Markting 3000 Essay Example | Topics and Well Written Essays - 250 words

Markting 3000 - Essay Example For example, IPhone functions depend on the mobile network such as GSM, GPRS, EDGE, 3G, Call, SMS etc. Without these features there is not much use of IPhone and hence by distributing IPhone through AT & T, Apple is enhancing the value and use of IPhone for consumers. Similarly, the value chain for customers buying online is that segment of market which resides outside the USA. Hence, they cannot use AT & T in their country, so it much feasible for them to buy IPhone online and use it in their country on their choice of mobile network. The value they get from buying online is cheaper product as compared to if it bought from AT & T. The return value channel will be reselling IPhone back to Apple, which will refurbish them and then sell them again in the market at a higher price. The reverse value will be that when people buy refurbish sets they will know that the product is being checked by Apple itself and hence it will be more reliable than other second hand IPhones available in the market. This will result in refurbished IPhones selling at a higher price as result of reverse

Autobiography Assignment Example | Topics and Well Written Essays - 1750 words

Autobiography - Assignment Example I have a younger brother and we both lived together with our parents until I decided to come to the United Sates for higher studies My parents always encouraged me and my brother to share and care for each other. Although we did not get everything that we wanted, deep down in my heart, I know that they love me and will always be there for me. My life was largely untouched by the pressures of living in a communist society. I have had an interest in academics and sports right from my childhood and therefore I was fully immersed in these activities. I consider myself to be fairly outgoing and enjoy spending time with friends and family. I have many friends back in China and I am still in touch with them through mail and phone. However, I am excited about the opportunity I got to come and study in the United States. I had always wanted to come to the United States and explore the opportunities that this country has to offer. In this paper, I will analyze my life experiences in the light of the eight stages of social skills development as demonstrated in Erik Erikson’s theory of psychosocial development. Erikson stated that each of these stages is characterized by specific developmental milestones that act like a defining moment that guides the development of an individual (Cherry). Erikson’s Stages of Social Skills Development 1. Trust vs. Mistrust (Occurs from birth to age two) Santrock defines this stage as a phase when, â€Å"children develop a sense of trust when caregivers provide reliability, care, and affection. A lack of this will lead to mistrust† (2009). I--------X-------------------------------------------------------------------------------------------I Trust Mistrust I have heard from my mother that one time, when she was away in another city on official work, my father was at home, preparing for an important meeting which was to be held that afternoon. I was an infant at that time and was exploring things in the front room when I accidently dropped a hot cup of coffee on myself. Even though we had a baby sitter at home, my father cancelled his meeting and chose to be with me that day. I have also heard from my mother that she nursed me till I was two years old because she wanted me to be healthy and strong. I believe that it is my parents support during my early years of life that has helped me to gain confidence and not feel threatened by my surroundings. Hence, I have placed myself closer to ‘trust’ on the scale. Had I not been given this support and care, I would not have learned to trust my parents and my surroundings. 2. Autonomy vs. Shame and Doubt (Occurs between the ages of two and three) Santrock defines this stage as a phase when, â€Å"children need to develop a sense of independence. Success leads to feelings of autonomy, failure and punishment results in feelings of shame and doubt† (2009). I-------X----------------------------------------------------------------------------- --------------I Autonomy Shame and Doubt I do not remember much about this phase in my life. However, recollecting past conversations with my parents, I know that I was a very active child while growing up and wanted to eat food and drink milk without anybody’s assistance. My parents would place me on a high chair next to the table and keep the food in front of me. I would not allow any body to help me and would insist on eating it on my own, even if it would get messy. I have also hea

The Function Enorbarbus Essay Example for Free

The Function Enorbarbus Essay Enorbarbus is Antonys lieutenant and friend and Shakespeare continually develops Enorbarbus character, role and functions within the plot throughout the first two acts. This cynically acclaimed character is one of the most remarkable in the play and contributes to the drama in many ways. From the very first time the audience sees Enorbarbus we can sense that one of his purposes to the play is that he is very sympathetic and supportive to his friend Antony. In Act I Scene 2 when Antony confesses he wished he had never met Cleopatra; I must from this enchanting queen break off. Instead of going along with what he said Enorbarbus suggests that if that did happen then Antony would have missed wonderful piece of work. Enorbarbus shows another service to the play, which is faithfulness, and comradeship that helps to show the kindness of his friend in the course of this action. Enorbarbus obviously does not agree with his fellow Roman comrades, Demetrius and Philo in the opening scene, where they call Cleopatra a gypsy. When Antony says Cleopatra is cunning past mans thought it is Enorbarbus that comes in and objects mentioning; Her passions are made of nothing but the finest part of pure love. In this discussion and the others in the first two acts Enorbarbus plays the role of a part Antonys ordinary self, like a reflection. Enorbarbus reaction to the death of Fulvia, Antonys wife, is nonchalant and light-hearted with a touch of humour. He speaks in pros and wittingly suggests that Antony should move on instantly and find a new lady; Your old smock brings forth a new petticoat. His witticism, another function, shows the audience that deep down he feels extremely sorry for Antonys loss but wants his friend to feel better as soon as possible. However it appears too much for Antony and he asks Enorbarbus to stop mocking him with, No more light answers. In Act II Scene 1, before the Triumvirs assemble, the tactful Lepidus attempts to influence Enorbarbus to keep Antony quiet and calm by entreating your captain. Enorbarbus once again sticks by Antony and uses a simile to tell Lepidus that he prefers his captain to speak his mind and will not have him silenced;

What is Art? Essay -- Essays Papers Definition Arts Artistic

What is Art? What a question! This very same topic has been on the minds of many great people for many years. Just what exactly is art? Art is a form of expression. It is beautiful, ugly, tasteful, distasteful, impressionistic, realistic...you get the point. Art is everywhere. It lives in the soul, mind, and even the heart. Art is an outlet for people to express themselves. Art is a way for the human mind to express itself. Even a loud, outgoing person has feelings that they do not feel comfortable sharing with people. These expressions often come out through their art. What is classified as art? Besides the obvious?paintings, drawings, architecture, etc?Art can be dancing, singing, acting, etc. It can be pretty much anything that expresses an idea. Even something as common as speech is art. Everyone speaks with a different voice, and each voice is a piece of art. Art surrounds us. It is encountered so often that often we don?t realize art when we see it. All too often we ignore art. We overlook the ideas and thoughts behind it. Anyone can look at a painting and say ?Wow! That?s beautiful!? How many of us can actually stop and say ?Wow! Now I understand!? Art is around to teach us. We can learn so much about ourselves and the world around us. Many times we create art without a conscious reason. We believe that we are just making a pretty picture. Usually we are expressing a subconscious idea. If take the time to actually analyze and criti...

Normalization in Montessori Essay

Normalization that I have experience in a Montessori class-room between the ages of 3-4 years old. . In this essay I will be referring to the child as he/she. Human beings are born with the desire to know things, the urge to explore, and the need to master their environment. The class room is carefully prepared to train Children to develop their senses, to stimulate curiosity, to satisfy their child’s need-to-know and to protect them. (Kramer.1976) Firstly, the environment must be prepared to meet the needs of the children positively and all obstacles to the child’s development must be removed. Secondly, the environment had been prepared by the teacher before the children arrived in to the classroom. Thirdly, the teacher is there to direct the children positively in the classroom, and all of these processes prepares the child and contribute to normalization. In the Montessori classroom, another evidence of normalization can be witnessed when the child prepares for an activity through Movement and Freedom. The child chooses a table and chair. The child walks to the classroom shelves. Choose his activity. He chooses the practical life material (The pouring exercise) and carefully carries it back to his seat, placing the tray on his desk. He then begins the next cycle. In addition, concentration and freedom begin to develop gradually at this stage. The normalize child continue to show concentration with his work; and ignore other children in the class-room. â€Å"For his work is the expression of his mind†. (Montessori. 1949, P133). Bearing in mind the sensitive period for Order. He carried out his work, according to the presentation already shown to him previously by his teacher. I noticed how he kept on repeating the exercise, by pouring the water from one jug to another using his manipulative skills. Dr. Montessori’s observation about the girl that kept repeating the exercise â€Å"Forty-Two times†, flashed to my mind instantly. I notice how the child look content with what he was doing. This leads to repetition of the exercise over and over again. He remains calm and confident while carrying out the cycle of activity. Finally, after deriving satisfaction with himself and perfection, he checked to see if he made any spill (Control of Error). He smiled and carefully returns the (Pouring Exercise) back to the practical life shelve. The child demonstrates a sociable attitude. He smiled, and then turns to other children in the classroom after finishing his activity. â€Å"Montessori has arranged things so that the control of error is to be found in the materials themselves†. (Standing. 1962, P 80). He displays the characteristics of normalization previously listed. He was self discipline and stood up quietly after the exercise, and very graceful in his movement, Order and Language. To summarise my point, In a Montessori classroom, the practice of Montessori‘s teaching on â€Å"Normalization† is daily practiced everyday in the Montessori environment. The idea that the environment is prepared, encourage children to work on activities of their own choice at their own time. It helps the child to show the characteristics expected from a normalized child that is -Independent, Respectful, Love of Order, Work, Silence, Mutual cooperation, Obedient and Joy. In Conclusion; I believed that Normalization is constantly practiced in the classroom and this facilitates the child to develop physically, psychologically, emotionally and spiritually. Finally after understanding how to meet all the needs of the child, this normalized child appears in the Montessori classroom.

Definition of Asymptotic Variance in Statistical Analysis

The definition of the asymptotic variance of an estimator may vary from author to author or situation to situation. One standard definition is given in Greene, p 109, equation (4-39) and is described as sufficient for nearly all applications. The definition for asymptotic variance given is: asy var(t_hat) (1/n) * limn-infinity E[ {t_hat - limn-infinity E[t_hat] }2 ] Introduction to Asymptotic Analysis Asymptotic analysis is a method of describing limiting behavior and has applications across the sciences from applied mathematics to statistical mechanics to computer science.  The term  asymptotic  itself refers to approaching a value or curve arbitrarily closely as some limit is  taken.  In applied mathematics and econometrics,  asymptotic  analysis is employed in the building of numerical mechanisms that will approximate equation solutions. It is a crucial tool in the exploration of the ordinary and partial differential equations that emerge when researchers attempt to model real-world phenomena through applied mathematics. Properties of Estimators In statistics, an estimator is a rule for calculating an estimate of a value or quantity (also known as the estimand) based upon observed data. When studying the properties of estimators that have been obtained, statisticians make a distinction between two particular categories of properties: The small or finite sample properties, which are considered valid no matter the sample sizeAsymptotic properties, which are associated with infinitely larger samples when n  tends to ∞ (infinity). When dealing with finite sample properties, the aim is to study the behavior of the estimator assuming that there are many samples and as a result, many estimators. Under these circumstances, the average of the estimators should provide the necessary information. But when in practice when there is only one sample, asymptotic properties must be established. The aim is then to study the behavior of estimators as n, or the sample population size,  increases. The asymptotic properties an estimator may possess include asymptotic unbiasedness, consistency, and asymptotic efficiency. Asymptotic Efficiency and Asymptotic Variance Many statisticians consider the minimum requirement for determining a useful estimator is for the estimator to be consistent, but given that there are generally several consistent estimators of a parameter, one must give consideration to other properties as well. Asymptotic efficiency is another property worth consideration in the evaluation of estimators. The property of asymptotic efficiency targets the asymptotic variance of the estimators. Though there are many definitions, asymptotic variance can be defined as the variance, or how far the set of numbers is spread out, of the limit distribution of the estimator. More Learning Resources Related to Asymptotic Variance To learn more about asymptotic variance, be sure to check the following articles about terms related to asymptotic variance: AsymptoticAsymptotic NormalityAsymptotically EquivalentAsymptotically Unbiased

A Mechanistic Mode Of Organization Business Essay - Free Essay Example

Sample details Pages: 7 Words: 2090 Downloads: 5 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? The structure of any organization has a clear impact on both employee behaviour and its performance Organizational Structure as Determinant of Organizational Performance: Uncovering Essential Facets of Organic and Mechanistic Structure. On the other hand, an organizational structure provides an overview about the hierarchy of levels, roles and responsibilities, authorities, communication channels, etc. Mechanistic organizational structure has a certain amount of bureaucratic features such as being a rigid structure, centralized in decision making, having well defined job roles and well-defined communication channels. Don’t waste time! Our writers will create an original "A Mechanistic Mode Of Organization Business Essay" essay for you Create order These features ensure high efficiency in strict processes and procedures. Furthermore, it reduces flexibility and learning opportunities. The success of the mechanistic structure depends largely upon the external environment and also effectiveness in increasing organizational performance. It is of utmost importance to understand the definition of the organizational structure since it affects both employee behaviour and organizational performance (Organizational Structure as Determinant of Organizational Performance: Uncovering Essential Facets of Organic and Mechanistic Structure). Organizational structure is understood as a method consisting of responsibilities and power allocated amongst members and how work procedures are carried out among them. (Nahm et al., 2003). It also includes the layers of hierarchy, centralization of authority, and horizontal integration. However, an organizational structure is a multi-dimensional construct which illustrates the division of work (roles or responsibilities including specification), departmentalization, centralization, complexity, communication or coordination mechanisms including standardization, formalization and flexibility (How does organizational structure influence performance through learning and innovation in Austria and China). Two main types of organizational structures can be identified as mechanistic and organic. The next paragraph would provide an overview of the mechanistic organizational structure whilst discussing its nature and characteristics. Mechanistic structure is  hierarchical  and bureaucratic by nature. Its structure, processes and roles are considered as a machine where each part of the organization does what it is intended to do. Three main features could be identified. Namely highly centralized  authority, formalized procedures and  practices specialized functions (Businessdictionary.com). Thus, a mechanistic structure has a clear, well-defined, centralized , vertical hierarchy of command, authority, and control. It achieves efficiency and predictability through specialization, standardization, and formalization. Rigidly defined jobs, technologies, and processes are outcomes of such mechanical organizational structure. Mechanistic structure aims to achieve efficiency thorough tight control (Enotes/Studymaster). Characteristics for mechanistic organizational structure are listed below: Stable environment This organizational structure works best when the environment is relatively stable. Low differentiation of tasks Tasks will not be differentiated much, because each subtask is relatively stable and easy to control. Low integration of e.g. departments and functional areas Due to the stability of tasks, there will be low integration between departments and functional areas, because tasks stay relatively stable, and because the functional areas are not heavily dependent on each other. Centralized decision-making When the environment is stable, there is no need for complex decision-making that involves people at lower levels. Therefore, decision-making is centralized at the top of the organization. Standardization and formalization When tasks are stable, tasks should be standardized and formalized, so that operations can run smoothly without breakdowns. Source : https://www.businessmate.org/Article.php?ArtikelId=44 Mechanistic organizations prefer formalized structure due to two main reasons. It reduces the variability within the organization and enhances predictability in the organization rather than being ambiguous (Mintzberg, 1979). A highly formalized mechanistic structure demands nearly all processes and procedures to be administratively authorized. On the other hand, it considers processes and procedures outside to those authorized protocols as variances which should be brought under control meaning that decision making in all dealings should be done by applying such provid ed procedures, policies, rules or instructions (Enotes/Studymaster). A mechanistic structure enables employee behaviour more predictable while enhancing standardization within the organization. For example, an employee is well aware of handling customer sales returns or accepting credit card payments. Formalization enables organizations to improve performance (Hahn, 2007). In contrast, it also curbs any opportunities for innovation and fresh ideas, since variations are not allowed or encouraged. Consequently, a mechanistic structure does not support or adapt quickly to changes in the external environment. Hence a mechanistic type of organizational structure is best suited for large organizations which operate in more stable environments where it helps to maximize the organizational efficiency while minimizing the cost through formalization and centralized decision making (Carpenter et al, 1969). Classical management theories perceive an organization as a machine (Fayol, 1949; Tay lor, 1911). Classical theories emphasis the need for bureaucracy within organizations resulting the lack of space towards creativity and innovativeness. Thus, Classical management theories encourage a mechanistic type of an organizational structure (Organizational Structure as Determinant of Organizational Performance: Uncovering Essential Facets of Organic and Mechanistic Structure). However, organizations that operate in a rapidly changing environment requires to frequently change their processes and procedures with the changes that take place in the external environment. Moreover, it requires taking action according to the situation in order to enhance adaptability to environment. Thus, formulation and authority which exist in mechanistic structures does not encourage deviating from defined processes and procedures. Therefore, mechanistic kind of organizational structure is not effective for organizations that operate in a dynamic environment. It can be seen, that mechanist ic organizations increase efficiency when tasks and technologies are relatively stable.  Meaning that stable environments and technology allow work to be clearly defined and differentiated. A scientific method should be used to separate work process to identify precise tasks, assign tasks in order to employees and monitor employee performance (Fayol, 1949; Taylor, 1911). Work activity of a mechanistic organization is separated into specific tasks. A specialized job position is created by assigning one or more specific tasks which requires rigidly defined set of skills, methodology and procedure to perform jobs. Furthermore, specific responsibilities or authority is assigned to each job function. Line managers and lower-level staff are to strictly perform assigned tasks according to strict procedures whereas few higher level managers monitor their performance. (Organizational Structure as Determinant of Organizational Performance: Uncovering Essential Facets of Organic and Mec hanistic Structure). Managers perform as planners and monitors in a mechanistic type of organization. This leads to high levels of efficiency by clear instructions to perform specific tasks. On the other hand, it provides fewer opportunities for innovation. Thus, innovation is restricted to achieve efficiency in the processes. However, this can be more suitable to improve efficiency in a stable environment rather than depending on innovative ideas. For example, Few customers, for instance, would want a McDonalds employee to use creativity in preparing their hamburger. Instead, the repetitiveness and stability of the procedure needed to cook a hamburger is more efficient when the employee follows established procedures and customers can trust that each hamburger they purchase will taste the same (Enotes/Studymaster). In contrast, a rapidly changing external environment requires innovative ideas to face external environment demand. Furthermore, it requires more flexibility in proce dures and processes to meet demands from the external environment. Employees would be given more flexibility to deal with their customers meaning that lower level employees would have a certain amount of liberty to make certain decisions in order to face the situation and solve problems. Thus, the mechanistic structure is less effective for organizations that operate in challenging environments. Centralized decision making in mechanistic type organizations enable few higher management personnel to actively be involved in decision making. Clear communication channels allow formal communication or information flows from top to bottom or vice versa. Classical theorists provides a view point that centralized decision making increases organizational efficiency and definitely results in better organizational performance (Gulick and Urwick, 1937; Weber, 1947). Classical theorists focus was more on hierarchical authority and pays less or no attention to the degree of employee participati on in decision making. Employee involvement in decision making is definitely an important aspect of any organizational structure and which directly influence organizational performance (Carter and Cullen, 1984; Khakani et al, 2012). Furthermore, centralized decision-making leads to the effective and efficient functioning of any bureaucratic structures (Goodsell, 1985). Scientific management of organizations is possible only if decision-making is restricted to few employees (upper level management) within organizations as discussed in the concept of Taylor (1911) (Mansoor, Aslam (2012). However, centralized decision making is more suited for stable and large organizations. Thus, in highly dynamic external environments, organizations require to act fast in order to survive within the in environment in which it operates. Therefore, certain amount of decision making power is required to decentralize and empower lower level employees. This helps them to react to quick changes that occ ur in the external environment. It is evident that the mechanistic type of structure would not sufficiently support organizations up to expectations when they are engaged within challenging external environments. Therefore, the extent to which formalization exists within an organization depends on the technology, size and the organizations traditions (Robbins 1990, Burton and Obel, 1998 (Mansoor, Aslam (2012). In a mechanistic structure, the clear distance between employees and management provide fewer opportunities to bring in new ideas by subordinates. Moreover, those who bring change can be threaded according to the X theory of Douglas McGregor. Therefore, resistance to change is high and innovation is not so much encouraged in organizations having a mechanistic type of organization hierarchy. (Armstrong, 2008). However, organizations face immense competition in todays challenging and dynamic external environment. Therefore, organizations with mechanistic structure face variou s difficulties when introducing quick changes due to the highly formalized nature of the hierarchy itself. However, learning is a critical factor that affects organizational development. The below diagram displays steps that are adhered to in single loop learning. Source : https://www.cognitivedesignsolutions.com/KM/Learning.htm Mechanistic type of organizations can use this model to improve efficiency in their processes. The single loop model focuses on analyzing actions and feedback to identify the gap between where we are and where we need to be. Therefore, changes are implemented as actions but not as governing variables (Create advantage). Kolbs (1984) classic interpretation of learning concisely describes the single-loop learning process and is considered a simplified version of the scientific method (Kolb 1984, Armstrong 2008).  Ãƒâ€š As discussed above, learning and implementing change requires flexibility within systems and procedures. The rigid structure in mechanistic organizations does not facilitate comfortable implementation of changes. A well-defined structure demands authorization of all changes and formal communication within organizations. In mechanistic type of structures communicating and formalizing all necessary changes takes a considerable effort and time where dynamic exte rnal environment demands quick changes. Therefore, companies face various challenges in adjusting to the external environment. Furthermore, implementation of change requires modifying tasks or roles where employees resist since their knowledge is more specific to a task or set of tasks. On the other hand, change may require training needs and considerable time to adapt which intern has an impact on efficiency of processes. Moreover, the amount of bureaucracy seen in mechanistic structures makes it difficult to introduce change. In conjunction, it reduces participation opportunities for employees in lower levels when deciding on changes. Clear distance between hierarchical levels of the organization and communication lines reduces awareness about such changes. Therefore, employees fear change and resist to innovation. It is of utmost importance to consider the rate of changes in technology and the external environment while deciding on the amount of formalization and specializatio n used within the mechanistic structure. Considering all these factors it can be decided that a mechanistic structure provides less space for rapid changes. Therefore, it is more suitable for large organizations operating in comparatively stable environments. Moreover, the type of organizational structure cannot be precisely identified as good or bad since it depends on the firms internal and external environments. An organization structure that suits a specific industry will necessarily be suited for another industry owing to many external factors such as competition and technological impacts. A mechanistic structure by nature is highly formalized and specialized with well defined procedures, processes and roles. Centralized decision making is one of the main features in a mechanistic structure. Higher level managers are involved in decision making whereas their subordinates are expected to carry out specific task or tasks within the department. Therefore, the mechanistic struct ure provides fewer opportunities for learning. However, the flexibility in the structure is a key to promote learning. Learning and innovation is highly required when dealing with changing and dynamic environments. Mechanistic structure does not provide enough flexibility to change or modify decision making according to situations. Therefore, a mechanistic type of structure is highly efficient for an organization which operates in a more stable environment. These features of mechanistic structures reduce opportunities for learning. Altering the level of mechanistic characteristics will help a firm to increase learning opportunities to some extent.