinsson a nd Malone, 1997) are difficult to 17 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 describe and measure. Sutrisna and Barrett (2007) argue that rich picture diagrams are tools suitable for analysing complex building processes. The purpose with this paper is to describe how grounded theory method (GTM) and rich picture diagrams (RPD) were used in analysing stakeholder and end-user value when developing and constructing houses of culture. Empirical evidence is developed from a single in-depth case study where data was collected by interviews, archives, documents and during a workshop.In the next section GTM and RPD methods are discussed in relation to the case study. The results from the analyses are finally presented and concluded. Theories and General Conclusions from Case Studies A researcher’s choice of methodology is not only a matter of strategy. Researchers argue that their â€Å"Weltanschauung† (ontology, i. e. our view on how the world is constructed) and opinion of how knowledge is developed (epistemology) are behind the planned or unplanned choice of methodology and research methods.Management studies involves people’s decisions and activities and are thus influenced by rules and structures built in society as well as in the specific organisation. The industry and the context of the studied processes are therefore important to consider (Chroneer and Laurell-Stenlund, 2006). The specific structure of construction industry, mainly project oriented organisations must find other solutions and concepts for improving performance and efficiency according to Segerstedt and Olofsson (2010).Inter-firm processes in construction industry could be identified by the supply chains and networks consisting of different supplying construction companies, e. g. architectural offices and contracting firms, engaged in the early phases of the construction project (Brochner and Kadefors, 2010; Segerstedt and Olofsson, 2010). In th e early phases of a construction project, these inter-firm processes may create a creative chaos developing new ideas of buildings and constructions. According to Gray and Hughes (2001), the collaboration between individuals is a part of the wider collaboration between firms in the construction sector.Describing and developing a deeper understanding of these networks also requires new research methods. Case studies are commonly accepted in management studies. Yin (1994) argues that a case study with one or more cases and with different methods for data collection, both quantitative and qualitative, can be theorised and generalised. A single case study makes it possible to capture different angles and perspectives in depth based on an inductive research strategy open for analytical generalisation and implications from a theoretical perspective rather than comparison with other cases (Eisenhardt, 1989).Selection of the Case The case presented in this study is selected by the uniquenes s of the building itself according to its special functional design and conditions of combining different cultural activities in one building involving art professionals with different goals. The House of Culture in Lulea was selected due to the researcher’s access to data as well as to the interest from the public client and the construction professionals. Previous studies (for example Short et al. 007) have discussed how arts clients require additional commitment from construction professionals. Building a house of culture is in this sense an interesting cultural construction project to study. Qualitative Research Based on GTM Qualitative data analyses with GTM are here applied to describe regularities and sequences (Glaser and Strauss, 1967) for certain building projects in a given situation creating common knowledge within a specific area. 18 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010Grounded theory was developed in the 60s by Glaser and Strauss in social medicine (Bryant and Charmaz, 2007). After a couple of years, Glaser and Strauss went in two different directions. Strauss revised the methods where data was interpreted by the researcher (Alvesson and Skoldberg, 2000). Glaser, on the other hand, continued to develop the ‘classic’ grounded theory with analytical methods for qualitative data coding with an inductive approach but also including methods for deduction and abduction, i. e. methods for developing and testing theories (Glaser, 1992).Grounded theory refers to the result of using grounded theory method according to Bryant and Charmaz (2007). The results should be traceable back to the empirical data and the studied phenomena (Sutrisna and Barrett, 2007). In this paper GTM is applied with an inductive approach (Miles and Huberman, 1994). The purpose of using GTM in this study was to investigate what kind of stakeholder value is created when building a house of culture. Stakeholder value is the key vari able in this study with the purpose of visualising stakeholders’ different value in the building process.Data collection and data analysis based GTM Both quantitative and qualitative data collection methods were used in the case study. The total data collection was broad and open based on several methods, i. e. integrative focus groups, participatory observations, archive data, documents, semi-structured interviews and a survey (Yin, 1994, p. 80). According to the Swedish principle of free access to public records all archive data from the construction project was available and could be analysed.The analyses presented in this paper are mainly based on 17 semi-structured interviews with actors with different interest in the construction project, building documents and data from a workshop with internal and external stakeholders (Table 1, Appendix). The interviews were recorded and transcribed. After transcription, the interviews were analysed by coding the respondents’ activities chronologically in building processes. The interviewed respondents were belonging to different stakeholder groups with different roles in the construction sector as well as in society.Internal stakeholders, active in the construction sector may on the one hand act as clients, financiers and users, on the demand side, and on the other hand act as architects, engineers, contractors and materials suppliers, on the supply side, in the specific construction project (Winch, 2002, p. 67). External stakeholders also have a direct interest in the project and can be broken down into private actors (e. g. local residents) and public actors (e. g. local government) (ibid. ). In Table 1 the respondents are presented together with their stakeholder classification and role in the project by their title.Table 1: Data collection the House of Culture Semi-structured interviews, no 17 Internal stakeholder/Public client-Municipality: Municipal commissioner (Cmc080401) Municipal employee (Cme 070905) Project manager (Chp080117) Participants, Workshop 20090331 Client: Municipal commissioner (Cmc) Client/End-user: Municipal Culture Chairman (CEcc) Secondary data Feasibility study A 2002-08-15 19 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Project leader (Cpl080220)Client/End-user: Cultural manager (CEcm) Client/End-user: – Municipal Technical chairman (CEtc) Client: Project manager (Chp) Designer: Architect (DA) Constructor: Manager construction company (Com) Constructor: Project leader in construction company (Cop) Industry: The Swedish Construction Federation, Region North (BI) End-user: Concert Hall manager (Echm) End-user: Art Hall manager (Eam) Feasibility study B May 2003 Internal stakeholder/Municipal and cultural organisations: Cultural manager (CEcm070601,080117,080925) Library manager (Elm081006) Concert Hall manager (Echm081005) Art Hall manager (Eam081015) Planning document 2003-12-22Project directive 2003-10-20 External stakeho lder/Contractor: Manager construction company (Com071004) Project leader in construction company (Cop080930) Brief for architectural competition 2003-12-22 External stakeholder/Designer: Architect (DA081002) End-user: Tourist manager (Etm2) End-user: 2 Peoples Parks and Community Centres (Eppc) End-user: Orchestra member (Epo) External stakeholder/ End-user: 2 citizens (Eci) Commercial organisations : Tourist manager (Etm081022) Business manager (Ebm081023) End-user/Citizens, public and visitors: Orchestra member (Epo070905), Public (Eci, 2090330) Reference Group MeetingsThe public client as well as the construction professionals participated in the process of evaluating the effects of the construction project and the use of the building. They participated in so called reference group meetings and focus group interviews. During the research project four reference group meetings were carried out with two representative from the public client; one initiating the project and one intern al end-user of the building, one representative from the construction company, two representatives from construction industry and one representative from a non-profit cultural organisation together with three academic researchers.During these meetings the first evaluation results were presented and discussed. The relevance of the results was discussed and new questions developed for further investigations. 20 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Focus Group Interviews The empirical data was first coded and summarized and then confirmed and discussed by the practitioners. The focus group interviews were conducted more specific regarding a subject where the participants were asked a question that was answered individual in the group, by each of the respondents and then discussed within the group.The five focus group interviews were performed in accordance with the reference group meetings and one at another time. Workshop A workshop was performed with respondents representing the stakeholders of the construction project as presented in Table 1. The workshop consisted of two parts. The first was to present the results from the descriptive analysis of the construction project to implement the results back to construction industry. The second part was to develop a story line of the construction project based on the stakeholders’ successful factors describing the success of the building.Open coding – First Level From the data analysis based on the interviews, a story of the building process emerged. This story was built by the respondents and confirmed by all respondents when summarized in a case study report (Laurell Stenlund, 2010). Within this story different activities were specifically mentioned by different actors due to their significant influence on the performance of the construction projects as well as on the effects of the final building according to the respondents. These activities were confirmed by archive data and found in the construction projects documentation.There are different views about how categories emerge from the analysis, e. g. let the data ‘talk’ or if the researcher is shaping the categories (Bryant and Charmaz, 2007). In this study, no specific and objective theoretical frameworks were ready to pick. They were instead developed during analysis. Coding was in the first step based on a preliminary theoretical framework consisting of different phases of the building process. The activities were then categorised, based on their empirical characteristic, first in relation to the different stages in the construction project, e. . communication during design between architect and library manager and secondly in themes due to their organisational belonging, i. e. the content of the activity, for example, communication regarding specific functional solutions within the library between the architect and the library manager: strategic briefing during the design phas e. The resulted value-adding activities are presented in Table 2 below. Table 2: Value-adding activities in building houses of culture Activities in the briefing process related to strategic briefing The feasibility study 2002 and 2003 a. he rejection of the first proposal consisting of private and public investors in the construction project b. the development of the second proposal of combining different cultural activities in one building The political decisions 2003 a. political agreement on building a new house for the existing public library, the public art gallery and a new concert hall 21 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 b. political initiatives of starting the construction project The development of the project directives with requirement regarding a. ost b. time c. responsibilities The development of the strategic brief a. overall vision and goals for the building and building performance b. end-users’ functional requirements, ne eds and desires c. qualifying criteria for participating in the architectural competition d. order-winning criteria for the architect The client’s procurement decision a. design-bid-build based on a architectural competition b. architect creating a design team with client c. contractor’s relation to client during construction Open coding – Second LevelThe second analysis was based on a preliminary theoretical framework (Values surrounding the House of Culture, developed from Boyd and Chinyio, 2006:80) where the client’s requirements were coded to different stakeholder groups, and stakeholders’ value were coded in relation to project and product (Laurell Stenlund et al. , 2009). Coding into rich picture diagrams and general themes The third categorisation was an analysis of the value-adding activities performed by actors within the construction project as well as by end-users in the final building.Here the general themes developed by Sutrisna and Ba rrett (2007) were applied when coding the data into the rich picture diagram for further analysis of developed intellectual capital. This analysis is presented in the following section. Intellectual capital in rich picture diagrams Sutrisna and Barrett (2007) found that the use of the multiple case study approach was in agreement with the principles of GTM, i. e. that it relies on multiple sources and constant comparison of empirical data for the purpose of theory building.However, when using multiple case studies and GTM, the cross-case analysis can be found overwhelming and difficult to grasp all at once, according to Sutrisna and Barrett (2007). Therefore the rich picture diagram is suggested by Sutrisna and Barrett (2007) as an analytical tool in data analysis and here applied when analysing the development of intellectual capital in construction projects. 22 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Rich picture diagrams Firstly, the value-adding act ivities of the ‘successful’ construction project, were used as a basis to develop a rich picture diagram.The activities were coded in accordance with the general themes developed by Sutrisna and Barrett (2007). Secondly, the results from the workshop were included into the rich picture diagram. During the workshop, each stakeholder representative presented their three most important success factors, written on ‘post-it’-notes in four dimensions, namely strategic with external (market) perspective; strategic with internal (vision and financing) perspective; operational with external (customer) perspective and operational with internal (organisational and cost) perspective.For the purpose of the workshop, the four dimensions were related to the general themes developed by Sutrisna and Barrett (2007). The notes were then transformed into the same rich picture diagram as the story line of the construction project. Intellectual Capital The intellectual capital m odel consists of identifying financial, human, social, customer and organisational value (Sveiby, 1997). Identifying and visualizing intellectual capital are problematic and discussed for many years. Research with focus on intellectual capital started intensively during the 90s within the field of accounting.The Balanced Scorecard, developed by Kaplan and Norton (1993), The Intangible Assets Monitor, developed by Sveiby (1997) and The Skandia IC model with the world’s first public intellectual capital annual report, as a supplement to the financial report (Edvinsson and Malone, 1997), are examples of management models categorising, measuring and valuing companies’ tangible and intangible resources and assets. Edvinsson and Malone (1997) describe the company’s intangible assets as â€Å"those that have no physical existence but are still of value to the company.Typically, they are long term and cannot accurately be valued until the company is sold. † Measu rement of intellectual capital is thus difficult. According to Mouritsen (2009), it is not possible for an organisation to copy its intangible properties in a number; yet it is necessary because it allows intervention to happen since it develops a wholly new set of dimensions to manage. Measuring size, value and effects of intellectual capital does not yield definitive measures, yet the measures are comforting because they help develop the actions that can be made in the name of intellectual capital (Mouritsen, 2009).Analysing Intellectual Capital in Rich Picture Diagrams In the rich picture diagram value-adding activities in the building process together with stakeholders’ value of the construction project and building in use are pictured in a story line of building a house of culture as presented in Figure 1. In Figure 1, number 1 describes activities creating human capital in the municipality. Here the municipal commissioner played an important, entrepreneurial client role . This is seen as a distinctive feature in the case.Human capital was developed in a creative process of finding a new solution to an old demand, the need of a concert hall, and also driving the political process to a building decision of building a house of culture by combining the library, the hall of arts and the concert hall. The decision was a result of a more than 60-year-long discussion in the municipality, where special interest organisations argued for and against a new concert hall in the city. Human capital is measured in the individual’s knowledge and experiences creating a capability within the organisation (Sveiby, 1997; Laurell Stenlund, 2004).The development of construction industry, with advanced technol- 23 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 ogy put a pressure on actors’ capabilities to adapt to these new technologies. However, construction industry also relays on actors’ capabilities to create new ideas, new technologies and new types of buildings, as shown in this case were the public client was using his competence, based on political experience as well as on his skills from construction industry.Figure 1: The story line of a successful construction project visualising created intellectual capital Number 2 in the figure describes the activities related to the development of the brief for architectural competition, based on the vision of the building together with the transformation of the public client’s requirements into building programmes, e. g. functional and technical specifications. The public client's role during the development of the building programme was important.Different employees in the client's organisation were involved in the development of the feasibility studies taking political decisions and developing the project directives with requirements regarding cost, time and responsibilities. In the brief for architectural competition, the public client formulated the overall vision and goals for the building and the end-users’ functional requirements. People from the artistic organisations were partly involved in this strategic briefing process.The process, in the figure illustrated with dotted arrows, illustrates how the client’s representatives, foremost the project manager together with the architect, worked together with actors responsible for art and library activities. This work should also be seen as a strategic briefing process performed in the project during the design phase. The public client’s procurement decisions regarding the architectural competition made it possible for the architect to create a â€Å"dream-team† of consultants working together with designing the building.The bid-to-build procurement decision engaged a contractor, with the ambition to develop new knowledge within their own construction organisation concerning technical solutions in the building of concert halls. Here the municipali ty created organisational capital in measures of communication, trust and business relations (Sveiby, 1997) between actors in the local construction industry. The organisational capital belonging to the public client has created new construction projects in the community, even during recession, when normally no construction projects should have stated.Finally number 3 in the figure describes how the public client's decisions had an impact on creating social capital in the community. This is closely related to the client’s ambitions to create a building with symbolic value and also to the distinctive feature of having created future beliefs in the city. Social capital is described in terms 24 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 of change in attitudes, but also in terms of economic value regarding new job opportunities, development of organisational and business activities.End-users participating at the workshop expressed their view of the buil ding in use in terms of social value. They valued the multitude of cultural activities in the building as well as the building is easy accessibility, aesthetics, comfort, safe with a central location in the city. The social capital developed by building a house of culture in the community is described by the public client as valuable for the cities development in the future, not only because of its cultural activities, but also because of the buildings architecture and location. DiscussionFrom the results of analysing value-added activities and stakeholders’ value in a story line, the distinctive features for this specific construction project illustrates three key competencies generating human, organisational and social capital; firstly the human capital based on the public clients political and construction knowledge and skills in the pre-phase of the construction project; secondly the organisational capital based on the actors competencies of interacting when developing th e strategic brief involving internal and external stakeholders goals and visions, during the onstruction project; and finally the social capital based on the building’s multifunctional activities, its architectural design and its central location in the city, when building in use. From the results, one could determine certain success factors and key competencies that should be maximized. These success factors and key competencies could in turn be grouped into a number of distinct areas of focus such as financial, human, customer, process, renewal and development. Within each of these areas of focus, one could identify numerous key indicators to measure performance.Previous research studies have shown that companies and organisations have to identify their own relevant key indicators and success factors and relate them to their specific activities and resources when making the tools usable in management decisions (Laurell Stenlund, 2004; Anumba et al. , 2005; Roos et al. , 200 5). Measuring size, value and effects of intellectual capital does not yield definitive measures, yet the measures are comforting because they help develop the actions that can be made in the name of intellectual capital (Mouritsen, 2009).Conclusions Stakeholder value is the key variable in this study with the purpose of visualising stakeholders’ different value in the building process. From the results of the study, intellectual capital developed during the construction project has been visualised in terms of human, organisational and social capital. Houses of culture, public buildings for cultural activities, enable meeting places for citizens as well as they provide places for cultural events and spaces for creativity as well as they contribute to the development of new cultural activities.The outcomes were found useful when implementing the results back to the studied client organisation and the actors in the project team as well as they can be used to better understand t he situation, formulating improvement as well as a platform for future research. The strength of combining GTM and RPD is demonstrated in the ability of the methodology in studying complex organisational structures and relations between different actors, and specific as shown in this case, when analysing value creation in a construction project with many stakeholders with different interests and value. 5 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 References Alvesson, M. and Skoldberg, K. (2000) Reflexive methodology: new vistas for qualitative research, London: Sage. Anumba, C. J. , Egbu, C. and Carrillo, P. (2005) Knowledge Management in Construction, Oxford: Blackwell Publishing Ltd. Boyd, D and Chinyio, E (2006) Understanding the construction client, Oxford: Blackwell Publishing Ltd. Bryant, A. and Charmaz, K. (2007) The SAGE handbook of Grounded Theory, London: SAGE Publications Ltd. Brochner, J. and Kadefors, A. 2010) Varden och vardekedjor inom samha llsbyggande, forstudie. [Values and value chains in building societies, prestudy], Stockholm: KK-stiftelsen. Chroneer, D. and Laurell-Stenlund, K. (2006) Determinants of an effective product development process: Towards a conceptual framework for process industry. International journal of innovation management, 10(3), 237-269. Dosi, G. , Faillo, M. and Marengo, L. (2008) Organisational Capabilities, Patterns of Knowledge Accumulation and Governance Structures in Business Firms: An Introduction. Organization Studies, 29(08&09), 11651185. Edvinsson, L. and Malone, M.S. (1997) Intellectual Capital, The proven way to establish your company’s real value by measuring its hidden brainpower, London: Harper. Egan, J. (1998) Rethinking Construction, Report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the Scope for Improving the Quality and Efficiency of UK Construction. Department of Trade and Industry, HMSO, London. Eisenhardt, K. M. (1989) Building t heories from case study research. Academy of Management Review, 14(4), 532-550. Finch, P. (2000) Better public building, a proud legacy for the future, The Better Public Buildings Group.Department for culture, media and sport, London. Glaser, B. G. (1992) Basics of Grounded Theory Research. Sociology Press, Mill Valley, CA. Glaser, B. G. and Strauss, A. L. (1967) The Discovery of Grounded Theory. Aldine, Chicago. Grant, R. M. (1991) The resource based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135. Gray, C. and Hughes, W. (2001) Building Design Management, Oxford: Elsevier Ltd. Hamel, G. and Prahalad C. K. (1994) Competing for the Future. Boston, Massachusetts: Harvard Business School Press. Kaplan, R. S. and Norton, D.P. (1993) Putting the Balanced Scorecard on work, Harvard Business Review, (SepOct), 134-147. Laurell-Stenlund, K. (2004) Three perspectives on measuring and valuing losses of key competence. (Licen tiate thesis in Swedish), Lulea: Lulea University of Technology. Laurell Stenlund, K. (2010) Effekter av byggandet av Kulturens hus i Lulea, [The Matter of Culture], Research Report, Lulea: Lulea University of Technology. Laurell Stenlund, K and Horte, S-A. (1999) Competence accounting – methods for measuring and valuing keycompetencies. Managing Operations Networks, EurOMA Conference, Venice, Italy, June 7-8. 26The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Laurell Stenlund, K. , Ryd, N. and Vennstrom, A. (2009) Client's decisions in strategic briefs and their impact on user values. Proceedings 25th Annual ARCOM Conference. Nottingham: Association of Researchers in Construction Management, 361-370. Miles, M. B. and Huberman, A. M. (1994) An Expanded Sourcebook, Qualitative Data Analysis (2nd ed. ), California and London: Sage Publications. Inc. Mouritsen, J. 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Hr Manuel-Hbm Pharmaceuticals Lahore Essay

There are certain easons behind adapting the employee recommendations intensively. Firstly, current employees know the best about the jobs need to be filled so, they can better recommend person who can better perform the particular jobs. Secondly, current employees will never suggest an applicant unless they make sure that he or she can perform confidently in front of managers. Because sending incapable applicant distort the image of employee who is promoting new applicant. 3. 1. 2. External searches: Other sources of recruitment are newspaper advertisements. This is the most popular method the company uses when it wants to publicly announce about its vacancies. Besides, HBM also use notifications pasting on different locations like walls and polls. The notification carries information of ‘Argent need of medical representative†. This help company to generate wide pool of applicant for the recruitment purpose Recommendations: Our company HBM uses advertisements for recruitment but company should also use the cyberspace method for recruitment. This method will ultimately help company to reduce its recruitment cost. Universities and collages notifications: HBM should use university and collages as sources of recruitment. Company should place information on the universities and collages notice boards and the websites. There company can capture fresh candidates. This method is also a cost effective method and beneficial for the recruitment. 3. 2. Selection phase: Company selection criteria include number of step the candidate has to pass through. 3. 2. 1. Initial screening: At this stage of selection, criterion company see that if candidate is fulfilling the minimum qualification, the candidate who meets the minimum qualification standard is then passed and eligible for the next coming stage. Rests of the candidates are rejected. 3. 2. 2. Completed application: HBM use a simple application form which contains simple questions like Name, Address, Telephone and Other personal information. It may include candidate’s experience, education and other experience certificates. Upon verification, if company finds any information faked, the candidate can be rejected. 3. 2. 3. Employment test: Because HBM’s major workforce is SPO (Sales Promotion Officer), merely SPO’s are required to qualify in the test. This simple test is based on memory the candidate is required to memorize medicine literature then his pronunciation, speaking fluency is checked. The pass candidates proceed for the next stage. In contrast, HBM does not take any test for candidates who are striving for other professions like accountant, storekeeper and security guard. Comprehensive interview: Here directors and zonal sales managers take the comprehensive interview. Applicant’s confidence and its emotional stability are checked here. Almost all candidates, belong to different knowledge background are required to pass through the comprehensive interview in order to check their confidence level. 3. 2. 5. Unconditional Job offers: After the comprehensive interview if applicants perform intelligently, HBM will offer conditional or unconditional job. Recommendations: HBM should use employment test for accountants, storekeepers and other applicants in order to measure applicant’s abilities, communication skills and analytical skills. Depending, which applicant fall in which category that’s how company can fill vacancy with who is better fit for the particular job. SPO’s should also be given test to gauge their selling techniques as they spend most of their time in selling medicine. SPO’s personal grooming should be give significant importance during hiring process. For Accountant position, HBM must take test to make sure their analytical skills 4. Socialization and Orientation Plan: Loneliness and a feeling of isolation are not unusual for new employees-they need special attention to put them at ease. So, the organization must follow the socialization process to update each new employee about the values and norms of working at HBM Pharmaceuticals. 4. 1. Socialization Process: †¢ Pre-arrival stage: The organization will use selection process to inform prospective employees about the organization as a whole. †¢ Encounter stage: If the new employees found the differences between their expectations about job and reality then these employees should be socialized to detach them from their previous assumptions and replace these with the organizations’ pivotal standards. †¢ Metamorphosis stage: Higher management will provide help to recently hired employees in case of any problem they faced during working in the organization. Each individual should be informed about the evaluation process. That is, they’ve gained an understanding of what criteria will be used to measure and appraise their work. A trusted environment should be developed and maintained by the higher management so that each employee should feel comfortable to work with the organization. Socialization of new employees can also be possible through the new-employee orientation process. 4. 2. New-employee Orientation Process: Activities that introduce new employees to the organization and their work units are the part of orientation. 4. 2. 1. The CEO’s Role in Orientation: The CEO as the head of the company’s executive management should participate in the orientation process to encourage new employees to work for this organization and also let the new employees to talk about their concerns. The CEO should visit each regional office at the announced date for at least once in a month to meet collectively with all new employees. 4. 2. 2 HRM’s Role in Orientation: The role of Human Resource Department is very important in the orientation because generally this department is responsible for recruiting and selection process. Currently, as there is no functional HR Department in the HBM Pharmaceuticals, so it is the duty of Director Sales and Zonal Sales Managers (ZSM’s) to play their role by conducting the official gatherings where the new employees will meet with the old employees and their interactions will develop. If the new employee is hire as Regional Sales Manager (RGM) or Zonal Sales Manager (ZSM) then The CEO will be present at the orientation ceremony. If the new employee is hired at other position, except that mentioned above, than the ZSM’s are responsible for orientation. ZSM should offer these new employees what else he/she can do for them in the future. 5. Training and Development Plan: 5. 1. Employee Training: There are two types of training available in HBM Pharmaceuticals: one for the new hiring and the other is for the existing employees. 5. 1. 1. New employees: Training is only available for new hiring as Sales Promotion Officer (SPO). It is mandatory that new employees for all other positions available should be experienced and they should have the skill set required for the specific job. 5. 1. 2. Existing employees: Major portion of job positions in HBM Pharmaceuticals is sales oriented. If the employee at certain level is not fulfilling his/her responsibilities according to the job description then he/she will be offered a training session by his/her immediate officer. In that meeting, problem should be discussed with the targeted employee and try to identify the potential solution for that problem. If the officer recommends then the employee should be sent on training. Training can also be offered in such a case if the existing employee is promoted from one position to other position and the management perceives that training is needed to enhance the skill set and abilities of the employee. 5. 2. Determining training needs: 5. 2. 1. SPO: The job of Sales Promotion Officer is very critical for the organization. Newly hired SPO should be offered 1 month training: to enhance his/her subjective knowledge about the products; to increase communication skills; and to develop the interpersonal skills to work as a team. Existing SPO’s have to fulfill their targets. If any SPO is unable to fulfill his/her target then RSM/ZSM will discuss the matter with him/her at weekly meeting. RSM/ZSM will try to identify and solve the problem. If the SPO can not improve his/her performance after the counseling session then RSM/ZSM can recommend a training session for the particular employee. 5. 2. 2. Office staff: Training will be offered to office staff if working pattern has changed in the organization. For example: by implementing new technology equipment, or the addition of new process in the job description of office staff. 5. 2. 3. RSM/ZSM: These are experienced staff. Their responsibilities are also high because it is their duty to manage a group of subordinates. Managerial level skills are required for that job. If the employee at this position has some problem regarding his/her attitude or leading a team then Director Sales can recommend a training session to enhance their interpersonal skills as well as their leadership skills. 5. 2. 4. The CEO and Director Sales: HBM Pharmaceuticals is a partnership concern and it is owned by two persons: one is CEO and other is Director Sales. So, training is the personal discretion of these two individuals. If they think that through training, they can manage their business more effectively then they can go for a training session. 5. 3. Training Methods: There are several methods which can be used by the management to train their employees according to their needs and the job position. 5. 3. 1. SPO: For new joining SPO’s, it is most appropriate to use â€Å"classroom lectures† to train them because this is the method used to increase their subjective skills. It will also helpful for them to enhance their communication skills. For existing SPO’s to increase their productivity, RSM/ZSM should meet them personally and give them personal support. Due to this meeting, the problem will be solved and along with benefit, SPO’s morale will be increased. 5. 3. 2. RSM/ZSM: Classroom lectures as well as On-the-Job Training Methods are used to train RSM/ZSM. Director Sales will recommend the most appropriate method according to the situation and problem. 5. 4. Employee Development: Employee development focuses more on the employee’s personal growth. Successful employees prepared for positions of greater responsibility have analytical, human, conceptual and specialized skills. 5. 4. 1. Employee Development Methods: There are several methods which are used to develop managerial and non-managerial staff. Appropriate method selection will depends on situation. 5. 4. 2. Developing Office Staff: Job Rotation is the appropriate and recommended method to develop office staff. The concerned authority can choose horizontal or vertical Job Rotation to develop office staff according to the skill set of the staff. 5. 4. 3. Developing SPO to Senior SPO: Job Rotation is a good method to develop the abilities of SPO so that he/she can become Senior SPO. Vertical Job Rotation can be selected for this situation. 5. 4. 4. Developing Senior SPO to RSM: RSM is quite big position for senior SPO. So it is recommended that â€Å"Assistant-to-Position method† should be used to develop senior SPO to RSM. Senior SPO will work as an assistant to RSM to get in depth knowledge of the responsibilities of RSM and he/she can develop himself/herself in a better way according to the new responsibilities. 5. 4. 5. Developing RSM to ZSM: RSM and ZSM both are managerial positions and the position holders are experienced professionals. The only difference is the level of responsibility. ZSM is responsible for the sales of whole zone which is a quite big responsibility. Therefore, it is recommended that â€Å"Assistant-to-Position Method† and â€Å"Lecture courses and Seminars† are used to enhance the decision making skills of RSM and to improve more team management skills. 5. 4. 6. Developing ZSM to Director Sales: In the current organization settings, ZSM can only become Director if he/she became the partner of HBM Pharmaceuticals. It is recommended that the position of Director Sales should not be fixed for Partners and ZSM should be developed to this position on the base of his/her performance. 6. Performance Appraisals: Performance appraisals must convey to employees how well they have performed on established goals. It’s also desirable to have these goals and performance measures mutually set between the employee and the supervisor. 6. 1. Appraisal Methods: There are several methods which are used by management to evaluate employee performance. According to the nature of business of HBM Pharmaceuticals, we are recommending a method called â€Å"Using Achieved Outcomes to Evaluate Employees† or â€Å"Management by Objectives (MBO)†. 6. 1. 1. Management by Objectives (MBO): Four ingredients are common to MBO program: 6. 1. 1. 1. Goal specificity: The objectives in MBO should be concise statements of expected accomplishments. Tangible objectives should be expressed in the statements. 6. 1. 1. 2. Participative Decision Making: Participative decision making should be used by manager and employees, in setting objectives and agrees on how they will be achieved. As the interests of managers and employees are directly linked with stretched objectives and achievement of these objectives then they will definitely put their maximum effort to achieve those objectives. 6. 1. 1. 3. An explicit time period: Each objective has a concise time, too, in which it is to be completed. In our situation, it is 1 month. 6. 1. 1. 4. Performance Feedback: Continuous feedback on performance and goals are recommended. Twice a week meeting should be conducted by ZSM to get performance feedback and to discuss the routine matters with the field staff and to countercheck the performance whether the sales are meting the monthly goal plan. 6. 2. Performance Evaluation Standards and Appraisals: There are different performance evaluation standards for different positions: 6. 2. 1. Office Staff: If the office staff performs their responsibilities according to their Job Description then their salary will be increased by Rs. 500 quarterly. If the employee performance is excellent from consecutive 3 months then a special pay raise can be offered by the Director Sales. 6. 2. 2. SPO: Each SPO has some sales targets given by RSM/ZSM. It is his/her responsibility to fulfill those targets. Performance Appraisal meetings should be conducted at the end of each quarter. Upon the achievement of 80% targets for consecutive 4 months: 30% basic pay rise. Upon the achievement of 80% targets for consecutive 3 months: 20% basic pay rise. 6. 2. 3. RSM/ZSM: Upon the achievement of 80% targets for consecutive 4 months: 30% basic pay rise.

The Process of Changing a Newborns Diaper

You should not take lightly the changing of a diaper. For it to be done correctly, you need to take the time and do the proper steps. If not done so, your baby could end up with a diaper rash and more seriously, an infection. A clean diapered baby is a happy baby. To start, you need to know the weight of the newborn. With this, you will be able to find which size diapers will be appropriate. Not all newborns wear newborn diapers. You will also need to decide on which brand diaper you will want to use. There are several brands to choose. The name brands are nice because they absorb more and children are less likely to get rashes. Priced less and packaged in greater quantity are generic brands. However, they are less absorbent, which results in frequent changing and greater chance for diaper rash. You will also need a diaper wipes and powder. Again, there are name brand and generic. You will have to make the decision based on, which is better for you and your newborns needs. After you choose the size and brand you need to set up the area in which you will be changing the newborn. It should be soft yet washable. Sometimes things can get a little messy and you will want to be able to disinfect. Put all these supplies at easy access to you where you will be changing the newborn. Make sure supplies are at the foot of the changing area. This will keep little hands from reaching them. All the cellophane should be off the packages. Take the diapers out of the packaging and stack them at a hand’s reach. You should not have to walk away as soon as you start changing the baby. You are ready to change. Start by placing the baby on the changing surface with its head at appropriate end. Undress the baby from waist down. There are tabs on the front of the diaper, lift up on the corners of them and the diaper will be unsecured. You need to check if the baby has had a bowel movement. To do this, just pull diaper carefully down between the legs of the baby. If so, hold both feet of the baby in left hand (for right handed people, right hand for left handed people). You now only have your right hand to work with. You will be holding the baby’s feet in your left hand for rest of the diaper changing. Lift the baby up so that only their butt is off the table. While still holding baby in this position, take your right hand and place it in between the baby’s leg going toward the head. Grab the front of the diaper and pull it back through the legs carefully. You do not want to have to clean more than you have to. Place the front of the diaper down on the changing surface. Do not remove from underneath the baby yet. Babies will go at anytime, so the diaper underneath will grab any surprises. Next, open wipes box and remove one. Place wipe on the baby’s front by where you see the start of the bowel movement. With a front to back motion, wipe the baby’s bottom. Take the dirty wipe and place it in the front of the soiled diaper. You may need to be repeating this step until the wipe does not show any soiling. Be sure to get into all the creases and check the back for soiling. If the baby, however, didn’t have a bowel movement then one wipe should be used to wipe off any urine that is on the baby. Then place the dirty wipe on the soiled diaper. Now you take the soiled diaper out from underneath the baby. You do this by sliding it toward the feet of the baby. Set it aside. Reach over and get a new diaper off the new stack. Place the back of the diaper (the side with tabs) under the baby, making sure that the top of the diaper is in the lower to middle back. To check this, lower baby down to check placement. If not correct, lift the baby back up and adjust placement of diaper. Finally, you can lower the baby down. The baby is now on top of a clean diaper and is ready for powder. Open powder by turning ribbed top until you see the holes are open. With feet in one hand, lift baby’s bottom slightly up. Take caution with this next step. Turn the powder container slowly over baby’s bottom. Softly shake it like a salt shaker. You and the baby will be covered in powder If too much force is used After a light dusting of powder is applied, place the baby down back onto the diaper. Now it is time to secure the diaper onto the baby. This step is usually the most difficult. Do not get frustrated. It takes patients and practice. Take the front of the diaper and lift it up slowly in-between the baby’s legs. Look for the tabs that are secured to the diaper. On either side of the baby Pull up on the corner of the tab and lift to expose the adhesive. Bring the tab over to the front of the diaper. You will see a cute decoration pattern strip that is shiny on the front of diaper. This is where you will secure the tab. You will want to do the first side towards the middle of the strip. Take the opposite side tab and do the same. If you have difficulties reaching the middle with the second tab, you may have to loosen the first one you applied. To get the correct tightness, it might take a few adjustments on the placement of the tabs. Make sure that the tabs are even from the center. This will give you an evenly placed diaper on the baby. The diaper should be snug. If you can see in-between the baby and the diaper, it’s too loose. On the contrary, if the babies skin is wrinkling, it’s too tight. Finally, it’s time to dress the baby from waist down. When this is done, place the baby in a safe place. Wash the changing area with a disinfectant, throw away soiled diaper and wash your hands. Now that wasn’t so bad. Was it? If your lucky, you only have 2 more years of diaper changing. In no time you’ll be able to do it in your sleep.

Cultural Differences in Business Essay

I have read a lot about the cultural differences between Asia and the United States. I have talked to some of my Asian acquaintances here in Okinawa. There are quite a few cultural differences in the business worlds in Hong Kong and the States. In the states, employees have stronger feelings about and opinions of the intrinsic contracts of a business. The employees’ inner images come into play with these feelings because they feel that if they have a good and strong inner image then the outer image will automatically be a good one. They feel that extrinsic contracts are not as important, but still an issue when it comes to business. Employees in the United States are not as respectful to management and will even argue if they feel they have a strong point. In some cases this may be a good thing. In the United States we tend to be more aggressive and have strong opinions rather than suggestions. In Hong Kong, they believe that extrinsic contracts are everything. They believe as long as they have a strong front and image then there business will succeed. This is a good thing when it comes to public images because if you look like you have a strong business then the public will not know any different. Intrinsic contracts are not a main concern in Hong Kong. They are pushed to the side until they have a strong front and then it may be worked on.