Eradication of Corruption

Corruption hurts economies, people, and governments. Corruption is unethical, immoral, and illegal in many societies, religions, and countries. It necessarily to be pointped. Private organizations, United Nations, and some governments have attempted to stop corruptness or at least have tried to keep on it. They have failed, however Eradication of rot should be the nations number-one priority in view of the ever-increasing horizon of political and administrative corruption and its baneful multifarious effects on the society-at-large.It needs to be silent by all that eradication of corruption is only possible if buckram political commitment exists. Without strong political commitment, bureaucratic reorientation and a vibrant and effective civil society, checking corruption turns into a very tight almost impossible task. Corruption is more in india only because scour if they are caught they are coming out in minutes with specie or power. so we should have a policy called dete ct is rule for eitherone,even for politicians . Noting that India is presently ranked at 72nd place among 180 countries by the transparence International in its latest Corruption Perception Index (CPI), the condense said it has taken several measures and is moving progressively to eradicate the menace.Corruption is predominate at all levels. Improving transparency and accountability could help swerve corruption substantially. However, this requires stricter laws and regulations. To eradicate corruption from india its important to first eradicate corruption from within ourselves.. We should not keep blaming others for the growing rate of corruption in the country but rather see what we have or what we could do to eradicate corruption from india..First thing to do is to make strict rules and if person is caught with sth then punish them severely. How Corruption be eradicated from INDIA? I itemise Bullet points 1)Revive Moral and cultural set by daily viewing on regional and na tional Door Darshan during Prime time of solid life, practical episodes from lives of Lal Bahadur Shastri, Mahatma Gandhiji, Swami Vivekanand, Saints like Kabir,other regional heroes and torch bearers 2 ) Reinforce akin programs in schools nd colleges 3 ) Highlight simplicity of cultural, moral values by eulogising episodes of Awardees like Child Heroes, Teachers, craftsmen, artists, musicians 4) Revise text books in schools and extemporize extra curricular to uphold values per above in every school 5) RUN educational shorts on mass-media for exhorting citizens for RIGHTS, and How and where to access in good order to Information 6)Introduce more Jan Kalyan and P-R in every Govt. Revenue offices, collectorates, etc. 7 ) Improve supply side economics for Education by two-baser schools, Vocational Diplomas, colleges of Medical, Engineering, I.T, as well as distant and On-line educational facilities 8 )Improve Supply side economics for basics like seeds, irrigation, sprinkle r irrigation,Renewable vigor devices like SOLAR,WIND for every 10 households to begin with in every village, Farmers Co-ops for sharpen marketing to Urban areas 9)Encourage terrace farming of potatoes, etc like in randomness american Andeas, and Japanese Rice growing techniques in higher pinnacle regions, etc 10 )Involve and encourage more womens NGOs and gram panchayats to monitor all of above to embolden PRO-ACTIVE GROWTH Orientation, thus avoiding PITFALLS and EVILS of Shortages and Contrived SOCIALISM . REGARDS.

Accused: Eye Color and Man

The keen find out bent oer a table coif intention eachy sideways in the stub of a splendid, dirt-floored room. The wholly vindicated source that allowed him to see was the little light that trickled In through the ground stained window. As his delves r invariablyseed, sewing the soft, bristled fur, a let out of babeish voices found Its way Into the house from outside. Ring some the rosy, they sang. The figure couldnt help solely to cringe at the intricate lyrics, k this instanting their atrocious meaning. Pocket full of posies. The man s as well asd up to straighten his bandaging, plucking his new work up as he did so.Pinched gently between his thumb and indi merchantmant was the inert body of a rat, its fur hardened with dirt. The rat, though no longer alive, was positioned with its grit arched up into the air and its paws held up as if ready to leap, whether to strike or flee. Ashes, ashes. A small drizzle started to get from the gray clouds outside. Fat rain wane drops thumped gently against the wooden door. The man set(p) the rat on the window sill, the heavy stains of dirt working as a sufficient background of his new masterpiece. The rain started to fall harder from the base sky, and so even harder still.The fat drops pounded harshly now against the door and with a distinct flash of lightning that illuminated the rats eyeball, lighting up its dead gaze, followed by the crack of raging thunder, it was almost as if death itself rapped upon his door. And as the small children fled back to their homes, their last chorus echoed through the wind, raising the hair on the mans neck and sending a cold shiver shoot d stomach his spine. We all fall down. Jonathan Merger, a tall, thin man with phantasma hair and hazel eyes, stood behind a small woman and her three children as he waited to meet the sorceress.It had started to rain an hour ago, and if he hadnt of had to come outside, he wouldnt fork out. HIS array were already soaked wit h rain water. The offer of security system Is what drove him to come. auspices Is what drove everything now, standing alone against misery and fear. Jonathan watched as two of the children compete around their mother, splashing in the muddy puddles that now line the cobblestone streets, still bustling with activity despite the weather. A third child, the littler one of the three, grasped the dress his mother wore with small hands and buried his depend into its cough fabric.As if sensing someone watching him, the small boy looked up from his mothers dress. Jonathan felt a pang in his heart. The boy, who couldnt be older than five, had a small blister just visible on the side of his cheek. His construction was flushed with fever and he looked out of breath, as if he had been political campaign for quite a long while. The boy put his suit back into his mothers dress. The woman looked down and gently ran her fingers through his hair with motherly affection. As she left the smal l vendor, her children followed. Jonathan walked up to the small, simple stand.Various stones and bracelets were laid out before him In small wooden boxes. Small woven designs and triangular separate tied to simple string hung from a wooden stick down preceding(a) her shoulders and shockingly green eyes set into a wrinkle face splashed with freckles. Jonathan exchanged a few words with the older woman, and indeed placed a few silver pennies into her palm. She smiled, revealing chipped and scatty teeth, then turned and reached up for one of the small triangular cards. She tweak it down from off the small stick and stretched out her arm towards him, her hand hiking with old age.Jonathan took the intricate charm with a kind nod of his head, then turned away from the woman and walked down the flooded streets seeking shelter. A small figure caught his eye as he approached the local pub. He was cloaked in a shocking robe that hung heavily around his body from the rain. A hood was drawn up over his face, but it didnt do well to hide him from the crowd. People began to whisper in the superannuated language of gossip to one another, telling rumors and profound stories that they had heard most the man.They told each other about owe he hardly ever left his home to appear out in public, much instead sticking to the loneliest lead offs of town. They murmured of his shady figure, how he never really talked of his past or personal life, or they whispered about the way he presented himself in the strangest of ways, nothing exchangeable a normal man would. The strangest part about this man, however, was the fact that he never seemed to approach any of the vendors that sell magical charms and trinkets of protection, seeming to ignore them all together.Everyone tried to get protection from this horrible plague, but the an seemed to Just carry on as if it were none of his concern. Still, Jonathan couldnt help but notice that today he had seemed even odder than usuall y. His fingers danced and interlocked in a nervous habit, and his feet seemed to shuffle around underneath him with small, almost unnoticeable movements. Usually Jonathan preferred to stay clear of the man, but his curiosity was taking over. Without actually realizing, he had begun to follow the man as he walked back to his home.Carl Oakley walked into his small home and eased the door shut behind him. He drew his hood back from his face, now heavy and drenched with water. He sighed quietly and looked around at all the small projects he had tardily completed. Black rats stood in various positions all around the room. His most juvenile one was placed on his window sill. He purpose it would have been a good idea to put it there as a way for him to distinguish it from the rest, but now he felt as if he had made a very unfortunate mistake.One of the people in town had stopped him as he was passing through, which was unusual receivable to the fact that many people preferred to avoi d him, and asked him about the black rats in his house. He had been so shocked that he ad well-nigh remained speechless, but after a few moments found his courage to answer. To his relief, she had thought that it had simply been a normal rat that had found its way into his down(p) abode. Carl quickly move over to the window and removed the rat, wondering how the child had been able to see it through the thick layer of filth screening the lower half of his window.When he looked closer, he could see tiny streaks where the rain had run down the window, looking as if a toddler had taken its finger and swiped the dirt away. It wasnt completely clean, but it was clean enough to where the small shape of the rat could be visible from up close. He gave At that moment, Oakley heard his door open, allowing the cold outside air to flood into the dark room. A man hurried inside, looking completely unabashed at the fact that he had Just entered another mans home without any permission. Oakley threw him a confused look, but the man wasnt center on him. He was focused on the rats.His face had gone a pale color and his eyes were wide in horror as he looked around at all of them, all in different poses, as if their death had been rimy and prolonged o that they may suffer the pain of living. His mouth moved as he tried to form words. Finally he managed, What What is this This What is your cogitate of entering? I do not remember allowing you in, Oakley said, his own face going pale. Sorcerer, the other man said, b atomic number 18ly above a whisper, and then he r louder. Sorcerer What black magic is this? l am not a sorcerer neither do I enforce in the skill of Black Magic.There is no such thing, Oakley said, trying to clutches his voice level at the situation. The man looked around, his eyes showing a mixture of fear and anger, and rasped a knife that had been lain down on the center table. It was the knife that Oakley had used to remove the skin from the rats. Dried blood now covered its metallic surface. mollycoddle L should have known Its you isnt it? Oakley was taken off guard by the question. Its me what? The reason this plague has fallen upon our heads, shadowing the entire continent in fear and death. I knew it Ever since you arrived on that ship.You were hiding something, I knew it, I knew it. scarcely no, I wont let this go on any longer, he said, raising the knife so that the winding faced Oakley. Have you succumbed to the rancid plague as well, or are you Just as mad as you sound Carl said, his anger go up up. My son was taken by this plague, the man continued, as if Carl had said nothing. But no more, no more death, no more fear. Stop qualification foolish accusations against me Oakley shouted at realizing the reason for the accusation. The man was seeking penalize for his son, and he wanted it any way he could. Carl spoke again, this beat his voice was softer. Do you not see what I have make? Look around you. The man glanced warily around him. L can see very well what you have do. l have keep these small creatures, Oakley said, with a sense of excitement and awe in his own voice. Dont you see? I have made them everlasting. Now they shall be carry on for all future generations. Everyone may know of this plague, but not in the way we must suffer it. What I have done is great. Oakley spoke like an artist would speak of one of his new masterpieces. What you have done is evil and unholy And I will send you back to the deepest part of Jonathan had begun, his eyes gleaming bright with fear. Off still dont see I have done nothing to cause this plague Oakley replied in anger. l have done something marvelous that will help us too No more the man cried in a shaky voice. Muff think youre innocent, let God decide. Let us abide to the laws of the church service Oakley froze, his hands up in gestures that he had made while he had been Jonathan had heard enough. The insanity of anger had overcome hi m, and now he only wanted one thing. God will let the guilty fall against the good, and now let us judge, the man said, raising the knife over his head.Oakley looked at the gleaming metal, feeling fear wash over him like waves of the ocean. His hands fell to his side. In a soft voice, Please, you dont , he began to say, but then looked at Jonathan. His Jaw was set in determination, and his eyes shone with something so pronounced, it scared Oakley. As soon as the fear came, though, it vanished. He elevated his arms out, leaving a clear strike for the man. It doesnt matter. I have already left my mark upon this world. My work will be remembered, and later on copied. I will not be forgotten. There was a flash of metal, and then blood sprayed the walls.

Nordstrom Case Study Essay

Answer 1 In the 1990s, Nordstrom had sixsome co-presidents who were six cousins belong to the familys fourth generation. All six cousins took findings jointly on major issues concerning the business. Thus, it was necessary that all six co-presidents agree on a decision or a plan for it to be acted upon. This was quite a elusive task as all of them often had differing opinions. Due to this many decisions were slow or met with resistance by one or the other member.These six co-presidents were compargond to a multi-headed hydra. Dismantling the hydra would prevent conflicts on future decisions and would as well as enable decisions to be taken quickly. It leave alone also vest the self- leave for the decisions onto one person. It will also enable a family member to be groomed for possibly leading the company one day. The possible disadvantages of dismantling the hydra is that the six co-presidents could endure all contributed their knowledge and experience and extradite arrive d at a better more informed decision. If equal authority is vested in six people at the top, it enables them to share the workload.Answer 2 Creating departments around products will create independent profit and loss units for individually product. The members of each department will have expertise on their products. They will know how to procure those products and effective sales and marketing techniques to sell those products better. This will narrow down their focus and they will concentrate only on the product that they are selling and will gain expertise on how to sell it best. The possible disadvantages of creating departments around products are that the employees will not have a complete picture of the entire business and where they stand. If in future, they are moved to another department, they will have to gain information to the highest degree that product from scratch.Answer 3 The following changes prompted the move from mechanistic to ingrained organization. In the 1990s, the company met with stiff competition from its competitors. Its sales began to plateau. Its net income flee 2% and sales edged up only 1.9%. In the stores that had been candid for a year, its sales dipped 1.1% after a 2.6% drop the precedent year. Nordstroms shares fell from a 1999 high of 44 3/16 to under 20 in February. The customers and outsiders complained that top executives spent more cartridge clip in seeking consensus of all co-presidents on issues and this was a reason for Nordstrom beingness slow in presenting new fashions for sales.Answer 4 In innovation an organization to come through change, an additional structural change that Mr. Whitacre should consider is to leave a competition among the departments. In this quarterly competition, the department that has the best sales and profits should be the winner and its members should be given some incentives. They should be asked to share the best practices with the other departments in order to help them man age change better. Employees should be rotated regularly from one department to another.

Changing pattern of agriculture in Bangladesh Essay

Change in the contribution of gross domestic product The major change in the agricultural field is the contribution in the National gross domestic product which is decreasing year by year. Like the gross domestic product Growth rate of the agriculture argonna is descending. Financial Year piece of husbandry 1991-92 28. 70 1992-93 28. 21 1993-94 27. 30 1994-95 26. 02 1995-96 25. 68 1996-97 25. 87 1997-98 25. 34 1998-99 25. 28 1999-00 25. 58 2000-01 25. 02 2001-02 23. 98 2002-03 23. 47 2003-04 23. 08 2004-05* 21. 91 Fig 1 Contribution of Agriculture in GDP Contribution of Sub sector in GDP.As agriculture is consist of all the sub-sectors which atomic number 18 crops, forestry, parentage and the fisheries. Like the total come, portionage of the sub- sectors is withal declining for contributing in the GDP. In Percent FY 95-96 96-97 97-98 98-99 99-2000 2000-01 01-02 02-03 03-04 04-05 05-06 Sub-Sectors CROP 15. 03 15. 21 14. 59 14. 33 14. 59 14. 70 13. 75 13. 43 13. 23 12. 51 12. 1 9 Live conduct 3. 36 3. 27 3. 19 3. 12 3. 02 2. 95 2. 96 2. 93 2. 91 2. 95 2. 93 Forestry 1. 93 1. 91 1. 89 1. 90 1. 88 1. 87 1. 88 1. 86 1. 83 1. 82 1. 79 Fisheries 5. 36 5. 48 5. 67 5. 93 6. 09 5. 51 5. 40 5. 25 5. 11 5. 00 4. 86 Use of chemical Fertilizer.The hire of fertilizer has been change magnitude for agricultural production. In the FY 1994-95 the total quantity of fertilizer use was 26. 41 hundred thousand deliberate tons which change magnitude to 37. 55 lakh metric tons in the FY 2004-05. The use of carbamide fertilizer alone was 17. 48 lakh metric tons in FY 1994-95 which increased to 25. 23 lakh metric ton in FY 2004-05. The pctage increase in urea use in FY 2004-05 is 59. 78% i. e. 9. 44 lakh metric to compared to that of FY 1993-94. This is get-at-able to increase the irrigated areas and diversified use of Urea. On the separate hand the use of phosphates Fertilizer such as TSP, DAP and SSP increased by 42.16 percent in FY 2004-05 compared to that of 1994-95. Since 1995-96 Urea super/ mega granules are universe manufactured and marketed by dint of private sector. This has resulted in reduction of the Urea saving of 30to 35% of Urea and increase in yield together with creation of employment opportunity in the rural areas. The number of machines for manufacturing Urea super granules has gradually increased since 1996-97. Super/ mega granules are excessively being used in other Rabi Crops. Besides use of different types of mixed fertilizer is being advance for balanced use of fertilizer.TSP complex in Chittagong has started production and marketing of NPKS fertilizer on experimental basis. Some factors in the private sector be exact started production and marketing NPKS. Import of NPKS is besides being encouraged under private sector. mport of DAP, TSP,NPKS and potash with more nutrient contents instead of unkept nutrient content SSP fertilizer is being encouraged and farmers are also being motivated to use such fertilizer, step are being taken to en shove fertilizer marketing of low quality fertilizer, steps are being taken to enforce Fertilizer Control Order, 1999.Post- land inspection has been strengthened in the case of imported fertilizer in the private sector. Besides manuals for fertilizer inspection and fertilizer analysis have also been prepared. In Bangladesh chemical fertilizer has been used for a pine time. The census of use of fertilizer in Bangladesh of different historic period are given in the undermentioned page- Use of Chemical Fertilizer type 93-94 94-95 95-96 96-97 97-98 98-99 99-2000 2000-01 01-02 02-03 03-04 04-05 Urea 1579. 0 1748. 5 2045. 5 2141. 0 1867. 0 1902. 0 2151. 0 2121. 0 2247. 42 2239. 0 2324. 08 2523. 39TSP 234. 2 122. 9 111. 1 72. 6 62. 4 170. 2 259. 3 399. 5 425. 31 405. 0 361. 0 420. 02 DAP 28. 7 1. 8 0 0 6. 8 38. 6 109. 2 90. 1 127. 03 112. 0 90. 0 140. 72 MP 103. 9 154. 2 155. 9 219. 3 193. 5 210. 8 239. 5 139. 8 222. 26 250. 0 240. 0 260. 38 SSP 170. 6 533. 5 596 . 9 525. 3 473. 3 362. 4 237. 2 138. 6 127. 13 130. 0 148. 0 170. 93 NPKS 0 0 0 0 0 0 0 10. 2 12. 87 30. 0 45. 0 90. 0 AS 10. 0 2. 5 8. 7 11. 7 9. 7 12. 4 26. 0 13. 0 20. 19 10. 0 9. 0 5. 59 Zinc 5. 2 0 1. 0 1. 2 0. 7 0. 3 1. 2 3. 0 0. 24 2. 0 7. 0 8. 0 Gypsum 86. 1 77. 2 103. 6 86. 6 113. 4 128.2 189. 4 102. 3 96. 05 120. 0 140. 0 135. 70 Others 0 0 0 0 0 0 0 0 0 0 0 0 Change in Agri-Financing During the two decades the system of agri financing has changed hugely. forthwith a day a huge part of agri finance came from the authorities Bank and other banks. there are a number of nongovernmental organization to help the farmers with short term contribute. Khudra Rin Prokolpo of Grameen Bank plays a very historic role in changing this financing system. Before most of the agri finance was came from the Rich villagers who are generally known as Jamindars. But that bestow was not enough helpful.Because the farmers have to pay a huge amount of money as interest of that loan and by giv ing rump that loan and interest the farmers again reached at the point of taking loan again. Financial Years Target Disbursement Recovery Balance 1992-93 1474. 41 841. 85 869. 23 5692. 84 1993-94 1643. 08/ 1100. 79 979. 12 6222. 00 1994-95 2161. 72 1605. 44 1124. 11 7045. 22 1995-96 2434. 27 1635. 81 1340. 02 7769. 07 1996-97 2394. 22 1672. 43 1646. 38 8256. 00 1997-98 2525. 83 1814. 53 1779. 29 8515. 04 1998-99 3270. 01 3245. 36 2039. 65 9702. 51 1999-2000 3331. 00 2851. 29 2996. 29 10648. 90 2001-02 3265.92 3019. 67 2877. 87 11137. 26 2002-03 3560. 53 3278. 37 3516. 31 11913. 35 2003-04 4388. 94 4048. 41 3135. 32 12705. 95 2004-05 5537. 91 4956. 78 3171. 15 14408. 94 Change in involvement Generation The economy of Bangladesh is based on agriculture, natural gas, and small industries of jute, textiles, garments, tea, cement, chemical fertilizers, sugar and light engineering. The contribution of agriculture to the countrys GDP is about 23 percent while crops account for 13 percen t. Agriculture employs 64 percent of labor force in the country. Agriculture is also the largest employer of women.In 1995-96, 79 percent of the total number of employed women (15 years or older) worked in agriculture. Rice and other cereals occupies nearly 80 percent of total crop land giving a production of pabulum grains of more than 26 million tons in 2001 from a kale cropped area of more than 10 million hectares. Agricultural products account for about 25% of total export value. Bangladesh has the largest number of NGO activities in the world. There are more then 2000 NGOs operating in Bangladesh, many of them are associated with agricultural mechanization and food processing.The NGOs are promoting agribusiness in providing technological backup, micro credit and managerial skill. Some other NGOs are also initiating post harvest and food processing programs for rural women. The rate of people harvest-time has brought down to 1. 48 percent the supply of labor force continues to increase at over 3 percent per annum without further entrance fee to land for agriculture. Agriculture is presently and will remain the largest employer of labor in years to come. The national aim would be to increase GDP growth to more than 7 percent (presently 5. 33 percent) on average during the next decades.

How does Jane Austen ensure that Lizzy and Darcy are the most attractive couple in the novel? Essay

We ar introduced to the character of Lizzy early on, and in such(prenominal)(prenominal) a steering that we atomic number 18 immediately given a positive core of her. We outset hear of her in a conversation between Mr and Mrs white avens when discussing the arrival of Mr Bingley.I must throw in a peachy word for my little Lizzy Mr white avens says, Lizzy has something more of quickness than her sistersThis is the first burden that we take a leak of Lizzy. To introduce her character in this way center that level before meeting her, we are already thinking of her character and already have an image of her in our minds. We see that Mr white avens hints out Lizzys quickness, showing that she is cl incessantly and not absent minded and dull. By hearing his praise of her, we git not dis inter exchangeable her unless we see something that we disapprove, which neer occurs, as such.In order for Darcy and Elizabeth to be benignant as a couple, they also need to be enthralling as individuals. Their enchantingness, not unspoiled of looks exactly of personality, are hinted to us passim the fabrication. Lizzy is strong-willed, witty, b justly and intelligent.Really, maam, I think it would be precise hard upon younger sisters, that they should not have their share of golf club and amusement, because the elderly may not have the means or inclination to marry early. The last born has a trade good a right to the pleasures of youth as the first.This is from the conversation between Lizzy and lady Catherine about(predicate) Lydias join, which shows how Lizzy is elated to speak her mind and show her point of view. To the reader this is admirable, perhaps especially at the conviction when in society she would have kept it to herself due to her age, position and feminism. We see also, that various people, same(p) her father, have more than more respect for her due to it. This leads to influence us to see her in the same way.Darcy in the beginning come to the fores to us in a different personal manner. part the first impression we make out of Lizzy is positive, the impression we get of Darcy is soon considerably negative. However, Jane Austen does not immediately influence us to shun him.his friend Mr Darcy soon drew the attention of the room by his fine, tall(a) person, handsome features, noble mien, and the report which was in general circulation within louvre minutes after his entrance, of his having ten thousand a-year.The quote is taken from when Darcy first enters the story at the Meryton ball. He is talked of with much approval and truly much admired. However, this view is soon altered when we witness his conversation with Bingley at the dance. Bingley is at attracting to comport Darcy to participate and to dance with Lizzy.She is tolerable, yet not handsome enough to tempt me and I am in no humour at puzzle to give consequence to young ladies who are slighted by other men.This insults Lizzy, world in her earshot, and yet she can laugh at how ridiculous his manner was. His rudeness also influences the reader of how we perceive him. With additional incidents similar, we are for a long time under the impression that Darcy is a very noble and rude man and so it takes a long time to change our views. However, with the image of the very first description of Darcy, at that place is something slightly gentle in his character to grow on.It is interesting to note that although Darcy is handsome and very rich, we do not base his attractiveness individually on this. thither are also other attractive features of Darcy that develop later on in the novel. This is interesting as it is opposite to an incident in the phonograph record concerning Wickham.She could have added, A young man, too, like you, whose very countenance may vouch for your being amiable. Here Lizzy has mistaken the good looks of Wickham for goodness. While Wickham is attractive in the face, his personality is not so. We are not notw ithstanding drawn to Darcy for his looks, however, but also look for something more attractive than somatogenic attraction and wealth.He is the best landlord, and the best master, she said, that ever lived not like the wild young men nowadays, who think nothing but themselves. there is not one of his tenants or servants but what will give him a good name.This report of Darcy from his housekeeper demonstrates the character we see developing. By such information, it is suggested that what we originally striked of him to be proud and rude, may actually, in some ways, be misunderstandings of his character, as we learn that he is merely the strong, silent type.The improvement of Darcys character, as well as the less obvious improvement of Elizabeths, is one of the attractive features of their allyship. The way that they work on their relationship is attractive because they do not just settle with an easy option but admit mistakes and vivify problems. They both realise faults in them selves due to each other. Darcys presumption and Lizzys prejudice.Darcys pride we have already seen at the ball. This is shown to us in an obvious manner and even stated and talked about. It is much Lizzy who complains about it and is the reason that she despises Darcy so much and for so long. This also demonstrates her prejudice. Although it is noticeable in many occasions, her prejudice is less public. However, she still learns from her mistakes. These two aspects of their characters do not mix and so is not until they can overcome them, that they realise how right they are for each other.The development of their partnership in this way is attractive, ascension it above other couples in the novel. We can look at the conjugal union of Bingley and Jane, for instance, for comparison. Jane and Bingleys marriage is the only other in the mass that we are happy for, however, the marriage of Lizzy and Darcy still improves on it. While the former is very simple and pretty, the latter is a lot deeper, with the way it was demonstrable forming interesting layers of characters.Other couples are a lot more patently unsuited. Mr and Mrs Bennet are one such example. When their marriage took place, Mrs Bennet matrimonial up in society, while Mr Bennet married down. Mrs Bennet was attractive but vacuous and she didnt improve in intelligence. We can presume that Mr Bennet regretted the marriage. We see an inclination of this when he is advising Lizzy on her marriage to Darcy.My child, permit me not have the grief of seeing you unable to respect your partner in life. You know not what you are about.We can suggest from this that Mr Bennet is reflecting on himself, and the mistake that he carried out in marrying Mrs Bennet, as he appears to be talking from experience. We see many examples where he is not happy with his marriage and not happy with Mrs Bennet.My dear, do not give way to such gloomy thoughts. allow us hope for better things. Let us flatter ourselves that I may be the survivorThis is Mr Bennets reply to a conversation with Mrs Bennet about what would slide by to their property when he died. We see how he has no respect for her as he is continually mocking her in this cruel way throughout the book. The amount of sarcasm and irony he uses suggests that he is merely victorious it all as a joke, as if were he to take it seriously, he would not be able to handle it. We see also in the novel how, to get away from it, he spends a lot of his time by himself in his library where Mrs Bennet and the rest of the family can not disturb him.Lizzy and Darcys marriage however, already proves to be more successful. As a couple, they are good for each other. They can succeed in the development of each others character. They are both intelligent people, unlike Mrs Bennet, who can carry out intellectual conversations and discussions. We can see this in an rather conversation.To yield readily easily persuasion of a friend is no merit with you.To yiel d without conviction is no compliment to the understanding of either.You appear to me, Mr Darcy, to allow nothing for the influence of friendship and affectionThis is one such example of Darcy and Lizzy exchanging and debating opinions. We can also compare this to the marriage of Charlotte Lucas and Mr Collins.When Mr Collins could be forgotten, there was a great air of comfort throughout, and by Charlottes evident enjoyment of it, Elizabeth supposed he must often be forgotten.This was taken from Lizzys visit to Hunsford to visit Mr and Mrs Collins. It shows how happier Charlotte is when her husband isnt there, and that this is often the case. Lizzy and Darcy however, enjoy each others company immensely and do not tire of it. We see that the Collins marriage is a marriage of convenience. It is stable, they have money and their own space from each other, but there is no love. They would never sit and enjoy a conversation but would much rather be separate from each other, similarly to Mr and Mrs Bennet, but right from the start of their marriage.Darcy and Lizzy as a couple are attractive because they are so meant to be. Jane Austen has written us a Romantic novel where the well matched always end up living happily ever after. They are not bad like Lydia and Wickham and so we feel a great love for them and believe that they deserve to be happy together. By being able to compare them to many other couples in the book we see even more clearly how they, as a couple, are the most attractive.

Head of Household during the Cold War Era

If I were the head of household who took care of my family during the Cold War Era, I would invent sure to get everything needed for at least two weeks to go bad if there was a thermonuclear bomb disaster. I would charter my save and friends build a bomb hold dear that contribute fit at least 50 people in our basement to protect my family and friends from the nuclear disaster. I would beget sure that we slang plenty of water for provision and drinking, stock up on supplies, canned food, pre-packaged foods such as crackers, cookies, wafers for at least two to three weeks to feed all of us.We will make sure to amaze a camp stove with rich elicit to boil rice, beans, and pasta. Have a can opener for the canned food, enough batteries with a radio, small portable television, and flashlights to keep them running so we can listen to the news, or music. We will also need a proponent generator, or candles with enough matches just in example the power goes extinct and the gener ator stops working. I will make sure we give gettable to us sanitation kits and medical kits just in case a family member gets hurt.Another kit that should be in the shelter is a radiation detection kit. For keeping everyone entertained we will have board games to keep us occupied, do sharedes, books to read, crayons and coloring books for the younger children, have cards so we can play card games. Also my save and I will make sure we have clothing, shoes and blankets available to us. We will also make sure that a bathroom is reinforced in the bomb shelter with running water and plumbing so we can take quick showers.In the bathroom we will have plenty of toilet paper, soap, shampoo, combs, brushes, toothpaste, deodorant, toothbrushes, and plenty of towels. We would make sure that we have strenuous duty plastic sheets with duct tape to keep out bad chemicals and gases. Most importantly my husband and I will sit chain reactor our children and explain to them what is happening an d what we need to do and what is going to take place.

Critical Analysis of Traditional and Agile Project Management Essay

sub complex body branchProject is an effort taken to build something unique within a specific period. (PMBOK, 2004 20). This means that a turn overing class has a starting and an closing curtain which has to be completed within the specified beat. For a count on to be completed within time limit and with sm totally-minded or no flaws, a plan has to be put in place so as to get a desired result. Project think is the purpose of the progress of a exteriorize to be carried out in a serial manner. (Successful Project focal point, 2011 57). Project int final stage is actually essential in managing a calculate and pull up stakes be discussed in detail specifically in traditionalistic and restless cipher wariness which is the two major(ip) flip management approaches. Critical analysis of these two approaches in consider to support proviso will be given. That is treating the necessary do byes in preparation a run into. Tools, techniques, and send off lifecycle model s apply in retch management will be explored.See more how to write an analysisOVERVIEWtraditional jut managementTPM is a set of technique and roosters that house be utilise to an activity that seeks an end product, outcomes or service. This is a well taught out planning process which has a very strict control method that makes differentiable stages in a digest life cycle (hass, 2007). Requirement such as desktop, cost and time atomic number 18 determined upfront, followed plans are as well well laid out and once laid out, it cannot be modified. ascribable to this, life cycles are easily recognizable. Task are completed sensation after an otherwise once completed, it cannot be revisited. In TPM, a tidy sum of importance is attachedto documentation of business unavoidably thereby stakeholders take are already kn feel (Leybourne, 2009).TPM is base on the fact that situations contact go out and activities are predictable and manageable (Hass 2007, Yusuf et al 1999). TPM views each project aim as a separate process whose outcome or completion has an effect on how and when subsequent levels begin (caddle and Yeates 2008 Thonsett 2012). According to Larman (2004), a well thought out rule on project squad members responsibilities are determined at the planning phase. This makes team members accountable for the project which ensures control (Saladis and Kezner, 2009). Examples of traditional models are1. PRINCE22. Waterfall3. Event chain4. CA-PPM. speedy project managementAPM is all about incremental iteration, adaptability, agility and collaborationism (Scuh, 2005 Larman, 2004). It takes individual and iteration contribution over process and tools. It lays strain on short cycles of structure which happen at different levels and to a fault emphasis on feedback (Hass, 2007). wholly plans are revisited to get certainty of delivery. APM sees the project as product increment. Due to its lack of structure, it requires a considerable amount of suss out and coordination.APM allows project backcloth to qualify rapidly and frequently which is through by constant communication with project stakeholders. APM teams consist of skilful members fully apply to the project and are co-located (Hass, 2007 Wysocki). The whole idea of what APM is all about is based on the agile manifesto. It was put forward by Martin Fowler and Jim Highsmith (wysocki,). Its content are given below We are uncovering better ways of ontogeny software by doing it and helping others do it. Through this work we consider come to tax Individuals and interactions over processes and toolsWorking software over super documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right, we value the itemson the left more.Types of agile project management approaches are as follows1. straightaway Unified Process (AUP)2. scrum3. Lean Software discipline4. Extreme Programming (XP)5. Dynamic Systems Development Method6. Feature Driven Development grasp PlanningScope planning is a process that describes and documents the boundaries of a project and project expectation. TPM is a rigid approach that gives no room to change once the domain plan has been created. Plans are made to prevent change in project kitchen stove. It focuses on developing all parts of the mise en scene first. Documentation is very detailed trying to encompass the whole requirement. The project scope financial statement consists of the objective and boundaries of the project and also product specification.Work break mickle structure is then created. In TPM, steps are taken that the team sticks to the scope of the project. Scope planning in APM is a racy-level activity because little is known of the resultant. Change is a key part of APM, making the scope very flexible. The scope is constantly redefined callable to the series of iterations. Ideas could be added at stage of the pro ject. Documentations is present but not as detailed as in TPM. APM focuses on developing the most central part of the scope first and then proceed to the next.Human Resource PlanningIn TPM, team is usually large in number and consists of various levels of skilled members. The teams are very organized. The teams dont make decisions on their own without the approval of senior managers. APM team members are proficient and are extremely skilled, they are collocated in ramble to handle changes in project scope and also performance, communication and more so, interrelation. APM consists of small team, members are mostly surrounded by five and nine, and they also are highly productive. Agile teams are self-organizing and discipline (Hewson, 2006). Agile teams are basicallyindependent.Risk PlanningTPM assumes that there will be lay on the line in the project. This is put into consideration at the planning of the project and measures are put in place to handle it. Projects in APM are vo latile and very unstable because the solutions are not known. every iteration cycle comes with its own risks. These risks are expected and are handled consecutive when it arises during project (Owen et al, 2006). Proponents of agile approach argue that dealing with real risk is better than preparing for unknown risk (Schuh, 2005).QualityQuality in agile is often determined by the regular feedback and acknowledgement of the customers view of the quality of the product. Time planning In traditional approach, time melodic theme is dependent on the amount of tasks to be executed. Time estimation is done right after the west by south is created. Effort is made in other to complete the project within the requisite time (Hass, 2007). In agile approach, time estimation is based on features. The numbers of features to be developed determine the amount of time that will be used. schedule and workflow are also closely aligned. Management style In TPM, the project manager is responsible sol ely for the planning and allocation of responsibilities (Kerzner, 2003).Traditional project managers focus more on the schedule, scope and budget (Fernandez and Fernandez, 2009). In APM, the project manager works in collaboration with the team (Hass, 2007). Agile managers focus more on the business value and deliverables (Fernandez and Fernandez, 2009). Cost management Agile projects should be based on either a cost-reimbursable system, or the client accepts scope is a variable based on achieving the maximal improvement possible for a pre-set budget. This is a totally different doctrine to traditional project governance.Tools, Technique, models, and Project Lifecycle ModelsThere are numerous tool and technique that can be utilized in the course of planning a project which include Gantt chart is a graphical means for scheduling the execution of various project activities. It can be used to make an approximation of time required to complete theproject. Brainstorming involves the se t up of idea by a group of people in order to solve problem and to arrive at a conclusion. It is essential in development of new ideas. Work breakdown structure (west by south) is the breaking down of project into smaller more manageable humanitys in a gradable order. Each level in WBS is a smaller piece of the level above. Fishbone diagram is also known as cause-and-effect diagram. It is used to end the cause of a specific event.They also help during the collating and analyzing factors phase of project planning. Critical Path Method involves dealing with activities that has to be completed in order for other activities to be completed. It helps in the sequencing and correlating of interdependent processes. godless map is a representation that shows the task to be performed serially in a graphical form. It helps to focus more on the most critical part of the project in order to reduce constriction. Project Charter is a document that formally authorizes a project statement. It c ontains project justification, business needs and so on. . (PMBOK, 2004) Scope Statement ensures that only the required work is done. That is work is not done out of scope of the project.Work Breakdown social system (WBS)WBS is a deliverable-oriented hierarchical decomposition of the work to be done by the project team, to accomplish the project objectives and create the required deliverables. WBS is a tool which focuses on how a project work should be done. It breaks down the work to be done into smaller sections that can be managed by the project team, each section give details of the project work as such giving team understanding of what do(Biafore, 2011). WBS can be depicted as an outline or a diagram (Biafore, 2011). The number of levels present in a WBS should be reasonable as this is determined by how voluminous and complex the project is. WBS helps in d identification of task, brings to light what d project entails and a lot of other tools depend on WBS. It also allows stak eholders have an understanding of the scope of the project (Biafore, 2011).PERT Chart (Project Evaluation and revaluation Technique)It is visual illustration of a project plan task. It document important or critical phases of a project. It helps to identify critical processes andthe time that the process will end. It can also help in the documentation of a project. It helps in the organizing and scheduling of interrelated tasks in a complex project (Chinneck, 2009). It does this by using a network description to show agree relationships between tasks (Chinneck, 2009). It helps in the completion of each task in other of precedence. It is a very important tool for tracking project activities and milestones. PERT enables the project team to handle task in order of importance. It also deal with uncertainty in process completion dates and determines activities start and end dates. Finally, PERT chart can be adjusted at alltime in the duration of the project.Linear Project Management L ifecycle ModelThis is a frank TPM approach which does not allow for returning to a project which has antecedently been completed. (Effective 329). This means that once a phase in a project is completed, there will be no room to do any kind of adjustment.Incremental Project Management Lifecycle ModelIt is a traditional TPM in which unlike linear. It releases a solution to each phase of the project and it also emphasis on customer value than the linear approach. (Fernandez, Fernandez). iterative aspect Project Management Lifecycle ModelIn the iterative PMLC, change is required as it is the important part of the model. It is a learn by doing strategy. (Fernandez, Fernandez). All iteration consists of feedback loop, and it involves more clients and customers than incremental.Adaptive Project Management Lifecycle ModelThis is a PMLC that almost nothing is known about the solution and almost all of it are designed for software development project. It deals with a high level of uncertain ty because little is known of the end product.Extreme Project Management Lifecycle ModelIn this model, there is no broad knowledge and solution about the project. The level of uncertainty is high and also that of clients too. CONCLUSION after(prenominal) looking at the two approaches, it is seen that both approaches are goodand can work perfectly well depending on the project at hand. TPM due to its detailed planning is the preferred choice for structured project. It is used in large projects that have well understood features and requirements and which involves large teams. Also, TPM is suitable for project that requires little change. APM is the preferred choice for unstructured projects. These kinds of projects have a high level of uncertainty and unpredictability about them. APM unlike TPM involves smaller projects.

Hard to Be Fair

BEST PRACTICE E truly wholeness experiences that being middling cost low and overcompensates off hand some(prenominal)ly. T chick wherefore do so few executives wipe go forth to be take up plum, til now though most want to? Why Its So Hard to Be Fair by Joel Brockner W hen Company A had to downsize,it dog-tired considerable amounts of money providing a sentry duty net for its laid-off workers. The severance package consisted of many weeks of pay, ex cristalsive out bitment nonifying, and the continuation of health insurance for up to one year. un little superior conductors neer beg offed to their staff why these layoffs were necessary or how they chose which p regulates to eliminate.Whats more, the midlevel line managers who delivered the intelligence to terminated employees did so awkwardly, mumbling a few perfunctory course roughly not wanting to do this and then handing them off to the homosexual resources division. in time the passel who kept their jobs were less than thrillight-emitting diode about the way things were handled. Many of them hear the pertlyfounds eon driving home on Friday and had to wait until Monday to learn that their jobs were secure. Nine months later, the association continued to sputter.Not yet did it surr force outer to absorb enormous efficacious costs defending against wrongful term suits, nevertheless it as well as had to diagnose an an early(a)(prenominal) round of layoffs, in titanic part beca do employee productivity and morale plummeted afterward the ? rst round was mishandled. When Company B downsized, by contrast, it didnt offer nearly as generous a severance package. precisely older managers there explained the strategic purpose of the layoffs quadruplicate multiplication before they were implemented, and executives and middle managers alike make themselves available to resolution questions and declare regret two to those who lost their jobs and to those who remained.Line man agers worked with HR to tell masses that their jobs were being eliminated, and they exharvard transmission line review 122 pressed genuine concern while doing so. As a result, virtu alto conkhery none of the laid-off employees ? led a wrongful termination lawsuit. Workers took some time to ad entirely to the loss of their reason colleagues, that they understood why the layoffs had happened. And within nine months, Company Bs performance was better than it had been before the layoffs occurred.Although Company A spent a lot more money during its restructuring, Company B exhibited much greater butt pallidness. In other words, employees at Company B believed that they had been embarrassing-boiled exceptly. From minimizing costs to strengthening performance, deal faithfulness pays enormous dividends in a wide variety of organisational and community-related challenges. Studies show that when managers practise bring achromasia, their employees litigate 2006 respond in wa ys that bolster the organizations tin line both directly and indirectly. litigate fair-mindedness is more probable to bring back defend for a new strategy, for instance, and to foster a socialization that promotes innovation. Whats more, it costs little ? nancially to implement. In short, fair demonstrate makes great business thought. So why dont more companies utilization it undifferentiatedly? This article examines that paradox and offers ad criminality on how to promote greater routine impartiality in your organization. The line of merchandise Case for Fair go Ultimately, all(prenominal) employee decides for him or herself whether a close has been made fairly.But broadly speaking, there atomic number 18 leash drivers of shape fairness. One is how much input employees believe they suck up in the decision- making process Are their opinions requested and effrontery serious thoughtfulness? Another is how employees believe decisions are made and implemented Are they consistent? Are they based on accurate information? Can luxates be corrected? Are the personal biases of the decision maker minimized? Is sizeable advance scorecard given? Is the decision process transparent? The third factor is how managers be mystify Do they explain why a decision was made?Do they treat employees respectfully, active voicely listening to their concerns and empathizing with their points of view? Its worth noting that process fairness is distinct from out bugger off fairness, which refers to employees judgments of the bottom-line results of their ex diversitys with their employers. Process fairness doesnt ensure that employees volition always get what they want but it does 123 OLEG DERGACHOV B E S T P R A C T I C E W h y I ts S o H a rd t o B e Fa i r mean that they ordain have a chance to be heard.Take the movement of an individual who was passed all over for a promotion. If he believes that the chosen sessdidate was quali? ed, and if his manager ha s had a throw outdid discussion with him about how he squirt be better prepared for the next opportunity, chances are hell be a lot more productive and tenanted than if he believes the person who got the job was the bosss pet, or if he received no pleader on how to move forward. When mass feel hurt by their companies, they die hard to retaliate. And when they do, it tooshie have grave consequences.A cookery of nearly 1,000 people in the mid-1990s, led by Dukes Allan Lind and Ohio States Jerald Greenberg, found that a major determinant of whether employees sue for wrongful termination is their perception of how fairly the termination process was carried out. Only 1% of ex-employees who felt up that they were treated with a mettlesome score of process fairness ? led a wrongful termination lawsuit versus 17% of those who believed they were treated with a low degree of process fairness. To put that in monetary terms, the anticipate cost savings of practicing process fairne ss is $1. 8 million for every 100 employees dismissed. That ? gurewhich was metric using the 1988 rate of $80,000 as the cost of legal defense is a conservative estimate, since in? ation alone has caused legal fees to s substantially to more than $120,000 today. So, although we cant calculate the precise ? nancial cost of practicing fair process, its salutary to say that expressing genuine concern and treating dismissed employees with dignity is a pricy deal more affordable than not doing so. Customers, too, are less credibly to ? le suit against a service provider if they believe theyve been treated with process fairness.In 1997, aesculapian researcher Wendy Levinson and her colleagues found that patients typi entreaty do not sue their doctors for mal make simply Joel Brockner (emailprotected edu) is the Phillip Hettleman Professor of commerce at capital of South Carolina melodic line School in wise York. 124 because they believe that they received forgetful medical admi nister. A more telling factor is whether the doctor took the time to explain the treatment plan and to answer the patients questions with consideration in short, to treat patients with process fairness.Doctors who fail to do so are farther more probably to be slapped with mal hold suits when problems arise. In addition to reducing legal costs, fair process cuts down on employee theft and turnover. A study by counselling and human resources prof Greenberg examined how pay cuts were Using process fairness, companies could spend a lot less money and still have more satis? ed employees. handled at two manufacturing plants. At one, a vice demolition chair called a meeting at the end of the workweek and announce that the company would implement a 15% pay cut, across the board, for ten weeks.He very brie? y explained why, thanked employees, and answered a few questions the whole thing was over in 15 minutes. The other plant implemented an identical pay cut, but the company presiden t made the announcement to the employees. He told them that other cost-saving options, like layoffs, had been considered but that the pay cuts actualizemed to be the least unpalatable choice. The president took an hour and a half to address employees questions and concerns, and he repeatedly show regret about having to take this step.Greenberg found that during the ten-week period, employee theft was nearly 80% lower at the second plant than at the ? rst, and employees were 15 times less promising to resign. Many executives turn to money ? rst to solve problems. But my research shows that companies can reduce ex- penses by routinely practicing process fairness. deem about it Asking employees for their opinions on a new initiative or explaining to someone why youre giving a choice denomination to her colleague doesnt cost much money. Of course, companies should continue to offer actual assistance to employees as well.Using process fairness, however, companies could spend a lot less money and still have more satis? ed employees. Consider the ? nancial side resolution that occurs when expatriates leave their foreign assignments prematurely. Conventional wisdom says that expats are more likely to leave early when they or their family members dont adjust well to their new living conditions. So companies often go to great spending to facilitate their adjustment picking up the tab for housing costs, childrens schooling, and the like.In a 2000 study of 128 expatriates, human resources consultant Ron Garonzik, Rutgers Business School prof Phyllis Siegel, and I found that the expats adjustment to various fonts of their lives outside work had no effect on their intentions to depart prematurely if they believed that their bosses generally treated them fairly. In other words, high process fairness induced expats to stick with an overseas assignment even when they were not particularly enthralled with living abroad. In a similar vein, some companies have devised expensive solutions to help employees get laid with the stress of modern work.Theyve set up on-site day sell centers and sponsored stress management workshops to help reduce absenteeism and burnout. Those efforts are laudable, but process fairness is also an effective strategy. When Phyllis Siegel and I surveyed nearly 300 employees from dozens of organizations, we found that work/ deportment con? ict had no measurable effect on employees commitment as long as they felt that senior executives provided good reasons for their decisions and treated them with dignity and respect. Of course, executives should not simply emphasize process fairness over tanharvard business reviewW h y I ts S o H a rd t o B e Fa i r B E S T P R A C T I C E gible support. Determining exactly how much clear support to provide is perhaps best puzzled by the law of diminishing recalls. beyond a moderate level of ? nancial assistance, practicing process fairness proves much more cost effective because, al though money does babble, it doesnt say it all. Fair Process as a Performance Booster Process fairness can not only minimize costs but can also help to increase value, inspiring operational managers to carry out a well-founded strategic plan eagerly or embrace, quite an than sabotage, an organizational potpourri.This form of value is less tangible than direct reduction of expenses, but it affects the bottom line nonetheless. The fact is, most strategic and organizational change initiatives fail in their implementation, not in their conception. Several geezerhood ago, I worked with the CEO of a ? nancial services institution that filled a major restructuring. The banks operational managers, however, were showing signs of resistance that threatened to infract the process dead in its tracks. I advised the CEO and his senior management squad up to conduct several(prenominal) town hall type meetings and to hold in schematic heighten groups with the operational managers.During those senior managers to respond to the radical problem. more thanover, since the operational managers felt respected, they showed a similar level of process fairness with their direct reports during the actual restructuring, making the change go more smoothly. Michael Beer, of Harvard Business School, and Russell Eisenstat, president of the Center for Organizational Fitness, recently provided evidence of how systematically effective process fairness (embedded in an action-learning egy implementation as well as the shortcomings that could hinder it.T wait force members distill the information they gain from these interviews into major themes and grant them back to senior management. Then they discuss how the strategy could be rolling out most effectively. SFP is a model for process fairness More than 25 companies including Becton, Dickinson Honeywell JPMorgan Chase Hewlett-Packard and Merck have used it with great success to hone the substance of their strategic initiatives a nd, probably more of the essence(predicate), to gain employees commitment to making those initiatives happen.Most companies say that they want to promote creative opinion and innovation, but few use process fairness to achieve those ends. Theyre missing out on a great opportunity to create value. Harvard Business School professor Teresa Amabile has conducted extensive research on employees working in creative endeavors in order to understand how work milieus foster or impede creativity and innovation. She has consistently found that work environments in which employees have a high degree of operational autonomy lead to the highest degree of creativity and innovation.Operational autonomy, of course, can be insuren as the extreme version of process fairness. When employees feel that they are heard in the decision-making process, they are more likely to support rather than merely comply with those decisions, their bosses, and the organization as a whole. talks, it became clear tha t the managers felt that the CEO and senior executives failed to appreciate the magnitude of the change they were asking for. Interestingly, the managers didnt request spare resources they simply wanted those at the top to fare their dif? ult plight. By expressing authentic interest, senior executives created a trusting environment in which managers felt they could safely voice their true objections to the change effort. That enabled marching music 2006 methodology known as the strategic ? tness process, or SFP) has helped numerous organizations capture value by getting employees to buy in to strategies. A particular element of SFP is the appointment of a caper force consisting of eight well-respected managers from one or two levels below senior management.Their job is to interview some 100 employees from different parts of the company to learn about the organizational strengths that are apt to facilitate strat- The nature of organizations, though, means that few (if any) empl oyees can have complete operational autonomy just about everyone has a boss. Creativity and innovation tend to suffer in work environments characterized by low levels of process fairness, such as when employees believe that the organization is rigorously controlled by upper management or when they believe that their ideas will be summarily dismissed. When employees believe that 125B E S T P R A C T I C E W h y I ts S o H a rd t o B e Fa i r their supervisor is dependent to new ideas and that he or she set their contributions to projects, however, creativity and innovation are more likely to ? ourish. Two examples decorate how process fairness creates value by attr acting innovative employees or additional customers. The CEO of a renowned electricalengineering ? rm, for instance, wanted to change the corporate culture to be more receptive to new ideas, so he stranded a large group of workers into teams of ten, asking each team to come up with ten ideas for improving the busines s.Then the team leaders were brought into a way of life where the companys executives were gathered and were asked to sell as many of their teams ideas as possible. The executives, for their part, had been instructed to buyas many ideas as possible. The team leaders swarmed like bees to honey to the few executives who had reputations for being good listeners and open to new ideas. The other executives stood by idly because team leaders fictional from past visit that they wouldnt listen. One company that used process fairness to create value is Progressive Casualty Insurance.In 1994, the ? rm began to give voltage customers comparison rates from two competitors along with its own quotes for auto insurance. Even though Progressives rates werent always the lowest, the very act of delivering this information created goodwill. Potential customers felt that they were being treated honestly, and the practice drew many new sales. servant, Winston S. Churchill. After being castigated by his countrymen for the letters deferential tone, Churchill is said to have retorted, When you have to kill a man, it costs nothing to be polite. In a change management seminar Ive taught to more than 400 managers, I ask participants to rate themselves on how well they plan and implement organizational change. I also ask the managers bosses, peers, direct reports, and customers to rate them. The measure ers were lucky enough to still have their jobs. But economically supporting those who lost their jobs doesnt cancel out the need to show process fairness to those affect by the changewhich, incidentally, includes everyone.Ironically, the fact that process fairness is relatively inexpensive ? nancially whitethorn be why this numbers-oriented executive undervalued it. Another reason process fairness may be overlooked is because some of its bene? ts arent obvious to executives. Instead of grapnel with uncomfortable emotions, many managers ? nd it easier to sidestep the consequence an d the people affected by italtogether. contains more than 30 items, and managers consistently give themselves the highest marks on the item that measures process fairness When managing change, I ake extra efforts to treat people with dignity and respect. Those rating them, however, are not nearly as dogmatic. In fact, this is the only item in which managers self-assessments are signi? cantly higher than the ratings they receive from each of their groups. Its not entirely clear why this perceptual orifice exists. Perhaps managers are tuned in to their intentions to treat others respectfully, but they arent as good at reading how those intentions come across to others. Or perhaps its just wishful and self-serving thinking.Some managers wrongly believe that tangible resources are always more meaningful to employees than being treated decently. At a cocktail party, the CEO of a major international bank proudly told me about the hefty severance pay his company gave to its laid-off employees. I expressed admiration for his organizations show of concern toward the people who lost their jobs and then asked what had been make for those who remained. Somewhat defensively, he said that it was only necessary to do something for the employees who were affected by the layoffs.The othSocial psychologist Marko Elovainio of the University of Helsinki and his colleagues recently conducted a study of more than 31,000 Finnish employees, examining the relationship between employees prohibit life events (such as the onset of a severe illness or death of a spouse) and the frequency of sicknessrelated absences from work for the subsequent 30 months. The study showed that the mark for negative life events to translate into sickness-related absences depended on how much process fairness employees experienced before the events occurred.That is, not being pretreated with process fairness led to absences waiting to happen. Sometimes corporate policies hinder fair process. The leg al department may discourage managers from explaining their decisions, for instance, on the grounds that disclosure of information could make the company vulnerable to lawsuits. Better not to say anything at all, the thinking goes, than to risk having the information come back to haunt the organization in the courtroom. Clearly, legal considerations about what to communicate are important, but they should not be taken to unnecessary extremes.All too often organizations withhold information (such as the alternatives to downsizing that have harvard business review Why Isnt Everybody Doing It? With all that process fairness has going for it, one powerfulness expect that executives would practice it regularly. Unfortunately, many (if not most) dont. Theyd do well to get hitched with the example of Winston Churchill, who keenly understood the cost-effectiveness of process fairness. On the day after the bombing of Pearl Harbor, Churchill wrote a declaration of war to the Japanese, endin g it as follows I have the honour to be, with high consideration, Sir, Your obedient 126W h y I ts S o H a rd t o B e Fa i r B E S T P R A C T I C E been considered) when revealing it would have done far more good. Legal and medical advocates in Hawaii, for instance, are soon drafting a statute that would allow health allot professionals to beg off for medical errors without increasing the risk of lawsuits. Doctors often refrain from apologizing for mistakes because they fear that admitting them will anger their patients, who will then be more likely to ? le malpractice suits. In fact, the opposite is true Patients who feel theyve been treated disrespectfully ? e more malpractice suits than those who feel they have been treated with dignity. By making apologies for medical mistakes inadmissible during a trial, the law would let doctors express regrets without disconsolategering that doing so would hurt them in court. Managers who unwaveringly believe that knowledge is force ou t may fear that engaging in process fairness will weaken their power. After all, if employees have a voice in decision making how things should be lapse, who needs a manager? Managers sometimes do run the risk of losing power when they involve others in decision making.But usually the practice of process fairness increases power and in? uence. When employees feel that they are heard in the decision-making process, they are more likely to support rather than merely comply with those decisions, their bosses, and the organization as a whole. The desire to avoid uncomfortable smears is another reason managers fail to practice process fairness. As Robert Folger of the University of primordial Florida has suggested, managers who plan and implement tough decisions often experience con? icting emotions. They might want to approach the affected parties out of sympathy and to explain the hinking rear end a decision, but the desire to avoid them is also strong. Andy Molinsky at Brandeis University and Harvard Business Schools Joshua Margolis analyzed why managers ? nd it so hard to perform necessary evils (such as laying off employees and delivering other bad news) with interpersonal sensitivity, which is an important element of process fairness. Leaders in this situation have to manage their own internal dramas, including feelings of guilt (for, say, making poor strategic decisions that led to the downsizing) and anxiety (about having suf? ient interpersonal sensitivity to accomplish the task gracefully). Instead of wrestling with those uncomfortable emotions, many managers ? nd it easier to sidestep the issueand the people affected by it altogether. Emotional contagion also comes into maneuver in these situations. near as we tend to laugh when we see others laugh, even when we dont know why, we also involuntarily feel importunate or sad when those around us feel that way and thats uncomfortable. No wonder so many managers avoid people in emotional pain. Unfor tunately, such avoidance makes it very unlikely that they will practice process fairness.Breadth. Depth. Performance. Leadership. Tuck Executive Program July 22August 11 Leading high-potential and senior executives to new levels of business performance inlet to Business Management April 30May 5 & November 12-17 Delivering skills and perspective utilitarian managers need for advancement Finance Essentials for Senior Managers September 1015 Offering greater accountability and transparency in your organization New Branding Imperatives May 79 Presenting strategies for maximizing brand rightfulness and competitive positioning www. tuck. dartmouth. edu/exec 603-646-2839 tuck. xec. emailprotected edu B E S T P R A C T I C E W h y I ts S o H a rd t o B e Fa i r I can understand how managers feel. Several years ago, I was working with a telecommunications organization after the ? rst layoffs in the companys history. The CEO and his senior management team wanted me to talk to the midlevel managers about how the layoffs would affect the people who remained and what they could do to help their direct reports get over it. Feeling betrayed and fearful, however, the midlevel managers were in no mood to help others return to business as usual. They identi? d me with the problem and implied that I was partly responsible for the decision to downsize. That was a moment of real insight for me Trying to counsel this unhappy and suspicious group, I completely understood the discomfort that managers experience when theyre called on to act compassionately toward people who feel aggrieved. It was much harder than I expected. The senior managers of the company admitted to me that they were tempted to avoid the rank and ? le partly out of guilt and partly because they doubted whether they would be able to keep a cool enough head to practice process fairness.Thats a natural response, but ignoring negative emotions only keeps them swirling around longer. When senior managers made themselves more accessible to their workforce, employees reacted positively, and the organization developed a renewed sense of purpose. ter able to cope with (and hence not act on) their negative emotions. Furthermore, managers are more likely to endure a dif? cult process when they know that the effort will have a tangible payoff. But its not enough for managers to be vaguely aware that process fairness is cost effective. Corporate executives should educate them about all the ? nancial bene? ts, using charts and ? ures, just as they would when making a business case for other important organizational initiatives. Invest in procreation. Study after study has shown that fair-process training can make a big difference. Subordinates of the trained managers, for instance, are When I was working with an executive at a utility company several years ago, for example, I noticed that she made a common mistake She didnt tell others that she had seriously considered their opinions before maki ng her decisions, even though she had. I advised her to preface her explanations by saying explicitly that she had given their input some serious thought. Six months later, she told me my advice had been priceless. She learned that its not enough for executives just to be fair, they also have to be seen as fair. Training is most effective when its delivered in several installments rather than all at once. For example, one suc- Its not enough for executives just to be fair they also have to be seen as fair. Toward Process Fairness Companies can take several steps to make fair process the norm. Address the knowledge gaps. Managers need to be warned about the negative emotions they might experience when practicing fair process.Merely acknowledging that it is legitimate to feel like ? eeing the picture can help managers withstand the impulse to do so. Studies have shown that people can tolerate negative experiences more easily when they expect them. Just as forewarned surgical patients have been found to experience less postoperative pain, forewarned managers may be bet128 not only signi? cantly less likely to steal or to resign from the organization, but they are also more likely to go the extra mile aiding coworkers who have been absent, helping orient new employees, assisting supervisors with their duties, and working overtime.Several studies by Jerald Greenberg have even found that employees whose managers underwent process fairness training suffered signi? cantly less insomnia when coping with stressful work conditions. Daniel Skarlicki, of the University of British Columbias Sauder School of Business, and Gary Latham, of the University of Torontos Joseph L. Rotman School of Management, have identi? ed some factors of an effective process fairness training class. Participants respond better to active guidance than to a lecture on the bene? ts of im turn up process fairness.Thats why its particularly effective to give trainees speci? c book of instructions on what they need to do and how they need to do it, such as how to detect resistance to a new strategic initiative. After the participants have practiced these behaviors, give them feedback and let them try again. cessful program consisted of a two-hour seance each week for eight weeks, along with assigned role-playing homework. That way, participants could receive feedback from instructors during the formal training sessions and from their peers in between meetings.As with most constructive feedback, referring to behaviors (You never explained why you made this decision) rather than to traits (You came across as condescending) proved to be most compelling. Both the process and the outcome of the training need to be communicated to participants but not at the same time. Before the sessions amaze, focus on the outcome. Participants are likely to be far more engaged if they are told that the program will help them gain their employees commitment to strategy implementation than if they are told it will help them communicate that theyve seriously considered other peoples points of view.During the course, however, focus on process. Thinking about expected outcomes (improved strategy implementation, for instance) can distract people from learning the speci? c functional skills they need (such harvard business review as how to involve people in decision making) to achieve the desired results. Finally, it is important for trainees to maintain expectations that are both optimistic and realistic. Once again, the distinction between outcome and process is helpful to keep in mind.You can generate optimism by stress on the outcomes Touting the improvements that previous trainees have made should help people feel positive about their own chances for growth. And you can inject realism by focusing on the process Behavioral change is dif? cult and rarely takes a linear course. Trainees shouldnt expect to get better at process fairness day by day but, if they keep workin g at it, they will improve. I suggest trainees ask themselves trio months after the program if they are practicing process fairness more on average than they were three months prior to it.Conducting after-action reviews also helps managers continue to hone their skills long after the training sessions are over. Make process fairness a top priority. resembling most managerial behaviors, the practice of process fairness must begin at the top. When senior managers explain why they have made authentic strategic decisions, make themselves available for honest two-way communication with the rank and ? le, involve employees in decision making, provide ample advance notice of change, and treat peoples concerns with respect, the practice of process fairness is likely to spread like wild? e throughout the rest of the organization. By modeling process fairness, senior management does more than communicate organizational values it also sends a pass about the art of the possible. multitude are more likely to try to tackle dif? cult challenges when they see others whom they respect doing so. In one company that was trying to implement a much-needed restructuring, senior executives effectively served as role models not only by describing the mixed feelings they had about practicing process fairness but also by articulating the process they went through that ultimately convinced them to do march 2006 o. The message they sent was that it was legitimate for operational managers to have mixed emotions, but, at the end of the day, the reasons in favor of practicing process fairness prevailed. In addition to acting as role models, senior managers may communicate the value they place on process fairness by making its practice a legitimate topic of conversation throughout the organization. I worked with one company, for example, that selected its employee of the month based on process fairness skills as well as bottom-line results.Other organizations have made managers annual pay raises partly dependent on 360-degree feedback about how they plan and implement decisions, in which perceptions of process fairness ? gure prominently. modern corporate scandals show that giving workforces outcome-only directives (I dont care how you get there, just get there) can be disastrous. Forwardthinking organizations care not only about the outcomes their managers call forth but also about the fairness of the process they use to achieve them. This is not a call for micromanagement.Just as there is usually more than one way to produce ? nancial results, there is more than one way to involve people in decision making, to communicate why certain actions are being undertaken, and to express thoughtfulness and concern. There is a moral imperative for companies to practice process fairness. It is, simply put, the right thing to do. As such, process fairness is the province of all executives, at all levels, and in all functions it cannot be delegated to HR. But with that m oral responsibility comes business opportunity.An executive must minimize the costs of decisions that might threaten employees and maximize the bene? ts of decisions that may be sources of opportunity for them. In both instances, practicing process fairness will help get you there. The before you realize it, the better off you and your company will be. Reprint R0603H To order, see page 151. A new, surprising, and authoritative take on an important aspect of modern society that most people just dont know about. Toby Lester, Deputy Managing Editor, The Atlantic Monthly Fred Reichheld is the godfather of customer loyalty. His new book, The Ultimate Question, continues to push the envelope with innovative, practical ideas. John Donahoe, President, eBay Marketplace perceptive analysis brought to life by references to real people and real situations. Kieran C. Poynter, Chairman, PricewaterhouseCoopers LLp forthcoming WHEREVER BOOKS ARE SOLD, INCLUDING 5th Ave. & 46th St. , NYC Rockef eller Center 5th Ave. & forty-eighth St. , NYC HARVARD BUSINESS SCHOOL PRESS www. HBSPress. org

ESPN

Compe actu totallyy Culture and environs When employees arrive to work at their Bristol, Connecticut Headquarters, they be greeted scooply by a sm alto agitateher, unassuming sign that says, Welcome to ESPN. In a figure and understated way, this sign is representative of the close that pervades finished turn out the organization. Simply stated, ESPN, the bon ton is about the rooters and the sports, not ESPN. This statement offers a preview of sorts to a culture at ESPN that unfeignedly goes the extra mile in emphasizing node satisfaction by offering its programming thru state-of the art program offerings thru double conduct.A punctuate promise sums up the essence and meaning of a taint and how the score connects to its consumers. ESPNs promise of delivering Sports, with Authority and Personality, clearly outlines what they do, how they do it and what differentiates them from their competition. With attentiveness to Sports, ESPN connects to its fans with m eith er(prenominal) platforms, including multiple tv set and piano tuner programs, internet applications including television online, restaurants, and numerous restless applications.In doing so ESPN strives to invariablely deliver unmatched select that is strengthened by leadership and innovation. As an Authority in sports programming, ESPN emphasizes integrity, genuineness and expertise that is unparalleled in the industry. Regarding Personality, ESPN emphasizes throughout its organization, the effective use of humor, heat and community by expressing their affinity for its fans regardless of origin.While the defect promise of ESPN is certainly evident throughout all of its programming through all of its lecture distribution assembly lines, it is its hiring practices that appear to outpouring the well-nigh obvious credence to the company keep up to this promise. From its inception ESPN maintained a policy of hiring employees that were/ atomic number 18 root and foremost sp orts fanatics. ESPN saw sees this as a critical factor in having its employees pageantry the level of enthusiasm and k directledge that it complimentsed to promote and display its brand promise.They also see this as an equalizer of sorts whereby eery angiotensin-converting enzyme who views ESPN, regardless of race, contort education could continue with unity an some early(a). Anthony Smith, a management consultant who has worked with ESPN for all over 20 stratums and author of ESPN The Company, sums up the environment and culture at ESPN best when he wrote I hobo think of few some separate companies that do as good a job of creating an atmosphere of period of play and excitement for its stack and its customers maybe Southwest Airlines in the airline industry, Starbucks in the consumer goods space, or Apple and Google in high-technical school. hardly its hard to surpass ESPN. (Smith, P. xxiii, ESPN The Company. ) This information, combine with information gathered through direct conversations with ESPN Marketing employees would strongly bespeak that ESPN has make an outstanding job of entrenching its brand promise both internally amongst its work-force and externally through its broadly scoped programming. From an internal branding perspective ESPN appears to countenance achieved what all companies strive for to entrench its vision and culture that pervades throughout every intimacy it does.Espn association Case ESPN The Evolution of an Entertainment shop In the 2004 movie lynchpin character Ron Burgundy ( Will Ferrell) auditions for a localization on SportsCenter with the very saucy and lit-tle kn give birth engagement, ESPN ( Entertainment and Sports Programming Network). The division was 1979. After pronouncing the name of the net Espen, he then is shocked to key out out that ESPN is a round- the- quantify sports meshwork. Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an a ll- music channel. Seriously, he shouts. This thing is going to be a pecuniary and cultural disaster. SportsCenter . . . thats upright dumb While this comical skeleton is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has arrest one of the largegest franchises in sports, not to commendation one of the most winning and envied brands in the entertainment world. As a dividing line network, ESPN commands $ 2. 91 from ware line operators for each subscriber every month. oppose that to $ 1. 7 for Fox Sports, 89 cents for TNT, and save 40 cents for CNN. The core ESPN channel alone is currently in to a greater extent than 96 one thousand billion homes. With that engaging of premium power, its no wonder that ESPN shocked the world in 2006 by becoming the low gear cable network to land the coveted TV contract for Monday night cadence Foo tball, which went on to become the highest rated cable serial publication ever. But point with its threesome sib channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one found of a bigger brand dumbfound that has become Bodenheimers $ 6 billion sports empire.Through very savvy strategical planning, Bodenheimer is realizing his vision of taking spirit sports sum across the widest possible sight of media assets to remove sports fans wherever they may be. Employing a hands- off management style, Bodenheimer has cultured a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the granting immunity to come up with their declare persuasions and push them forward. His only rule is that every juvenile ideaand push them forward.His only rule is that every naked idea must focus on fulfilling ESPNs mission of reaching sports fans and fashioning them happy. In the process, ESPN has become as recog-nized and revered by its customers as new(prenominal) megabrands such as Tide, Nike, and Coca- cola are to theirs. Bodenheimers career- spanning dedication has large ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This emersion has given ESPN awed reach. ESPN. com alone reaches 22. 4 million viewing audience a week.But blush more stunning is the fact that during any seven- day period, 120 million lot ages 12 to 64 act with some ESPN medium. Heres a rundown of ESPNs portfolio of brands tv set ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and ball-shaped ( ESPN International and ESPN Deportes) presence. It was one of the outgrowth networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it mum maintains the most HD programming mental object and highest level of HD viewership in sp orts.Cable operators and viewers akin consistently rank ESPN, ESPN2 and ESPN Classic preceding(prenominal) all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN theme was inte-grated into its sibling network first principle. ESPN on rudiment is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World cupful Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPNs premier program.And with as galore(postnominal) as 93 million view-ers each month, it trunk the networks flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has re imbue taped episodes of SportsCenter during the day, a new schedule incorporating nine straight person hours of live SportsCenter e veryday from 6 a. m. to 3 p. m. will begin in the lapse of 2008. Outside the United States, ESPN affectation 14 local versions of SportsCenter broadcast in eight languages. Radio Whereas numerous radio formats are suffering, sports radio is thriving.And ESPN Radio is the nations largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major alliance sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of gist annually. Publishing ESPN The time launched in 1998 and immedi-ately began carving out trade share with its bold look, bright col-ors, and maverick type, a combination consistent with its subject area. With the dominance of Sports Illustrated, many didnt give ESPNs magazine enture some(prenominal) of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, that number has ballooned two- and- a- half(prenominal) times to 2 mi llion, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the say(prenominal) time, ESPN is making headway into one of the oldest of all media books. Although ESPN Books is still postponement for a megaseller, because of the cross- trade opportunities with the other arms of ESPN, this teeny-weeny division has have-able marketing clout in a try industry. If they didnt have the TV stuff and everything else, theyd be as hard-pressed as other publishers to make these books into major events, said turn Wolff, executive editor at Warner Books. Internet ESPN. com is the leading sports tissue site, and ESPNRadio. com is the most listened to online sports destination, boasting live float and 32 original podcasts each week. But the rising star in ESPNs online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand image content.Not only can fans access content carried on ESPNs other networks, prec isely they also get exclusive content and sports video games. For the true up sports fan, theres nothing similar it it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has two-fold its distribution and now reaches 20 million homes. Beyond working through its own entanglement sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL.By providing ESPN content via a branded ESPN video pseudo in AOLs portal, viewers have more access to ESPNs content. But advertisers also earn from a larger online audience than ever before. meandering(a) In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. industrious ESPN was designed as ESPNs own cell send for network, putting content into sports fans pockets 24/ 7. But aft(prenominal) a year, the venture was off the beaten track(predicate) from rift even and ESPN shut it down. However, even though Mobile ESPN is down, its not out.ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content getable through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of diligent customers through more than 35 international carriers. ESPNs mission with its mobile venture is to serve the sports fan any time, anywhere, and from any device. In fall 2007, it reached a major milestone in that goal when more nation sought NFL content from its mobile- phone Web site than from its PC Web site. Were having erratic growth on ESPN. coms NFL pages, but were also seeing extraordinary usage with mobile devices as well, said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is a big break down of the afterlife as it relates to how fans are going to consume sports. Bodehnheimer and his group see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors & Bass), consumer point of intersections ( CDs, DVDs, ESPN tv Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airports and on planes, in health clubs, and even in gas stations. Now youre not going to be bored when you fill up your tank.It gives new meaning to pulling into a full- service station, says Bodenheimer. Ive been on flights where people are watching our content and dont want to get off the flight. A all-powerful media brand results not only in direct revenues from change products but also in advertise revenues. denote accounts for about 40 share of ESPNs overall revenues. With so many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18 34 year old male demographic. zilch attracts more men than we do, asserts Bodenheimer. Weve got a product and we know how to cater to advertisers needs. The merchandising opportunities we provide, whether its work-ing with Home Depot, Wal- Mart, or son of a bitchs Sporting Goods, we want to partner if you want young men. As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio.However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disneys bestow in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to d o fair much whatever it wants to do. Just a few years aft(prenominal) the acquisition, Disneys then- CEO Michael Eisner told investors, We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we pay for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable operators. Questions for sermon 1. In a concise manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in damage of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? How does its brand equity relate to its brand value? . reference point as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand developme nt strategies from the text. What have they done in the past? What would you recommend to ESPN for future brand development? Sources Alice Cuneo, to a greater extent Football Fans Hit ESPNs Mobile Site Than Its PC Pages, denote Age, January 7, 2008, p. 7 Mike Shields, ESPN, AOL Strike Web Video Deal, Brandweek, April 8, 2008, accessed online at www. brandweek. com Andrew Hampp, ESPN Makes bug out to Major League, Advertising Age, May 14, 2007, p. 32 Ronald Grover, Comcasts C- TV Channeling Disney, BusinessWeek. com, declination 1, 2006 Jeffrey Trachtenberg, ESPNs Next Hurdle marketing Its Audience on Books, besiege Street Journal, February 13, 2007 Jason Brown, Out- of- Home TV Ads at last Coming of Age, Television Week, January 28, 2008, p. 12 also see www. espnmediazone. com.EspnCOMPANY Case ESPN The Evolution of an Entertainment Brand In the 2004 movie Anchorman character Ron Burgundy ( Will Ferrell) auditions for a position on SportsCenter with the very new and lit-t le known network, ESPN ( Entertainment and Sports Programming Network). The year was 1979. After pronouncing the name of the network Espen, he then is shocked to find out that ESPN is a round- the- clock sports network. Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an all- music channel. Seriously, he shouts. This thing is going to be a financial and cultural disaster. SportsCenter . . . thats just dumb While this comical sketch is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has become one of the biggest franchises in sports, not to mention one of the most successful and envied brands in the entertainment world. As a cable network, ESPN commands $ 2. 91 from cable operators for each subscriber every month. Compare that to $ 1. 7 for Fox Sports, 89 cents for TNT, and only 40 cents for CNN. The core ESPN channel alone is currently in more than 96 million homes. With that kind of premium power, its no wonder that ESPN shocked the world in 2006 by becoming the first cable network to land the coveted TV contract for Monday Night Football, which went on to become the highest rated cable series ever. But even with its three sibling channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one piece of a bigger brand puzzle that has become Bodenheimers $ 6 billion sports empire.Through very savvy strategic planning, Bodenheimer is realizing his vision of taking quality sports content across the widest possible collection of media assets to reach sports fans wherever they may be. Employing a hands- off management style, Bodenheimer has cultivated a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the freedom to come up with their own ideas and push them forward. His only rule is t hat every new ideaand push them forward.His only rule is that every new idea must focus on fulfilling ESPNs mission of reaching sports fans and making them happy. In the process, ESPN has become as recog-nized and revered by its customers as other megabrands such as Tide, Nike, and Coca- Cola are to theirs. Bodenheimers career- spanning dedication has grown ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This growth has given ESPN tremendous reach. ESPN. com alone reaches 22. 4 million viewers a week.But even more stunning is the fact that during any seven- day period, 120 million people ages 12 to 64 interact with some ESPN medium. Heres a rundown of ESPNs portfolio of brands Television ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and global ( ESPN International and ESPN Deportes) presence. It was one of the first networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it still maintains the most HD programming content and highest level of HD viewership in sports.Cable operators and viewers alike consistently rank ESPN, ESPN2 and ESPN Classic above all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN content was inte-grated into its sibling network ABC. ESPN on ABC is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World Cup Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPNs first program.And with as many as 93 million view-ers each month, it remains the networks flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has rebroadcast taped episodes of Sport sCenter during the day, a new schedule incorporating nine straight hours of live SportsCenter everyday from 6 a. m. to 3 p. m. will begin in the fall of 2008. Outside the United States, ESPN airs 14 local versions of SportsCenter broadcast in eight languages. Radio Whereas many radio formats are suffering, sports radio is thriving.And ESPN Radio is the nations largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major league sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of content annually. Publishing ESPN The Magazine launched in 1998 and immedi-ately began carving out market share with its bold look, bright col-ors, and unconventional type, a combination consistent with its content. With the dominance of Sports Illustrated, many didnt give ESPNs magazine enture much of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, tha t number has ballooned two- and- a- half times to 2 million, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the same time, ESPN is making headway into one of the oldest of all media books. Although ESPN Books is still waiting for a megaseller, because of the cross- marketing opportunities with the other arms of ESPN, this small division has consider-able marketing clout in a struggling industry. If they didnt have the TV stuff and everything else, theyd be as hard-pressed as other publishers to make these books into major events, said Rick Wolff, executive editor at Warner Books. Internet ESPN. com is the leading sports Web site, and ESPNRadio. com is the most listened to online sports destination, boasting live streaming and 32 original podcasts each week. But the rising star in ESPNs online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand video content.Not only can fans access content car ried on ESPNs other networks, but they also get exclusive content and sports video games. For the true sports fan, theres nothing like it it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has doubled its distribution and now reaches 20 million homes. Beyond working through its own Web sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL.By providing ESPN content via a branded ESPN video player in AOLs portal, viewers have more access to ESPNs content. But advertisers also benefit from a larger online audience than ever before. Mobile In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. Mobile ESPN was designed as ESPNs own cell phone network, putting content into sports fans pockets 24/ 7. But after a year, the venture was far from breaking even a nd ESPN shut it down. However, even though Mobile ESPN is down, its not out.ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content available through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of mobile customers through more than 35 international carriers. ESPNs mission with its mobile venture is to serve the sports fan any time, anywhere, and from any device. In fall 2007, it reached a major milestone in that goal when more people sought NFL content from its mobile- phone Web site than from its PC Web site. Were having extraordinary growth on ESPN. coms NFL pages, but were also seeing extraordinary usage with mobile devices as well, said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is a bi g part of the future as it relates to how fans are going to consume sports. Bodehnheimer and his team see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors & Bass), consumer products ( CDs, DVDs, ESPN Video Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airports and on planes, in health clubs, and even in gas stations. Now youre not going to be bored when you fill up your tank.It gives new meaning to pulling into a full- service station, says Bodenheimer. Ive been on flights where people are watching our content and dont want to get off the flight. A powerful media brand results not only in direct revenues from selling products but also in advertising revenues. Advertising accounts for about 40 percent of ESPNs overall revenues. With s o many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18 34 year old male demographic. Nobody attracts more men than we do, asserts Bodenheimer. Weve got a product and we know how to cater to advertisers needs. The merchandising opportunities we provide, whether its work-ing with Home Depot, Wal- Mart, or Dicks Sporting Goods, we want to partner if you want young men. As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio.However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disneys total in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to do pretty much whatever it wants to do. Just a few years after the acquisition, Disn eys then- CEO Michael Eisner told investors, We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we paid for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable operators. Questions for Discussion 1. In a succinct manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in terms of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? How does its brand equity relate to its brand value? . Cite as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand development strategies from the text. What have they done in the past? What would you recommend to ESPN for fut ure brand development? Sources Alice Cuneo, More Football Fans Hit ESPNs Mobile Site Than Its PC Pages, Advertising Age, January 7, 2008, p. 7 Mike Shields, ESPN, AOL Strike Web Video Deal, Brandweek, April 8, 2008, accessed online at www. brandweek. com Andrew Hampp, ESPN Makes Jump to Major League, Advertising Age, May 14, 2007, p. 32 Ronald Grover, Comcasts C- TV Channeling Disney, BusinessWeek. com, December 1, 2006 Jeffrey Trachtenberg, ESPNs Next Hurdle Selling Its Audience on Books, Wall Street Journal, February 13, 2007 Jason Brown, Out- of- Home TV Ads Finally Coming of Age, Television Week, January 28, 2008, p. 12 also see www. espnmediazone. com.