Business Essays Marketing Strategies HSBC

Business Essays Marketing Strategies HSBC HSBC Marketing Strategies One of the largest banking and financial services organisation in the world is known as the HSBC Group. It has established businesses in Europe, the Asia-Pacific region, the Americas, the Middle East and Africa. In 1991, HSBC holdings were incorporated in England, with its head office based in London. In 1999, the company established its international brand name, which ensured that the Groups corporate symbol became a familiar sight all across the world. HSBC differentiates its brand name from those of its competitors by describing the unique characteristics which distinguish HSBC, namely being, The worlds local bank. As at 31st December 2004, its total asset was valued at  £660 billion. It has over 9,800 offices worldwide. It employs over 253, 000 people, across different countries and territories. Its shares are held by around 200,000 people in some 100 countries and territories. The companys shares are also traded on most of the worlds renowned stock exchanges, namely, London, P aris, New York, and Bermuda stock exchanges respectively. One of the major tools it uses for functionality on a worldwide scale is the companys use of information technology. Its e-business channels include the internet, PC banking, interactive TV, and telephone banking. It maintains its own private network (intranet and extranet), in which HSBCs websites attracted 900 million visits in 2004. The HSBC group provides a comprehensive range of financial services namely: Personal Financial Services: It has over 100 million personal consumers worldwide (including Consumer Finance customers). It provides a full range of personal finance services, including current and savings accounts, mortgages, insurance, loans, credit cards, pensions, and investment services. It is one of the worlds top ten issuers of credit cards. Consumer Finance: The Companys Finance Corporations consumer finance business ensures point of sale credit to consumers, and lends money and provides related services to meet the financial needs of everyday people. In 2004, it completed the integration of its former household businesses. Commercial Banking: HSBC is a leading provider of financial services to small, medium-sized and middle market enterprises. The group has over two million such customers, including sole proprietors, partnerships, clubs, and associations, incorporated businesses and publicly quoted companies. In the UK, 209 Commercial Centre were launched to provide improved relationship management for higher value small-medium-sized enterprise customers, while in Hong Kong, Business Banking Centres, were expanded to provide a one-stop service. Corporate Investment Banking and Markets: Tailored financial services are provided to corporate and financial clients. Business lines include Global Markets, Corporate and Institutional Banking, Global Transaction Banking, and Global Investment Banking. Global Markets includes foreign exchange, fixed income, derivatives, equities, metals trade, and other trading businesses. Corporate and Institutional Banking covers relationship management and lending activities. Global Transaction Banking includes payment and cash management, trade services, supply chain, securities services, and wholesale banknotes businesses. Global Investment Banking involves investment banking advisory, and investment banking financing activities. Private Banking: HSBC is one of the worlds top private banking businesses, providing financial services to high net worth individual and families in 70 different locations. HISTORY OF THE HONGKONG AND SHANGHAI BANKING CORPORATION The HSBC group evolved from The Hong Kong and Shanghai Banking Corporation Limited, which was founded in 1865 in Hong Kong with offices in Shanghai, London, and an agency in San Francisco, USA. The company expanded primarily through already established offices in the banks name until the mid 1950s when it began to create or acquire subsidiaries. The following are some of the key transitions in the Groups growth and history since 1959. In 1959, HSBC acquired the British Bank of the Middle East formerly known as the Imperial Bank of Persia. In 1965, it acquired a majority shareholding of the Hang Seng Bank Limited. In 1971, the British Bank of the Middle East acquired a minority stake of 20% in the Cyprus Popular Bank Limited, which currently trades as the Laiki Group. In 1972, Midland Bank acquired a shareholding in UBAF Bank Limited (now known as British Arab Commercial Bank Limited). In 1978, the Saudi British Bank is established under local control to take over the British Bank of the Middle Easts branches in Saudi Arabia. In 1980, it acquired 51% of New York States Marine Midland Bank (now known as HSBC Bank USA). At the same time Midland acquired a controlling interest leading German private bank, Trinkaus and Burkhardt (now known as HSBC Trinkaus Burkhardt KGaA). In 1981, HSBC established a branch in Vancouver, Canada. In the same year the Group acquired a controlling interest in Equator Holdings Limited, wh ich was a merchant bank engaged in trade finance in sub-Saharan Africa. In 1982, Egyptian British Bank S.A.E. is formed, with the HSBC group holding a 40% stake. In 1983, Marine Midland Bank acquired Carroll McEntee and McGinley (now HSBC securities (USA) inc.), a New York based primary dealer in US government securities. In 1986, HSBC Australia was established. In 1987, it acquired the remaining shares of Marine Midland and a 14.9% equity interest in Midland Bank (now HSBC Bank Plc). In 1991, HSBC Holdings was established (as mentioned previously); its shares were traded for the first time in London and Hong Kong stock exchanges. In 1992, it purchased the remaining equity stake in Midland Bank. In 1993, it moved its head office to London. In 1994, HSBC Malaysia was established. In 1997, the group established a subsidiary in Brazil, Banco HSBC Bamerindus S.A., and acquired Roberts S.A. de Inversiones in Argentina, HSBC Brazil, and HSBC Argentina, respectively. In 1999, shares of HSBC began trading on a third stock exchange, New York. In the same year it acquired, Republic New York Corporation, which was then integrated into HSBC USA Inc and its sister company Safra Republic holdings S.A. (now known as HSBC Republic Holdings Luxembourg). At the same time Midland acquired a 70.03% stake in Mid-Med Bank Plc (now HSBC Bank Malta Plc.), the biggest commercial bank in Malta. In 2000, HSBC acquired CCF, one of the largest Banks in France. Its shares were also traded on a fourth stock exchange, Paris. The group also increased its shareholding in the Egyptian British Bank to over 90% and then later renames it HSBC Bank Egypt S.A.E. It went on to acquire Demirbank TAS, now HSBC Bank A.S., Turkeys fifth largest private Bank in 2001. Additionally, it signed an agreement to purchase 8% stake in the Bank of Shanghai. In 2002, it acquired Grupo Financiero Bital, S.A., de C.V., one of Mexicos largest financial services groups; and a 10% interest in Ping An Insurance Company of China Limited, the second largest life insurance operation in China. In 2003, it acquired Household International (now HSBC Finance Corporation), a leading US consumer finance company; and Lloyds TSBs Brazilian assets including Losango Promotora de Vendas Ltda, a major consume credit institution. Four French private banking subsidiaries combine to form HSBC Private Bank France. The companys insurance brokers at the same time formed a joint venture Beijing HSBC Insurance Brokers Ltd, in which it has a 24.9% stake. Hang Seng Bank also acquired about 16% of Industrial Bank Co. Ltd, a mainland Chinese Commercial Bank, and HSBC agrees to purchase 505 of Fujian Asia Bank Limited (now known as Ping An Bank Limited). In 2004, it acquired the Bank of Bermuda Ltd, a leading provider of fund administration, trust, custody, asset management, and private banking services. It also opened in a fifth stock exchange, the Bermuda stock exchange. In the same year it acquired about 20% of the Bank of Communications Limited, Chinas fifth largest bank. EXISTING LITERATURE REVIEW Around the world corporations are increasingly becoming aware of the enhanced value that corporate branding strategies can provide for an organization. According to Weitz and Wensley (1988), they define marketing strategy as an indicator that is specific towards which activities are to be targeted and the types of competitive advantages that are to be developed and exploited. Implicitly, the strategy requires clear objectives and a focus in line with an organisations corporate goals; the right customers must be targeted more effectively than they are by its competitors, and associated marketing mixes should be developed into marketing programmes that successfully implement the marketing strategy, Varadarajan (1999). A strategic market plan is an outline of the methods and resources required to achieve an organisations goals within a specific target market. It takes into account not only marketing but also all the functional aspects of a business unit that must be co-ordinated. These functional aspects include production, finance and personnel. Environmental issues are an important consideration as well. The concept of the strategic business unit is used to define areas for consideration in a specific strategic market plan. Each strategic business unit (SBU) is a division, product line or other profit centre within a parent company. Each sells a distinct set of products to an identifiable group of customers, and each competes with a well defined set of competitors, Dibb et al. (2001). Each SBUs revenues, costs, investments and strategic plans can be separated and evaluated apart from those of the parent company. SBUs operate in a variety of markets, which have differing growth rates, opportunitie s, degrees of competition and profit making potential. HSBCs business units includes, personal financial services, consumer finance, commercial banking, corporate investment banking and markets, and finally, private banking. Strategic planners within the group therefore must recognise the different performance capabilities of each business unit and carefully allocate resources or strategically implement its business objectives in order to meet the companys long term goals. They must also ensure that the business units complement each other for the greater good of the overall business. The process of strategic market planning yields a marketing strategy that is the framework for a marketing plan. A marketing plan includes the framework and entire set of activities to be performed; it is the written document or blueprint for implementing and controlling an organisations marketing activities. Thus a strategic market plan is not the same as a marketing plan; it is a plan of all aspects of an organisations strategy in the marketplace, Dibb et al. (1996). A marketing plan, in contrast, deals primarily with implementing the marketing strategy as it relates to target markets and the marketing mix, Abell and Hammond (1979). To achieve its marketing objectives, an organisation must develop a marketing strategy, or a set of marketing strategies. The set of marketing strategies that are implemented and used at the same time is referred to as the organisations marketing programme. Most marketing programmes centre on a detailed marketing mix specification and include internal controls and procedures to ensure that they are implemented effectively. Through the process of strategic market planning, an organisation can develop marketing strategies that, when properly implemented and controlled, will contribute to the achievement of its marketing objectives and its overall goals. However, Harris (2002) argues that companies operating in the financial services market, particularly the big four retail banks (HSBC, Barclays, Lloyds TSB, and the Royal Bank of Scotland (with its acquisition of Natwest), primarily rely on generic marketing strategies. To formulate a marketing strategy, the marketer identifies and anal yses the target market and develops a marketing mix to satisfy individuals in that market. Marketing strategy is best formulated when it reflects the overall direction of the organisation and is co-ordinated with all the companys functional areas. The strategic market planning process is based on an analysis of the broader marketing environment, by which it is very much affected. Marketing environment forces such as legal forces, political forces, technological forces, economic and competitive forces, societal/green forces, and regulatory forces, can place constraints on an organisation and possibly influence its overall goals; they also affect the amount and type of resources that a business can acquire, Dibb et al (2001). They also do create favourable opportunities as well, such as internet banking in which HSBC and Merrill Lynch created an online banking and investment facility, which has proved profitable for both companys as a whole, Eppendorfer et al. (2002). Marketing enviro nment variables play a part in the creation of a marketing strategy. When environment variables affect an organisations overall goals, resources, opportunities or marketing objectives, they also affect its marketing strategies, which are based on the factors mentioned previously. They impact consumers needs, desires and they affect competitors plans. Now, according to Polito (2005), branding in the classic sense is all about creating unique identities and positions for products and services, hence distinguishing the offerings from competitors. Corporate branding employs the same methodology and toolbox used in product branding, but it also elevates the approach a step further into the board room, where additional issues around stakeholder relations (shareholders, media, competitors, governments and many others) can help the corporation benefit from a strong and well-managed corporate branding strategy. Not surprisingly, a strong and comprehensive corporate branding strategy requires a high level of personal attention and commitment from the CEO and the senior management to become fully effective and meet the objectives. Corporate branding is a serious undertaking that entails more skills and activities than just an updated glossy marketing facade with empty jargon. A strong corporate branding strategy can add significant value in terms of helping the entire corporation and the management team to implement the long-term vision, create unique positions in the market place of the company and its brands, and not the least to unlock the leadership potential within the organization. Hence a corporate branding strategy can enable the corporation to further leverage on its tangible and non-tangible assets leading to branding excellence throughout the corporation, Polito (2005). HSBC as stated in the latter has in recent years acquired a vast number of companies across the globe and adopted them fully under its international corporate brand with great success and within a surprising short timeframe. A strong brand is about building and maintaining strong perceptions in the minds of customers. This takes time to establish and many resources to keep, but eventually no one remembers what the local banks used to be called, and HSBC has managed to transfer the brand equities from the acquired brands into its own corporate brand equity. There are several benefits for employing a branding strategy that a corporation can exploit. First of all, a strong corporate brand is no less or more than the face of the business strategy, portraying what the corporation aims at doing and what it wants to be known for in the market place. The corporate brand is the overall umbrella for the corporations activities and encapsulates its vision, values, personality, positioning and image among many other dimensions. Think of HSBC, which has successfully implemented a stringent corporate branding strategy. HSBC employs the same common expression throughout the globe with a simple advertising strategy based on the slogan The worlds local bank.  This creative platform enables the corporation to bridge between many cultural differences, and to portray many faces of the same strategy. Additionally, HSBCs brand name has enabled a number of key mergers and acquisitions (mentioned previously) around the globe, which has so far strengthened its market presence in the banking world, Brand Finance (2000). The Marketing Strategies of the HSBC Group 2005 Towards the end of 2003, HSBC launched Managing for Growth, a strategic plan that provides HSBC with a blueprint for growth and development during the next five years. The strategy is evolutionary, not revolutionary. It builds on HSBCs strengths and it addresses the areas where further improvement is considered both desirable and attainable. HSBC concentrates on growing earnings over the long term at a rate which will place it favourably when compared with its peer group. Also it focuses on investing in its delivery platforms, its technology, its people and its brand to support the future value of HSBC as reflected in its comparative stock market rating and total shareholder return (TSR). HSBC remains committed to benchmarking its performance by comparison with a peer group. Its core values are integral to its strategy, and communicating them to customers, shareholders and employees is deemed as intrinsic to the plan. These values comprise an emphasis on long-term, ethical client relationships; high productivity through teamwork; a confident and ambitious sense of excellence; being international in outlook and character; prudence; creativity and customer focused marketing. Under the managing for growth scheme, eight strategic imperatives were identified as the key marketing and business strategies for 2004 2008. They are: Brand: make HSBC and its hexagon symbol one of the worlds leading brands for customer experience and corporate social responsibility Personal Financial Services: drive growth in key markets and through appropriate channels to make HSBC the strongest global player in personal financial services Consumer Finance: extend the reach of this business to existing customers through a wider product range and penetrate new markets Commercial Banking: make the most of HSBCs international customer base through effective relationship management and improved product offerings in all the Groups markets Corporate, Investment Banking and Markets: accelerate growth by enhancing capital markets and advisory capabilities focused on client service in defined sectors where HSBC has critical relevance and strength Private Banking: serve the Groups highest value personal clients around the world People: attract, develop and motivate HSBCs people, rewarding success and rejecting mediocrity; and TSR: fulfil HSBCs TSR target by achieving strong competitive performances in earnings per share growth and efficiency. RESEARCH APPROACH AND METHODOLOGY EMPLOYED Research Approach The research approach will be carried out using the positivist case research approach. According to Cavaye (1996), positivist epistemology tries to understand a social setting by identifying individual components of a phenomenon and explains the phenomenon in terms of constructs and relationships between constructs. The theoretical constructs describing the phenomenon are considered to be distinct from empirical reality. Hence, empirical observations can be used to test theory. This looks at the world as external and objective. Positivism employs four major research evaluation criteria: a good research should make controlled observations, should be able to be replicated, should be generalizable and should use formal logic. Under positivism, case research findings are not statistically generalizable to a population, as the case or cases cannot be considered representative of a population, however case research can claim theoretical generalizability. This will also include comparing, contrasting and critically evaluating past and present papers, articles, journals, and established theories that have been published on the subject matter. Methodology Employed Multiple-Case Study Design This project uses the multiple case study method in order to enable analysis of data across cases and relating it to the theoretical perspectives in the available literature of marketing strategy. This enables the researcher to verify that findings are not merely the result of idiosyncrasies of research setting (Miles and Huberman, 1984). According to Yin (2002), in such a method it is important to use: multiple sources of evidence. The appropriate number of cases depends, firstly, on how much is known about the phenomenon after studying a case and secondly, on how much new information is likely to emerge from studying further cases (Eisenhardt, 1991). This paper detailed analysis about the marketing strategies employed by HSBC, in comparison to its other major competitors, namely Barclays Bank, Royal Bank of Scotland, and Citibank. Analysis of the marketing strategy of HSBC is evaluated with regard to the organisation meeting customer needs and requirements, advertising strategies and the need to increase its customer base and market share are all addressed. One wants to see if there are any matches with regard to the theoretical literature of marketing strategy and what the empirical evidence gathered says and also any mismatches. This also relates to the literature review. Qualitative Data Cavaye (1996) states that qualitative investigation refers to distilling meaning and understanding from a phenomenon and is not primarily concerned with measuring and quantification of the phenomenon. Direct and in-depth knowledge of a research setting are necessary to achieve contextual understanding. Hence, qualitative methods are associated with face-to-face contact with persons in the research setting, with verbal data (Van Mannen 1989) being gathered. Qualitative data can be collected in a number of forms. One major form of qualitative evidence is interviews, which may be recorded and later transcribed. Qualitative data are rich, full, holistic real their face validity seems unpeachable; they preserve chronological flow where that is important (Miles 1979). In spite of the abovementioned, qualitative data have weaknesses (Miles 1979; Miles and Huberman, 1984). Collecting and analysing data is time-consuming and demanding. In addition, data analysis is not easy, as qualitative data analysis methods are not well established. Recognised rules of logic can be applied to verbal data in order to make sense of the evidence and to formally analyse the data. Rubin and Rubin (1995) state that it is most desirable to disclose the identities of both the case and the individuals interviewed because, The reader is able to recall any other previous information he or she may have learned about the same case from previous research or other sources in reading and interpreting the case report. The entire case can be reviewed more readily, so that footnotes and citations can be checked, if necessary, and appropriate criticisms can be raised about the published case. Nevertheless, there are some occasions when anonymity is necessary. The most common rationale is that when the case study has been on a controversial topic, anonymity serves to protect the real case and its real participants. The second reason is that the issuance of the final case report may affect the subsequent actions of those that were studied. Quantitative Data This is concerned with measuring aspects of a market or the population of consumers making up the market. This includes soft approaches such as consumer attitudes as well as the hard things such as market size, brand shares, purchase frequencies etc. Quantitative data on a market or consumer group can be obtained through carrying out a census, obtaining the relevant measures from every single consumer or player in the market. In practice, research through a census collection is very rare; for one thing it is usually prohibitively expensive to obtain data from every individual (the government only carries out a population census once every 10 years) and even if the money is available the timescales involved are likely to be too long to meet commercial deadlines, Meier (1991). Furthermore, a census is unnecessary since the alternative; sampling can normally produce adequate and acceptably reliable data for a fraction of the cost. Quantitative research is, therefore, nearly always based on more or less rigorous sampling methods which have in common the assumption that the data from the samples can be taken to represent, within estimated levels of accuracy, the population or universe from which they are drawn, (Hague 2002). Types of Quantitative Data The range of information which can be and is collected through quantitative research is enormous if not infinite. In relation to deciding how data should be collected, all the possibilities can be categorised into a simple threefold classification: 1.Market measures 2.Customer profiles or segmentation 3.Attitudinal data. Market measures quantify and describe a market. Common examples include: market and sector size; shares of the market held by suppliers or brands; penetration levels (what proportion of all potential consumers own or buy a product); purchase and consumption frequencies; patterns of consumption and seasonality. Data of this type is very essential for any manager developing or reviewing a marketing plan for a company, product group or brand name like HSBCs hexagon logo. Market measures taken from a sample are generally projected or grossed up to the total market or population, e.g., the proportion of households in a sample found to be without a PC can be multiplied by available estimates of the number of total households to provide an indicator of untapped potential. A vital concern in the marketing of a product or service is knowing and understanding the potential customer base; what type of people or organisation are they? What other types of products or services do they own or use? What is required to meet this need is customer profiling or segmentation data and it is quantitative in nature because reliable breakdowns are needed for the whole market or population, Buck (1990). Hague (2002) argues that profiling data can take various forms: socio-demographics (age, sex, income and occupation group, education level, home tenure etc); geo-demographics; various business classifications such as company size, industry etc. for business to business research or it can relate to consumer behaviour (ownership of various products, purchase or usage levels, media exposure etc.). Unlike market measures, consumer profiling data can be collected only from consumers (including organisations in the case of business to business research) although the distribution or manufacturing levels in the market may also need profiling. Attitudinal data is used in a quite general sense to cover concepts such as awareness, perceptions, beliefs, evaluations, preferences and propensities. In other words they are, in their various forms, subjective and reside in the minds of individuals. Much market research under this is concerned with attitudes and attitude measurement because attitudes and your marketing may mould consumer choice in your favour. Attitudes are of course very much the subject of qualitative research which is often concerned to identify relevant dimensions and categories of attitudes. In quantitative research, the focus is on establishing the degree to which specific attitudes exist among the market and population. The most important tool for data collection under quantitative research is face to face interviewing. However, in situations where over a hundred firms need to be interviewed, due to the cost attached to carrying out such a task, doing a telephone interview would seem more appropriate. The methods used to record data and data analysis here, is predominantly through questionnaires. Most questionnaires used in quantitative research involve a predominance of pre-coded or closed questions and the layout of the response points can help to minimize problems of mis-recording. More problematical, however, is the recording of open-ended questions, such as why did you buy this product, then? This usually leads to a lengthy or rambling response from the individual, in which what is said is then summarized or abbreviated and there is no way of knowing whether what is recorded reasonably reflects the response given. In the case of this paper, due to the short deadline associated with writing this paper, one was only able to get a telephone interview (primary data collection method) from a senior manager of customer relationship management at one of HSBCs flagship branches in the London area. Additionally one has also used multiple sources of evidence, i.e. secondary sources of information, articles, journals, established theories, HSBCs annual report, comments by top management within the organisation are analysed and also the companys website are all used to evaluate and address the effectiveness of its use of market strategy to increase its market share and customer base. The remainder of this paper proceeds as follows, analysis of findings, overview of the marketing strategy, criticisms, summary and conclusion. ANALYSIS OF FINDINGS Central to achieving a companys corporate vision is the need to build up a loyal customer base of satisfied customers. HSBC did not overtake its major competitors by chance in acquiring foreign financial institutions; it developed a clear marketing strategy based on a desire to fully satisfy a carefully targeted set of market segments. As the BBC (2004) gathered, a quarter of HSBCs 2003 profits were made in the UK, and it made around  £70 profit per customer. Additionally, the bulk of its profits came from acquisitions elsewhere, US personal loan firm Household International and HSBC Mexico. Although Household International operates in the UK, HSBC says its British market accounts for less than 10% of this divisions profits. Market segmentation is at the core of robust marketing strategy development. This involves identifying customer needs, expectations, perceptions, and buying behaviour so as to group together homogeneous customers who will be satisfied and marketed to in a similar manner. One segment will differ from another in terms of customer profile and buying behaviour, and also with regard to the sales and marketing activity likely to satisfy these customers. Having sufficient knowledge of these customers is fundamental. It is important to remember that the process of market segmentation involves more than simply grouping customers into segments. Shrewd targeting of certain segments and the development of a clear brand positioning are part and parcel of the market segmentation process. Now, HSBC launched a marketing strategy called Managing for growth, which is to cover and deal with its strategic outlook for the period 2004 2008. From the company website, they have stated that they will deliver this by; focusing on enhancing HSBCs revenue generation culture, develop its brand name further (hexagon logo), manage costs strategically, maintain a prudent credit/market risk stance, and invest further in its people. Addition ally, acquisitions still remains an integral part of their strategy. As stated from the companys website, they will concentrate on growing earnings over the long term at a rate which will place it favourably when compared with its peer group. It will also focus on investing in its delivery platforms, its technology, its people and its brand to support

RIM is Done Essay -- Business, Technology

Research In Motion (RIM) is a Canadian multinational telecommunications company headquartered in Waterloo, Ontario, Canada, that designs, manufactures and markets wireless solutions for the worldwide mobile and tele-communications market. They are mostly known for making the BlackBerry brand. When the BlackBerry was invented during the early 2000’s it was a huge hit. When 2011 came along, things starting to go downhill for RIM. Over the course of the year, they have lost more than 75% of their stock value. This caused a decline in investor’s confidence. However, they would have to deal with competition from Apple, faulty devices like Playbook turned consumers off, and frequent job cuts. If these points do not get dealt within the next 5 years they will declare bankruptcy and will cause a major impact in the cellphone industry. Competition from Apple is taking away potential sales from RIM. However, it is one of the few problems they must deal with in order for them stay in business. Apple is just one of the few competitors for RIM. On October 12th, Apple released the new iMessage and its new iPhone 4S and while that was happening, RIM was facing a worldwide outage that affected millions of people. People that were using the BlackBerry were sick, and tried having to deal with frequent outages, and decided to switch to the iPhone. That is another reason why competitors like Apple are doing a lot better because of selection. Rim’s phones are out-dated compared to those other firms’. Consumers have more choices today, and in many cases, the alternatives are superior. The BlackBerry has a single-core chip inside with a 640x480 screen, compared to the Apple, which has two-cores and 640x960 screens. On March 11th 2011, Apple release... ...ada – CBC News, December 15, 2011 RIM looking anemic: Revenues down, more job cuts on the way, PlayBook sales negligible, September 15, 2011 RIM stocks drop 23 per cent after BlackBerry maker reports poor Q2 performance – Global News, September 16, 2011 RIM timeline – theSpec.com, January 23, 2012 Exclusive: Amazon weighed buying RIM, interest cooled – Yahoo! Finance, January 12, 2012 Is Lazaridis/Balsillie exit enough to save RIM? – Yahoo! Finance, January 23, 2012 Rim’s Chances For A Successful 2012: About Zero – BYTE, January 03, 2012 Rim’s Chances For A Successful 2012: About Zero – BYTE, January 03, 2012 RIM stock declines 8.4% following CEO step-down – Fudzilla, January 23, 2012 Ten things RIM's new CEO must do right away – CNET News, January 23, 2012 Microsoft, Nokia Reportedly Considering Rim Buyout – HotHardware, January 12, 2012

key terms english :: essays research papers

KEY TERMS Alliteration - The repetition of the same sounds or of the same kinds of sounds at the beginning of words or in stressed syllables, as in â€Å"on scrolls of silver snowy sentences† (Hart Crane). Modern alliteration is predominantly consonantal; certain literary traditions, such as Old English verse, also alliterate using vowel sounds. Anaphora - The deliberate repetition of a word or phrase at the beginning of several successive verses, clauses, or paragraphs; for example, â€Å"We shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets, we shall fight in the hills† (Winston S. Churchill). 1.  Ã‚  Ã‚  Ã‚  Ã‚  Linguistics. The use of a linguistic unit, such as a pronoun, to refer back to another unit, as the use of her to refer to Anne in the sentence Anne asked Edward to pass her the salt. Antithesis - Direct contrast; opposition. -The direct or exact opposite: Hope is the antithesis of despair. 1.  Ã‚  Ã‚  Ã‚  Ã‚  A figure of speech in which sharply contrasting ideas are juxtaposed in a balanced or parallel phrase or grammatical structure, as in â€Å"Hee for God only, shee for God in him† (John Milton). 2.  Ã‚  Ã‚  Ã‚  Ã‚  The second and contrasting part of such a juxtaposition. -The second stage of the Hegelian dialectic process, representing the opposite of the thesis. Apotheosis - Exaltation to divine rank or stature; deification. 1.  Ã‚  Ã‚  Ã‚  Ã‚  Elevation to a preeminent or transcendent position; glorification: â€Å"Many observers have tried to attribute Warhol's current apotheosis to the subversive power of artistic vision† (Michiko Kakutani). 2.  Ã‚  Ã‚  Ã‚  Ã‚  An exalted or glorified example: Their leader was the apotheosis of courage. Blank verse - Verse consisting of unrhymed lines, usually of iambic pentameter. Caesura - A pause in a line of verse dictated by sense or natural speech rhythm rather than by metrics. 1.  Ã‚  Ã‚  Ã‚  Ã‚  A pause or interruption, as in conversation: After another weighty caesura the senator resumed speaking. 2.  Ã‚  Ã‚  Ã‚  Ã‚  In Latin and Greek prosody, a break in a line caused by the ending of a word within a foot, especially when this coincides with a sense division. 3.  Ã‚  Ã‚  Ã‚  Ã‚  Music. A pause or breathing at a point of rhythmic division in a melody. Elegaic - Of, relating to, or involving elegy or mourning or expressing sorrow for that which is irrecoverably past: an elegiac lament for youthful ideals. 1.  Ã‚  Ã‚  Ã‚  Ã‚  Of or composed in elegiac couplets. Enjambement - The continuation of a syntactic unit from one line or couplet of a poem to the next with no pause.

Critique of Geoffrey Canadas Fist Stick Knife Gun Essay -- Fist Stick

Critique of Geoffrey Canada's Fist Stick Knife Gun The Book â€Å"Fist Stick Knife Gun† by Geoffrey Canada is a biographical account of his childhood in the south Bronx. He and his 4 brothers were raised by only their mother. She would survive on no more than ten dollars a week. He moved several times as a child until finally landing on union avenue, the place were many of his life lessons were learned and at times applied. He learned about the ranking process of kids on union Ave. and how the only way to improve your status was to use your fists to fight your way up the chain. Looking back Geoffrey Canada notices the major shift in attitudes concerning the rules of the streets. What once was harmless fist fighting has now turned over to guns. His opinions can be seen in his title â€Å"Fist Stick Knife Gun†. One of the earliest lessons he ever learned was from his mother. She told all four of her boys to never let people think they were afraid and that they were never to become victims. This is shown with each word that Canada uses in his title. The first phase of his life consisted of â€Å"Fist†. He recalls the time when he first moved to Union Ave and he was trapped inside his apartment because he hadn’t established himself in the neighborhood. He would sit up in his 3rd floor apartment and jealously looked on, as all the other kids would play in the streets. One day his older brother John had enough and walked outside to face his fate. The rest of his brothers followed and eventually each got beat up as a pass to the streets. None of them showed their fears or their pain, a lesson that they first learned from their mother. This was only one of many steps/ factors in becoming an established individual not to be reckoned with. Age was the other factor to be considered. Th e older you were, the more respect you got from others. There were the young adults, who were the biggest and badest on the block. They weren’t usually around to defend their turf because they all belonged to a gang, however everyone knew they ruled all. Next were the mid-teen boys who were the â€Å"real rulers of Union Ave (18)† They were the ones who enforced the rules. The lower categories were the early teens and the pre teens. The early teens were just learning the rules whereas the pre teens couldn’t go off of the sidewalk. Geoffrey belonged to the lowest rung, the sidewalk group. As time wen... ...hese rules. They may seem unfair and even ridiculous to us outsiders, but that’s because we have more options of obtaining success than those caught in the belly of the slums. These codes are all that they have and without them, they would have no meaning in their lives, nothing to live up to day in and day out. They give these people a reason to wake up in the morning and a sense of pride that can’t be provided in any other way.   Ã‚  Ã‚  Ã‚  Ã‚  Geoffrey Canada gives his readers a rare opportunity to look inside the life of a ghetto kid and what they have to go through just to survive. He also provides answers to the many questions asked of why certain things happen the way they do in the Bronx. He used his childhood experiences and turned them into a unique tool when helping the youth of today. Now that he works as a youth councilor he sees that the problem in the slums has gotten dramatically worse with the emergence of guns. It used to be about pride and status, now any thug with a gun can be feared in the community. This, to Canada is a major problem because guns gives kids a sense of power, a strong feeling that is often abused and results in someone, even an innocent person dead.

Plot Summary Catch Me If You Can Essay

In 1963, teen-aged Frank Abagnale (Leonardo DiCaprio) lives New Rochelle, New York with his father Frank Abagnale, Sr. (Christopher Walken), and French mother Paula (Nathalie Baye). When Frank Sr. is denied a business loan at Chase Manhattan Bank due to unspecified difficulties with the IRS, the family is forced to move from their large home to a small apartment. Paula carries on an affair with Jack (James Brolin), a friend of her husband. Meanwhile, Frank poses as a substitute teacher in his French class. Frank’s parents file for divorce, and Frank runs away. When he runs out of money, he begins to rely on confidence scams to get by. Soon, Frank’s cons grow bolder and he even impersonates an airline pilot. He forges Pan Am payroll checks and succeeds in stealing over $2. 8 million. Meanwhile, Carl Hanratty (Tom Hanks), an FBI bank fraud agent, begins to track down Frank. Carl and Frank meet in a hotel, where Frank convinces Carl his name is Barry Allen of the Secret Service. Frank leaves, Carl angrily realizing his mistake just as it is too late. Later, at Christmas, Carl is still working when Frank calls him, attempting to apologize for duping Carl. Carl rejects his apology and tells him he will soon be caught, but laughs when he realizes Frank actually called him because he has no one else to talk to. Frank hangs up, and Carl continues to investigate, suddenly realizing (thanks to a waiter) that the name â€Å"Barry Allen† is from the Flash comic books and that Frank is just a teenager. Frank, meanwhile, has not only changed to becoming a doctor and a lawyer, but has fallen in love with Brenda (Amy Adams), to whom he eventually admits the truth about himself and asks her to run away with him. Carl tracks him to his engagement party where Frank has left Brenda, asking her to meet him two days later so they can elope. Frank sees her waiting for him two days later, but also sees agents in disguise. He realizes he has been set up and escapes on a flight to Europe. Seven months later, Carl shows his boss that Frank has been forging checks all over western Europe and asks permission to go to Europe to look for him. When his boss says no, Carl brings Frank’s checks to printing professionals who deem that the checks were printed in France. Carl remembers from an interview with Frank’s mother that she was born in Montrichard, France. He goes there and finds Frank, and tells him that the French police will kill him if he does not go with Carl quietly. Frank assumes he is lying at first, but Carl promises Frank he would never lie to him, and Carl takes him outside, where the French police escort him to prison. The scene then flashes forward to a plane returning Frank home from prison, where Carl informs him that his father has died. Consumed with grief, Frank escapes from the plane and goes back to his old house, where he finds his mother with the man she left his father for, as well as a girl who Frank realizes is his half-sister. Frank gives himself up and is sentenced to 12 years in prison, getting visits from time to time from Carl. When Frank points out how one of the checks Carl is carrying as evidence is fake, Carl convinces the FBI to offer Frank a deal by which he can live out the remainder of his sentence working for the bank fraud department of the FBI, which Frank accepts. While working at the FBI, Frank misses the thrill of the chase and even attempts to fly as an airline pilot again. He is cornered by Carl, who insists that Frank will return to the FBI job since no one is chasing him. On the following Monday, Carl is nervous that Frank has not yet appeared at work. However, Frank does show up and they discuss their next case. The ending credits reveal that Frank has been happily married for 26 years, has three sons, lives in the Midwest, is still good friends with Carl, has caught some of the world’s most elusive money forgers, and earns millions of dollars each year because of his work creating unforgeable checks.

How to Communicate Bad News Effectively Essay

Communication is the activity of conveying information through the exchange of thoughts, messages, or information, as by speech, visuals, signals, writing, or behavior. Communication requires a sender, a message, and a recipient, although the receiver need not be present or aware of the sender’s intent to communicate at the time of communication; thus communication can occur across vast distances in time and space. Communication requires that the communicating parties share an area of communicative commonality. The communication process is complete once the receiver has understood the message of the sender. Feedback is critical to effective communication between participants. A business can flourish when all objectives of the organization are achieved effectively. For efficiency in an organization, all the people of the organization must be able to convey their message properly. Business communication is the process of establishing a common understanding between or among people within a business environment. Business communication is any communication used to build partnerships, intellectual resources, to promote an idea, a product, and service, with the objective of creating value for your business. Business communication involves constant flow of information. Business communication here plays a very important role in process of directing and controlling the people in the organization. There should be effective communication between superiors and subordinators in an organization, between organization and society at large it is essential for success and growth of an organization. Communication gaps should not occur in any organization. Business communication is goal oriented. The rules, regulations and policies of a company have to be communicated to people  within and outside the organization. Business communication is regulated by certain rules and norms . Effective communication helps in building goodwill of an organization. Importance of business communication to managers Business managers should be able to communicate in number style. -Communication promotes motivation by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to improve their performance if it is not up to mark. -Communication is a source of information to the organizational members for decision-making process as it helps in identifying and assessing alternative course of actions. -Communication also plays a crucial role in altering individuals attitudes, i.e. a well-informed individual will have better attitude than a less –informed individual. -Communication also helps in socializing: in today’s life the only presence of another individual fosters communication. The flow of communication in an organization The flow of communication in an organization can be in the form of : Downward Communication – flow of information from higher level in an organization to a lower level in an organization. In other words, communication from a superior to subordinates in a chain of command is a downward communication. This communication flow is used by the managers to transmit work related information to the employees at lower levels. Employees require this information for performing their jobs and for meeting the expectations of their managers. Downward communication is used by managers for providing feedback on employees’ performance, giving job instructions, Communicating the organizations mission and vision to the employees. Upward Communication – flow of information from lower authority to higher authority. It provides feedback on how well the organization is functioning. The subordinates use upward communication to convey their problems and performances to their superiors. The subordinates also use upward communication to tell how well they have understood the downward communication. It can also be used by the employees to share their views and ideas and to participate in the decision making process. Upward  communication leads to a more committed and loyal workforce in an organization because the employees are given a chance to raise and speak dissatisfaction issues to the higher levels. The managers get to know about the employees feelings towards their jobs, peers, supervisors and organization in general. Managers can thus accordingly take actions for improved things. Horizontal Communication – flow of information among peers within the same work unit. This is the communication between peers, between managers at same levels or between any horizontal equivalent organizational members. Cross-Channel Communication – exchange of information among employees in different work units who are neither subordinates nor superior to one another. Negative /Bad message Bad message – â€Å"†¦situations where there is either a feeling of no hope, a threat to a person’s mental or physical well-being, a risk of upsetting an established lifestyle, or where a message is given which conveys to an individual fewer choices in his or her life.† Both of the downward and cross channel communication can be related to the concept of relating bad message to an employee. It can be said that how you communicate that bad message will have a significant impact on your organization and its reputation. Bad message can be in any form, it can be i.Termination of appointment ii.Laying off employees iii.Failure in an interview iv.Dealing with bad performance v.Communicating a bad financial situation vi.Rejection of a proposal, among others Communicating bad message is the most difficult information to convey. To those it affects though, it is the most important communication of all. Delivering bad news can be the worst part of the job for any manager. That’s not because the truth, on its face, is difficult to convey. It’s the anxiety of the possibility of handling it poorly and knowing that doing so can worsen the impact on your employees, their productivity, and your whole  company. Any communication can be challenging even when the news being delivered is positive, but when delivered is negative is known as bad message. In business a letter, memo or email that conveys negative or unpleasant information- information that is likely to disappoint, upset, or even anger a reader. Bad messages include rejections (in response to job applications, promotion requests, and the like) negative evaluations, and announcements of policy changes that don’t benefit the reader. What constitutes bad message Bad message is a fact of life for all business professionals, from rejecting job applicants to downturn speaking invitations. Bad message means the reader or the person receiving the news will not be able to accomplish his/her goals. Bad message directly can often be very damaging and unnecessarily hurtful. Goals of communicating bad message Goals are clearly needed a lot to accomplish in one message. These are some of the goals you can develop negative/bad messages that reduce the stress for everyone involved and improve the effectiveness of your communication efforts. There are two goals in communicating bad news we have the primary and secondary goal. Primary goals i. Make the receiver understand the bad news. ii. Help the receiver accept the bad news. iii. Maintain a positive image of you and your organization. Secondary goals i. Reduce bad feelings ii. Convey fairness iii. Eliminate future correspondence iv. Avoid creating legal liability or responsibility for you or your organization. v. Choose appropriate tone and organization Using the 3 writing process Step 1: Plan Your Message When planning your message, you can’t avoid the fact that your audience does not want to hear what you have to say. To minimize the damage to business relationships and to encourage the acceptance of your message, analyze the situation carefully to better understand the context in which the recipient will process your message. Be sure to consider your purpose thoroughly whether it’s straightforward or of more complicated (such as creating a negative performance review, in which you not only give the employee feedback on past performance but also help the person develop a plan to improve future performance.) Similarly, your receiver profile can be simple and obvious in some situations and far more complex in others (such as telling a business partner that you’ve decided to terminate the partnership.) With a clear purpose and your audience’s needs in mind, identify and gather the information your audience will need in order to understand and accept your message. Bad messages can be intensely personal to the recipient, and in many cases recipients have a right to expect a thorough explanation of your answer. Selecting the right medium is critical when delivering bad messages. For example, you might badly damage a business relationship if you use voice mail to reject a long-time employee’s request for a promotion. Since the employee would surely have some important questions to ask, and you would certainly want to soothe hurt feelings, a face-to-face meeting would be the best choice for this situation. Step 2: Write Your Message When conveying a bad message to your colleague, every aspect of effective, diplomatic writing is amplified; after all, the audience does not want to hear a bafd message and might disagree strongly with you. Be sure to maintain the you-attitude, and strive for polite language that emphasizes the positive whenever appropriate. If your credibility hasn’t already been established with an audience, lay out your qualifications for making the decision in question. Recipients of bad messages who don’t think you are credible are more likely to challenge your decision. That’s why, for example, messages related to late payments are often signed by a higher executive. And as always, projecting and protecting your company’s image is a prime concern. If you’re not careful, a negative answer could spin out of control into negative feelings about your company. When you use language that conveys respect and avoids an accusing tone, you protect your audience’s pride. In addition, you can ease the sense of disappointment by using positive words rather than negative ones. Chances are you’ll spend more time on word, sentence, and paragraph choices for negative/bad messages than for any other type of business writing. People who receive bad message often look for subtle shares of meaning, seeking flaws in your reasoning or other ways to challenge the decision. By writing clearly and sensitively, you can take some of the sting out of the bad message and sensitively, you can take some of the sting out of bad news and help your reader to accept your decision and to move on. Step 3: Complete Your Message Your need for carefully pay attention to detail continues as you complete your message. Revise your content to make sure everything is clear, complete, and concise – bearing in mind that even small flaws are magnified as listeners react to your negative news. Produce clear, professional documents, and proofread carefully to eliminate mistakes. Finally, be especially sure that your negative messages are delivered promptly and successfully. Waiting for bad message is hard enough without wondering whether a message was lost. CHOOSING THE BEST APPROACH Conveying bad message to a colleague is never a pleasant task but breaking it at the wrong time or in the wrong way can be the worse, so it’s important  to know the best approaches to breaking bad news. When writing bad message, you will need to choose the direct or indirect approach; however, there are no clear guidelines to help you choose in every case. Ask yourself the following questions to guide your message: i. Will the bad news come as a shock? ii. Does the recipient prefer short messages that get right to the point? iii. How important is this news to the recipient? iv. Do you need to maintain a close working relationship with the recipient? v. Do you need to get the recipient’s attention? vi. What is your organization’s preferred style? vii. How much follow-up communication do you want? CHOOSING POSITIVE WORDS Examples of negative phrasings| Positive alternatives| Your request does not make any sense| Please clarify your request| Due to unforeseen circumstances: I won’t be able to attend your meeting| Because my flight has been delayed I will miss for your meeting.| Unfortunately we haven’t received your payment.| Your payment hasn’t arrived yet.| The enclosed signature is wrong| Please recheck the enclosed signature.| | | | APPROACHES TO DELIVERING BAD MESSAGE The direct approach and the indirect approach Effective bad news messages convey the negative information the receiver must receive with an eye toward keeping future business. Without even thinking about it, you’ve probably been using both the direct and indirect approaches to deliver bad news your entire life. When you come right out and tell somebody some bad news, you’re using a direct approach. When you try to soften the impact by easing your way into the conversation before delivering the bad news, you’re using an indirect approach. Chances are that you’ve already developed an instinctive feel for which approach to use in many situations. In conveying your message, you will need to make a similar choice whenever you deliver bad news; however, there are no clear guidelines to help you choose in every case. Most bad news messages will be better accepted by our listeners if we use the indirect approach. The care we take to soften the blow will result in effective messages that consider the readers’ feelings and keeping their business. The direct approach We use the direct message when the receiver i. Prefers bad news first ii. Is emotionally uninvolved iii. Will be unaffected by the bad news The Indirect Approach for bad Messages The indirect approach helps recipient prepare for the bad message by presenting the reasons for the bad message first. When done right, it doesn’t obscure bad message, delay it, or limits your responsibility. Rather, the indirect approach eases the blow and help recipient accept the situation. 1. Open with a buffer A buffer expresses your appreciation for being thought of, assures the reader of your attention to the request, compliments the recipient, or indicates your understanding of the recipient’s needs. A buffer must not insult the audience with insincere flattery or self-promoting blather. Because it sets the stage for the bad news to follow, it must be both sincere and relevant so that readers don’t feel they are being set up. The first step in using the indirect approach is to start with a buffer, a neutral, non-controversial statement that is closely related to the point of the message. A buffer establishes common ground with your listener; moreover, if you’re responding to a request, a buffer validates that request. Some critics believe that using a buffer is manipulative and unethical, even dishonest. However, buffers are unethical only if they’re insincere or deceptive. Showing consideration for the feelings of others is never dishonest. Here are several types of effective buffers you could use to tactfully open a bad message. viii. Appreciation (Thank you for applying for a change of duties). ix. Agreement (We both know how hard it is to make a profit in this industry). x. Cooperation xi. Understanding xii. Praise Here are some other things to avoid when using a buffer to open a bad message: xiii. Avoid saying â€Å"no.† xiv. Avoid using a know-it-all tone. xv. Avoid wordy and irrelevant phrases and sentences. xvi. Avoid apologizing. xvii. Avoid using a buffer that is too long 2. Provide Reasons: By giving your reasons effectively, you help maintain focus on the issues at hand and defuse the emotions that always accompany significantly bad news. As you lay out your reasons, guide your readers’ responses by starting with the most positive point’s first and moving forward to increasingly negative ones. Provide enough detail for the receiver to understand your reasons, but be concise; a long, roundabout explanation will just make your audience impatient. Your reasons need to convince your receiver that your decision is justified, fair, and logical. 3. Continue with a Clear Statement of the Bad News: First, de-emphasize the bad message: Minimize the space or time devoted to the bad news—without trivializing it or withholding any important information. Subordinate bad news in a complex or compound sentence (â€Å"My department is already shorthanded, so I’ll need all my staff for at least the next two months†) This construction pushes the bad news into the middle of the sentence, the point of least emphasis. Embed bad news in the middle of a paragraph or use parenthetical expression (â€Å"Our profits, which are down, are only part of the picture†). However, keep in mind that it’s possible to abuse de-emphasis. For instance,  if the primary point of your message is that profits are down, it would be inappropriate to marginalize that news by burying it in the middle of a sentence. Second, use a conditional (if or when) statement to imply that the audience could have received, or might someday receive, a favorable answer (â€Å"When you have more managerial experience, you are welcome to reapply†). Such a statement could motivate applicants to improve their qualifications. Third, emphasize what you can do or have done, rather than what you cannot do. (â€Å"The five positions currently open have been filled with people whose qualification match those uncovered in our research†). By focusing on the positive and implying the bad news, you make the impact less personal. When implying bad news, be sure your audience understands the entire message – including the bad news. Withholding negative information or overemphasizing positive information is unethical and unfair to your reader. If an implied message might lead to uncertainty, state your decision in direct terms. Just be sure to avoid overly blunt statements that are likely to cause pain and anger. TECHNIQUES FOR CUSHIONING THE BAD MESSAGE i. Position the bad news strategically, avoid the spotlight: Put the bad news in the middle of a paragraph halfway through the message ii. Use a long sentence: Don’t put the bad news in a short, simple sentence. iii. Place the bad message in a subordinate clause: Although we have no opening for an individual with your qualifications at this time, we are pleased that you thought of us when you started your job search. iv. Be clear but not overly graphic v. Imply the refusal vi. Suggest a compromise or an alternative vii. Consider using the passive voice: Passive-voice verbs focus attention on actions rather than on personalities. They are useful in being tactful. COMMUNICATING BAD MESSAGE EFFECTIVELY 5CS Once you have carefully choosing the approach you would use to communicate effectively using these techniques you should know that the objective of a bad message is to convey the bad news without bruising the reader’s feelings. 5Cs to communicate bad message effectively i. Cutbacks: Avoid statements that might involve the company in legal actions. One thing that won’t be appreciated right now is sugar coating. Don’t wrap the news in pretty paper or dance around it. Plainly specify who, what, where, and how. ii. Context: Explain the reasons for the problem don’t be out of context be on point and give reasons, do not deviate from the reason to please the listener. iii. Compassion: Try as much as possible not to blame anyone around the resulting condition. Respect and proactively acknowledge natural emotions. iv. Candor: Candor means the quality of being open and honest in expression. The truth may hurt, but any attempt to mislead is unforgiveable. v. Consistency: Conform yourself in conveying the news for the sake of accuracy and fairness. Everything communicates avoid saying one thing and doing another. ELEMENTS /TIP OF BAD MESSAGE OF COMMUNICATION i. Set the stage: When framing your delivery of the message, first try to get into their heads and think about what’s important to them. Think about how the news will impact the audience and also think about how it impacts you. Then relay that information. By revealing your personal feelings about the situation, you can build a rapport and practice empathy that can help to fend off the audience’s natural reactions which may be anger, resentment or any number of other feelings. ii. Be direct: Avoid talking too much and clouding the issues. It’s important to succinctly explain the situation and the steps that must be taken. Don’t try to sugar coat the message because you’ll likely end up confusing your audience. iii. Acknowledge the problem: When bad news has to be delivered despite the hard work and efforts of the team, it is imperative that you acknowledge and recognize their efforts and then carefully explain the decision along with the plan for turning things around. iv. Know what you want the audience to feel, think or do after they hear your news. Then, as you’re framing your delivery, be sure to communicate the facts, the steps that are being taken, and what you need them to do. v. Practice: As with just about anything, practice makes perfect. By rehearsing the conversation, you’ll become more comfortable and confident about what needs to be said. And, when you deliver the news with confidence, your audience is much more likely to not only respect you, but also be able to accept that the bad news is out there and you’re now doing everything you can to make things right. vi. Stay on topic: When having to deliver bad news, it’s very easy to take an off-ramp and become side-tracked as a way to avoid the inevitable. By doing this, you’re only making the task harder for yourself and more confusing for your audience. vii. Don’t let your audience steer the conversation: Bad news can make people emotional, particularly when it involves performance feedback or the need to terminate employment. Acknowledge the other person’s feelings, give them a minute (or 10) to collect themselves, and move forward with the conversation. Putting it off for another day doesn’t help anyone in the long run. viii. Provide alternatives: When it’s necessary to provide critical feedback, it’s necessary to also provide alternative actions as well as a timeline for completion. While you may have some concrete ideas for actions that need to be taken, you’ll be better served by following the next two steps before firming up your plan. ix. Ask for feedback: Ask your audience open-ended questions that are directly related to the issue at hand and do what you can to make the environment safe enough to allow the person or people to feel comfortable sharing their thoughts and ideas. x. Listen. : By not speaking and trying to fill in the gaps in the conversation, you are opening the door for the other person to provide feedback and to communicate what they really think. In addition, make sure you’re actively listening to what they have to say rather than thinking about how great it will be when the conversation is finally over. By listening, you’ll be much better able to work with the person or team to move beyond the bad message and begin the work that needs to be done to rectify the situation. DON’TS IN COMMUNICATING BAD MESSAGE i. Do not make promises about the future that may not hold true. ii. Do not overreact. iii. Do not try to protect others from bad news or yourself from sharing it. iv. Don’t make initial statement or announcement through emails. v. Don’t flout company policy if you want to share something you have been asked not to. vi. Don’t let the receiver hear the news outside. vii. Don’t communicate bad news through text messages. viii. Don’t hide behind company policy.

History of Vehicles Essay

Vehicles had provided humans a means of transportation and vehicles had been a great help in building early civilizations such as of Mesopotamia with its chariots, Egypt with its reed boats, and China with its wheelbarrow. The old had been improved; the new had been invented; and the future had been conceptualized. These had been the cycle of vehicles through the change of time. Looking ahead†¦ The Wheel and the Ship (3500 BC) The oldest wheel discovered was in Mesopotamia and is believed to be over fifty-five hundred years old. Rock drawings of ships were found in Egypt and are believed to have been drawn around 6000 BC. These thus proved that wheel and ships are known by man at that very early time and were used as a part of their trading and technology. Wheels are taught to had been conceptualized when â€Å"humans realized that heavy objects could be moved easier if something round, for example a fallen tree log, was placed under it and the object rolled over it† (Bellis, â€Å"The Invention of the Wheel†). First boats then were usually built of wood while animal skins, clay pots, and reeds had served as an alternative. The Wheelbarrow (181 – 234 AD) The wheelbarrow is believed to have originated from China and was invented by a general named Chuko Liang to transport supplies to injured soldiers. It is believed that â€Å"wheelbarrows do not exist in Europe before the 11th or 12th century (the earliest known Western depiction is in a window at Chartres Cathedral, dated around 1220 AD). Descriptions of the wheelbarrow in China refer to first century BC, and the oldest surviving picture, a frieze relief from a tomb-shrine in Szechuan province, dates from about 118 AD† (â€Å"Wheelbarrow†). The Early Triumphs to Fly (400 BC-1850s) Kite flying started by the Chinese had been the pioneer of man on how he could fly. Different thoughts as to how man could meet this objective had undergone. These included the experiment to imitate a bird by attaching feathers or light weight wood to arms which had been proven disastrous since human arms’ muscles are not like of birds and cannot move with a strength like of a bird. Other experiments though were not originally intended so as man could fly included the work of Hero of Alexandria on Aeolipile. â€Å"Hero mounted a sphere on top of a water kettle. A fire below the kettle turned the water into steam, and the gas traveled through pipes to the sphere. Two L-shaped tubes on opposite sides of the sphere allowed the gas to escape, which gave a thrust to the sphere that caused it to rotate. Aeolipile must be included in the history of vehicles because it gave the principle for engine created movement† (Bellis, â€Å"Early history of Flight†). In the 1480s, with over 100 drawings that illustrated theories on bird and mechanical flight, Leonardo da Vinci had also entered this search to man’s mean to fly (Bellis, â€Å"Early history of Flight†). Leonardo’s Ornithopter concept had been the basis to the invention of the modern day helicopter. In 1783, Jacques Etienne and Joseph Michel Montgolfier invented the first hot air balloon (â€Å"How Did We Learn to Fly Like the Birds? †). Using the smoke from a fire to blow hot air into a silk bag that was attached to a basket, they had been able to fly aboard the hot air balloons’ first passengers, a sheep, a rooster, and a duck. On November 21, 1783, the first ever successful manned flight took place sending Francois Laurent and Jean-Francois Pilatre de Rozier up in the air (Bellis, â€Å"Early history of Flight†). Further studies then went on. In the 1850’s, George Cayley, the considered founder of Aerodynamics, had made his contribution through his gliders wherein a young boy had been the first to fly. The Submarine (1578 – 1620) Designs for underwater boats or submarines date back to the 1500s and ideas for underwater travel date back even further but only in the year 1578 did appear a record of a craft for underwater navigation. â€Å"William Bourne, a former Royal Navy gunner, designed a completely enclosed boat that could be submerged and rowed beneath the surface (Bellis, â€Å"History of the Submarine 2†). Bourne’s idea had never been implemented but a similar apparatus was launched in 1605 (Bellis, â€Å"History of the Submarine 2†). The apparatus didn’t get farther as its designers did not considered the tenacity of underwater mud which caused the craft to stick in the river bottom in its first underwater trial. But in the year 1620, Cornelius Van Drebbel had invented the first â€Å"practical† submarine which was a rowboat covered with greased leather (Bellis, â€Å"History of the Submarine 2†). His submarine had successfully maneuvered at depths of 12 to 15 ft. below the surface of Thames River. He had then further made revisions of his first submarine and legends says that after repeated tests, King James I of England rode to one of his later models (â€Å"The Saga of the Submarine†). Despite success, Drebbel’s invention did not quickly amaze the British Navy that made submarine warfare infeasible during that time. Steam Powered Automobiles (1600 – 1700) Steam power had been known for the past centuries but it was only in the 1600’s where it had been in practical use. â€Å"Ferdinand Verbiest created a model steam carriage in 1678, that moved by using a principle that is used in the modern day turbine. In the 17th century the Dutch physicist, Christiaan Huygens built an engine that uses air pressure. About 1750, the French inventor Jacques de Vaucanson gave a demonstration of a carriage propelled by a large clockwork engine. The steam engine had then developed the motorized land transport by the 1760’s† (Brainard). The first built automobile is attributed to Nicolas Joseph Cugnot in the year 1769. He made his three wheeled steam driven tractor intending to help the French army to move its heavy artillery pieces in and around Paris (Brainard). His being the first had made also his automobile to be also the first to be involved in an automobile accident in 1771. Steamboat (1783 – 1787) After a century of steam power exploration used in automobiles, development of steam powered boats then took place. In 1783, the first practical steamboat was demonstrated by Marquis Claude Francois de Jouffroy d’Abbans – a paddle wheel steamboat. â€Å"The era of the steamboat then began in America in 1787 when John Fitch (1743-1798) made the first successful trial of a forty-five-foot steamboat on the Delaware River on August 22, 1787, in the presence of members of the Constitutional Convention. Fitch later built a larger vessel that carried passengers and freight between Philadelphia and Burlington, New Jersey. † (Bellis, â€Å"History of Steamboats†). Modern Bicycles (1790) The next notable improvement in the history of vehicles is the invention of modern day bicycles which is disputed on whether the invention of Pierre and Ernest Michaux were the first ever built or not. â€Å"Some history books states that Pierre and Ernest Michaux, the French father and son team of carriage-makers, invented the first bicycle during the 1860s. Historians now disagree and there is supporting evidence that the bicycle is already known before. However, historians all agree that Pierre and Ernest Michaux invent the modern bicycle pedal and cranks in 1861. † (Bellis, â€Å"Bicycle History†, â€Å"Bicycle History in Debate†). Steam Powered Locomotives (1801) Locomotives were designed first by Richard Trevithick but not originally for railroad tracks but for roads while George Stephenson is regarded as the inventor of the first steam locomotive engine for railroads. â€Å"Richard Trevithick’s invention is considered the first tramway locomotive, however, it was designed for a road, not for a railroad. † (Bellis, â€Å"Richard Trevithick†). The Motorcycles (1867) The mechanical version of the bicycles had been born with the invention of motorcycles in 1867. â€Å"American, Sylvester Howard Roper (1823-1896) invented a two-cylinder, steam-engine motorcycle (powered by coal) in 1867. This can be considered the first motorcycle, if you allow your description of a motorcycle to include a steam engine. † (Bellis, â€Å"Motorcycle†).