Free Essays on Charlamagne

Charlemagne the King: An biography from Will Durant's STORY OF CIVILIZATION 1950 Beyond the legends of Charlemagne lies a biography worthy of the tales. To the medieval mind, only King Arthur vied with Charlemagne as the finest example of what a Christian king could be. Kind, yet fiercely defensive of his family and Empire, there is much to admire. His exploits spawned both histories and romances, like all good legends it stood firmly rooted in history. The biography offered here was published in Will Durant's History of Civilization, but a small part of an encyclopedic historical survey. I include it here in the KCT resources because it might prove useful and inspiration to those seeking a basic introduction to this most famous of medieval kings. King Charlemagne The greatest of medieval kings was born in 742, at a place unknown. He was of German blood and speech, and shared some characteristics of his people- strength of body, courage of spirit, pride of race, and a crude simplicity many centuries apart from the urbane polish of the modern French. He had little book learning; read only a few books- but good ones; tried in his old age to learn writing, but never quite succeeded; yet he could speak old Teutonic and literary Latin, and understood Greek. In 771 Carloman II died, and Charles at twenty-nine became sole king. Two years later he received from Pope Hadrian II an urgent appeal for aid against the Lombard Desiderius, who was invading the papal states. Charlemagne besieged and took Pavia, assumed the crown of Lombardy, confirmed the Donation of Pepin, and accepted the role of protector of the Church in all her temporal powers. Returning to ... Free Essays on Charlamagne Free Essays on Charlamagne Charlemagne the King: An biography from Will Durant's STORY OF CIVILIZATION 1950 Beyond the legends of Charlemagne lies a biography worthy of the tales. To the medieval mind, only King Arthur vied with Charlemagne as the finest example of what a Christian king could be. Kind, yet fiercely defensive of his family and Empire, there is much to admire. His exploits spawned both histories and romances, like all good legends it stood firmly rooted in history. The biography offered here was published in Will Durant's History of Civilization, but a small part of an encyclopedic historical survey. I include it here in the KCT resources because it might prove useful and inspiration to those seeking a basic introduction to this most famous of medieval kings. King Charlemagne The greatest of medieval kings was born in 742, at a place unknown. He was of German blood and speech, and shared some characteristics of his people- strength of body, courage of spirit, pride of race, and a crude simplicity many centuries apart from the urbane polish of the modern French. He had little book learning; read only a few books- but good ones; tried in his old age to learn writing, but never quite succeeded; yet he could speak old Teutonic and literary Latin, and understood Greek. In 771 Carloman II died, and Charles at twenty-nine became sole king. Two years later he received from Pope Hadrian II an urgent appeal for aid against the Lombard Desiderius, who was invading the papal states. Charlemagne besieged and took Pavia, assumed the crown of Lombardy, confirmed the Donation of Pepin, and accepted the role of protector of the Church in all her temporal powers. Returning to ...

Helping ESL Students Understand and Participate in Small Talk

Helping ESL Students Understand and Participate in Small Talk The ability to make small talk comfortably is one of the most desired objectives  of almost any English student. This is especially true for business English learners but applies to all. The function of small talk is the same the world over. However, which topics are appropriate for small talk can vary from culture to culture. This lesson plan focuses on helping students develop their small talk skills and addresses the issue of appropriate subjects. Difficulties in small talk skills can arise from a number of factors including grammar uncertainties, comprehension problems, lack of topic-specific vocabulary, and a general lack of confidence. The lesson introduces a discussion of appropriate small talk topics. Make sure to give students ample time to delve into the subjects if they seem particularly interested. Aim: Improving small talk skills Activity: Discussion of appropriate small talk subjects followed by a game to be played in small groups Level: Intermediate to Advanced Small Talk Lesson Outline Write Small Talk on the board. Brainstorm as a class to define small talk. Write examples on the board.Discuss the importance of small talk skills with the class.Divide students into groups of 3 - 5.Give students the small talk worksheet.Students begin by reviewing key functions and grammar by matching purpose,  expression, and form. Review as a class. Discuss any questions in usage.Ask students to discuss  whether the topics provided in the second section  are appropriate for making small talk. Students can also decide that some topics are appropriate in certain situations  but not in others.  Once students have discussed the various situations, solicit responses on the various subjects from the class as a whole. Make sure to ask for examples of comments on appropriate subjects, as well as  explanations for those topics which students feel are not appropriate. Feel free to let students debate their opinions to help develop  conversational skills.Have students get back into their groups and play the small talk game in the third section. Circulate around the room helping  students when they run into difficulties. Take notes on subjects that students find difficult. As a class,  brainstorm on appropriate comments. Understanding Forms Used in Small Talk Match the conversational purpose to the expression in the second column. Identify the appropriate grammar structure in the third column. Purpose Expression Structure Ask about experienceGive adviceMake a suggestionExpress an opinionImagine a situationProvide instructionsOffer somethingConfirm informationAsk for more detailsAgree or disagree Open the package. Fill out the Forms.Where can I find out more?Im afraid I dont see it that way.Have you ever visited Rome?Lets go for a walk.To me, that seems like a waste of time.You live in San Francisco, dont you?Would you like something to drink?If you were the boss, what would you do?You should visit Mt. Hood. Conditional formQuestion tagUse of some in questions rather than anyTo me, In my opinion, I thinkInformation questionModal verbs such as should, ought to, and had betterImperative formLets, Why dont you, How about Present perfect for experienceIm afraid I dont see / think / feel that way. Hit Your Small Talk Target Which Topics are  Appropriate? Which topics are appropriate for small talk discussions? For  topics which are appropriate, think of one interesting comment to make when the teacher calls on you. For topics which are not appropriate, explain why you believe they are not appropriate for small talk. The latest filmsThe One True Path to Eternal LifeThe local basketball teamCarsA product you would like to sell to everyoneThe Death PenaltyYour hometownHow much you makeYour last holidayYour favorite movie-starThe correct political partyThe weatherGardeningYour health problemsYour family Small Talk Game Throw one die to move forward from one subject to the next. When you get to the end, return to the beginning to start again. You have 30 seconds to make a comment about the suggested subject. If you dont, you lose your turn! Your best friendThe last film you sawPetsRock and rollA magazineLearning a languagePlaying tennisYour current jobAn interesting excursion nearbyThe InternetMarilyn MonroeKeeping healthyHuman cloningYour favorite foodFinding a job in your countryThe last book you readYour worst holidaySomething youve never done, but would like to doTeachers - what you likeTeachers - what you dont like

Content Management Systems Essay Example | Topics and Well Written Essays - 1000 words

Content Management Systems - Essay Example Rather, users act as passive beneficiaries who receive the information on the web pages just as they have been stored. This means that given a number of users receiving information from a single server, all users will at any given time receive the same information. Even though the internet has today come to be a great transformation that depends on the principles of content management system in a dynamic way, Eldridge (2001) notes that the internet used to consist solely of HTML or static web pages, that is, web pages that are not changed before being displayed in a web browser. 2. How are CMS currently being used? Today, content management system is at the centre of the internet and controls almost all web site creation processes. Present internet experts and web creating experts depend on content management system to â€Å"lower the barriers to entry and make it much easier to launch a site, keep it updated and get more out of it† (Miller, 2012). This means that content mana gement system is currently being used to do away with impediments that made the accessibility to websites more difficult in times past. It is also being used to make the ownership and maintenance of websites more free flowing and easy. What is even better is that unlike the days when the internet was dominated with static pages, web hosts are able to update their web pages more quickly and promptly. It is not for nothing that today we have websites that are dedicated to giving live score of sports activities. 3. Types of CMS (include cost and size) Content management system comes in a number of types. Commonest among these that will be treated include enterprise and open source. Each of these comes in different size and different cost management that accompany them. a. Enterprise As the name implies, Enterprise Content Management System (ECMS) works for established enterprises in managing their ill-structured and haphazard documents, content, records and facts. Enterprise content ma nagement system can therefore be described as an electronic organizational process for an organization. Because of the task involved, which entails getting the disorganized organized, enterprise content management system is often cost involving. Its size however depends on the size of the enterprise in question. Once duly delivered, enterprise will ensure integrity, protected security and elimination of all forms of bottlenecks in the organization’s operations. b. Open Source Open source allows for accessibility to already existing content management systems. This is not to say that it changes static pages to dynamic pages but then it enhances the function and work of dynamic pages by creating multi-functionality such as access to motion pictures. Because this is an optional component to web pages, it is mostly not costly to the user because he decides to use by choice. Open source however makes the webpage sizes bigger. 4. CMS Functionality Content management system function ality is combination of a number of integrated activities and processes that need to be carried out to make the functioning of any webpage complete and successful. In the absence of effective content management system functionality in place, it will be impossible to amass the total benefit of a website for business returns. Functionality therefore involves processes such as updating content from

BOEING Assignment Example | Topics and Well Written Essays - 3750 words

BOEING - Assignment Example The Boeing Company has a long history dating back to 1916, when the founder of the company, William Boeing launched a company Pacific Aero Products. The next year the company was renamed to Boeing Airplane and Transportation (MarketLine Advantage, 6). In 1929, the company’s name was changed again to United Aircraft and Transportation. By that time the company has significantly expanded its business operations and diversified into other business lines (such as airport’s maintenance and mail delivery (MarketLine Advantage, 6). In 1934 the antitrust legislation restricted ownership of mail-carrying airlines, and the company has divided its business into three entities: United Aircraft (manufacturing operations in the East of US), United Air Lines (air transportation) and the Boeing Airplane (manufacturing operations in the West of US) (MarketLine Advantage, 6). During the World War II, the Boeing Airplane Company concentrated on building of bombers. Since 1960’s the company has expanded its business significantly through numerous mergers and acquisitions, creation of new divisions, and expansion of business operations across the globe. Nowadays, the company serves customers in 150 countries across the globe and is recognised to be one of the largest defense contractors in the USA and one of the two major manufacturers of 100+ sear airplanes for commercial purposes (MarketLine Advantage, 4). The Boeing Company serves a broad variety of customers, among which are both government and commercial entities. Some of the major government customers of Boeing Company are: the US Air Force, the US Army, US DoD, US Navy, NASA, US Defense Logistics Agency Aviation, Israel Aircraft Industries, UK Ministry of Defense, European Aviation Safety Agency, US Federal Aviation Administration, etc. (MarketLine Advantage, 4). Practically all major international airline companies use Boeing

To Kill a Mockingbird by Harper Lee Essay Example for Free

To Kill a Mockingbird by Harper Lee Essay In To Kill a Mockingbird,1 Harper Lee tells of the terrible wrong of racism in an Alabama town.   To avoid resort to an off-putting dogmatic or preaching style, she uses as her narrator Scout.   Turning six at the novel’s beginning, Jean Louise â€Å"Scout† Finch is a precocious tomboy (81), intelligent (17), decent, and brave, and yet innocent of the complex, sometimes dangerous adult world. (19-22)   She must try to understand why her father, a respected attorney, makes himself a â€Å"nigger-lover† by defending a black man accused of raping a white woman (74-75, 85-86, 87); why, a pacifist, he is called on to shoot a mad dog. (92-97)   Jem, older and more knowing, is a vehicle to help Scout grow up. (58)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Atticus is â€Å"civilized in his heart.† (98)   Scout gradually comes to understand the courage and decency that entails, and the costs sometimes involved.   Atticus acknowledges the racist code of his community; he cannot change it.   But he looks beyond labels to see people for what they are. (75)   Calpurnia is as much a mother to his children as she is his servant. (6, 24-25)   Above all, Atticus has principles:   the presumption of innocence; the right to counsel; the duty to one’s conscience. (75-76)   Holding to these, he tries to pass them on to his children.   (91-93)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Arthur â€Å"Boo† Radley, the ghost-like figure who is both a terror and a delight to the children (8-13, ch. 5-6), is a â€Å"mockingbird.†Ã‚   He harms no one, and wants only to be left alone.   Lee portrays beautifully the small ways in which the children reach out to him (58-63), how he responds to them (71-72), and in the end, the delicacy with which Scout protects his dignity allowing him to take her arm and appear the gentleman, even as she walks him home. (278)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Although it is often overlooked, there is beauty in the episode of Mrs. Dubose.   Fighting addiction to morphine, irrational in her pain, struggling in silence, and ultimately prevailing against great difficulty, she earns high and deeply felt praise from Atticus: I wanted you to see what real courage is, instead of getting the idea that courage is a man with a gun in his hand.   It’s when you know you’re licked before you begin but you begin anyway and you see it through no matter what.   You rarely win, but sometimes you do.   Mrs. Dubose won, all ninety-eight pounds of her.   According to her views, she died beholden to nothing and nobody.   She was the bravest person I ever knew.   (112) SOURCE: Lee, Harper, To Kill A Mockingbird.   Philadelphia, Pennsylvania:   J. B. Lippincott Co., 1960.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1Because this is a review essay, in which To Kill a Mockingbird is the single source cited, in-text citations will give only the page numbers, rather than clutter the paper with unnecessary redundancies.

Mildred Pierce Summary, Character Analysis, and Opinion :: essays research papers

Summary: Mildred Pierce, by James M. Cain, begins in pre-Depression California, and ends during World War II times, also in California. The main character, Mildred Pierce, is a very attractive housewife of 29, raising two daughters, Ray and Veda. Although Mildred loves both her daughters, Veda is a particular obsession with Mildred. She constantly slaves away throughout the novel to do whatever she can to make Veda happy, despite the constant abuse and deception Veda inflicts upon Mildred. After a divorce from her first husband, Bert, in the opening pages of the novel, Mildred is forced to sacrifice her pride and become a waitress in order to support her family. If Veda were ever to find out, she would be appalled; a constantly recurring theme throughout this story is Veda’s pride and arrogance, and her condemnation of jobs she deems to be menial. Mildred’s main goal is to nurture Veda’s musical talents, and manages to pay for expensive music lessons from her meager salar ies as a waitress and pie baker. However, Mildred’s luck is soon to change, as she takes up with an attorney and former partner of Bert, Wally. Mildred is able to use Wally’s business and real estate savvy to build a restaurant out of a deserted model home, and from there create a thriving chain of three food businesses. After becoming bored with Wally, however, Mildred craves a relationship with another man, a prestigious local man named Monty. Veda highly approves of her mother’s choice, as this makes her feel as if she too were more prestigious and affluent, despite having misgivings about her mother still being so low as to have an average, pedestrian job. All seems to be going well; even through Veda’s constant demands and tantrums, she still gets everything she wants, and Mildred and Monty are happy. Monty, however, falls on hard times with the coming of the Great Depression, and he constantly mooches off of Mildred’s affluence, making it a s truggle for Mildred to cater to Veda’s every whim. Mildred soon dumps Monty to focus on making Veda a musical prodigy; this fails, however, when Veda is told that her piano is not up to par from a local famous music teacher. After Veda recovers from this shock, she explores the opportunities offered by an acting career, and begins to spin more webs of deception and selfishness. After Veda forces money out of a local rich family, lying and claiming their son got her pregnant, Mildred and Veda have a major argument, and Veda disowns her mother.

Conflict, Decision Making, and Organizational Design Essay

1. Discuss how you could apply negotiation strategies to address potential conflicts in the workplace. The primary focus at Department of Veterans Affairs (VA) is patient/Veteran care and establishing new Veteran enrollees. This is done by direct marketing among other forms of outreach. For VA, negotiation will be important in not only establishing a new enrollee, but keeping that enrollee as well. According to Hellriegel and Slocum, integrative negotiations are used to â€Å"achieve results that benefit both parties† (2011, p.397). By consistently explaining and showing Veterans the benefits, they gain by maintaining their health care through VA, and how the outcome will benefit them, VA will continue to receive the federal funding to continue sustained operations for the coming years. According to Hellriegel and Slocum in order for integrative negotiations to be successful, VA should follow these principles: * Separate the people from the problem- VA’s staff must not allow their personal issues with Veterans to interfere with the negotiation process instead focus on the issue at hand. * Focus on interests, not positions – Understand the needs and interests of the clients instead of being concerned about title. * Invent options for mutual gains- This is where creative decision making comes into play. By presenting the client with several alternatives to meet their needs, Winston has a better chance of finding one that the client finds appealing. * Insist on using objective criteria – When dealing with marketing, it is imperative that goals are measurable and obtainable. 2. Determine how evidence-based management could be applied to the work environment you researched. Evidence-based management is defined by Hellriegel and Slocum as â€Å"the premise that using a better, deeper diagnosis and employing facts to the extent possible enable managers and leaders to do their jobs better† (2011, p.425). Hellriegel and Slocum also outline five diagnostic questions to be used to help leaders avoid â€Å"simpleminded quick fixes† (2011, p.425) which address how assumptions are used, if the assumptions are reasonable, and what alternatives could address the same issue more consistently. At Winston there are a few areas where evidence-based management could apply, specifically human resources and scheduling. The human resource department at Winston is responsible for recruiting talent and developing training. Both these tasks are found in almost all organizations, therefore extensive data about how to best approach them is available. In such an instance, utilizing tried and true techniques for evaluating prospective employees and training them to properly do their job saves Winston time and money because they do not have to risk failure trying to develop their own techniques. Scheduling is also an area where there is extensive data that supports how to properly schedule employees to ensure that all client goals are met in the predetermine time frame. In fact, scheduling is one of the major components of Operations Management. 3. Analyze the blocks, stages, and methods of creative decision making to determine the best approach the employer you researched should follow when making managerial decisions. The very nature of the business at Winston lends itself to creative decision making since all the tasks involve the use of some form of creativity. From packaging design to visual stylists, the team at Winston is constantly using their creativity to meet client expectations. As a result of the artistic environment, using creativity when making managerial decisions comes naturally at Winston. There are several blocks, stages and methods of creative decision making yet only one approach would work the best at Winston, Osborn’s Creativity Process. Creative decision making involves several things, but before beginning the process it is important to recognize the blocks that can it from working properly. Perceptual blocks happen when one does not interpret a problem correctly based on a limited scope of understanding. When applied to the type of work done at Winston this can happen if an Account Manager incorrectly stereotypes the target demographic based on their personal experiences. Cultural blocks happen when one has a desire to conform to societal norms, avoid conflict, be practical, and believe that open-ended exploration is a waste of time (Hellriegel & Slocum, 2011, p. 431). The staff at Winston must not be held back by cultural blocks because often the brands they work for are being marketed to an extremely diverse customer base with no clearly defined culture. In fact, part of what Winston does is create the brand’s culture so that like-minded individuals feel a sense of connection and will purchase the products . The final block, emotional, is most often seen as the presence of fear. Whether it is fear of failure, fear of others, or fear of making a mistake this emotion is a strong deterrent to the creative process. According to Hellriegel and Slocum, â€Å"For many organizations, fostering creativity and innovation is essential to their ability to offer high-quality products and services† (2011, p. 432). For Winston’s continued success, creativity and innovation must occur with every client on a consistent basis or they will lose business. For a brand to stand out in the increasingly crowded retail environment, their marketing efforts must be memorable and identifiable. This holds especially true when Winston designs the space a client will occupy in a brick-and-mortar retailer where brands are often thrown together based on functionality. If the space looks like something that has already been done, chances are customers will overlook it and go for something else that catches their eye. Once the three blocks are addressed, the creative process can begin. There are five stages to the creative process that are similar to the phases that are a part of Osborn’s creativity process. The first and second stages of the creative process, preparation and concentration, is similar to Osborn’s first phase, fact-finding. All three focus on identifying/defining and investigating the issue or problem. It is important to note that identifying the problem must be followed by â€Å"gathering and analyzing relevant data† (Hellriegel & Slocum, 2011, p 434) so that there is a solid base to build upon during the following stages/phases. For Winston this may mean discovering that a problem with accessibility and visibility, not the product itself, are the reasons why buyers were not interested in a particular brand at a trade show (supported by sales data). The team at Winston can then use pictures and diagrams of the last trade show booth and layout to create new des igns for the next one during the incubation stage or idea-finding phase. The incubation stage is the third of five stages in the creative process and is similar to the idea-finding phase of Osborn’s creativity process. During this stage/phase, management brainstorms alternative solutions to the problem or issue identified in the previous stage/phase. In order to come up with the best solution possible, no idea should be rejected during this stage and team members should let their imaginations run wild since this is the perfect opportunity to be innovative and separate the client’s brand from competitors. This stage/phase is the most important to a creative services firm such as Winston because the generation of several ideas gives the Account Manager several options to pitch to the client. With a variety of options it is more likely that the client will find one they like and decide to do business with Winston instead of another firm. The fourth stage in the creative process is the illumination stage which â€Å"is the moment of discovery† (Hellriegel & Slocum, 2011, p.432). Similarly, Osborn’s creativity process has the solution-finding phase which involves generating and evaluating possible courses of action and deciding how they should be implemented (Hellriegel & Slocum, 2011, p.435). During this stage management must come to a consensus about which of the ideas generated during the previous stage/phase would best address the problem or issue identified at the beginning of the process. At Winston this would mean narrowing down the ideas generated to the top two or three, pitching them to the client, and then working with the client to implement the one chosen. Verification, the final creative stage, has no counterpart in Osborn’s creativity process. According to Hellriegel and Slocum, this stage â€Å"involves the testing of the created solution or idea† (2011, p. 432). At Winston this may mean building a small version the revamped trade show booth and using it at a few minor shows as a test run before unveiling it at the industries larger trade shows such as WWD MAGIC in Las Vegas. Testing is important because it allows the kinks to be worked out before producing something on a large scale which could mean a huge financial loss if done improperly. Although there are other creative decision making methods, Osborn’s creativity process works best for Winston because it is straight-forward and simple to execute. The other models of creative decision making are electronic brainstorming and De Bono’s lateral thinking. Electronic brainstorming is also not a good option for Winston because the software required to correctly utilize this method is an expense that such a small firm cannot afford when trying to keep their prices competitive. Also, the artistic aspect of the work done at Winston is best collaborated on in-person so that drawings and models can be seen by all involved. De Bono’s lateral thinking method involves the usage of techniques such as analogy, cross-fertilization, and reversal. This method is not the best for Winston because the techniques used to foster the development of new ideas are not feasible for the type of work done at Winston. For instance, the cross-fertilization technique requires the use of outside experts from other fields which means additional expenses that a small firm such as Winston may not be able to afford. The analogy technique requires specific and concrete analogies, whereas the nature of the messages and work done by Winston are abstract. Finally the reversal technique â€Å"involves examining a problem by turning it completely around, inside out, or upside down† (Hellriegel & Slocum, 2011, p. 433). This is the one technique that may work for Winston, but it is a more complex process than Osborn’s and therefore harder to follow. 4. Discuss the environmental and strategic factors that affect the organizational design of the company you researched. Winston utilizes a decentralized network design to ensure efficiency and profitability. According to Hellriegel and Slocum, â€Å"Decentralization is the delegation of authority to lower level employees or departments† (2011, p.460). Decentralization relies upon upper management delegating certain tasks which allow lower level employees to make decisions within predetermined constraints. For instance, Winston’s field merchandisers often need to make changes to their schedules. There are a number of Staffing Managers who are able to review and approve these changes, thus allowing the Senior Manager of Staffing and Analysis to focus on more important tasks. Winston’s horizontal organizational design type is a network. â€Å"Organizational design is the process of selecting a structure for the tasks, responsibilities, and authority relationships within an organization† (Hellriegel & Slocum, 2011, p.446). In the case of Winston, although there are two main offices, New York and San Francisco, a large portion of the work is done by independent contractors throughout the nation in the field. According to Hellriegel and Slocum this is a network design, meaning an organizations â€Å"subcontracts some or many of its operations to other firms and coordinates them to accomplish specific goals† (2011, p. 467). There are several environmental factors that affect organizational design including suppliers, distributors, competitors, and customers (Hellriegel & Slocum, 2011, p448). The first environmental factor to be considered when developing an organizational design is suppliers. Although Winston does not use raw materials to create a product, they still need suppliers to provide office goods and technology. Office goods are used at Winston for basic needs such as printing, taking notes, etc., but also for industry specific tasks such as preparing storyboards and interior space design drawings necessary to acquire and service clients. Technology suppliers are needed for things such as phone and internet service as well as cell phones, analytical software, and computers. As a mid-sized company, Winston must ensure that they work with suppliers that are not only reliable, but also cost-efficient. To guarantee a streamlined ordering process, Winston employs a full-time Purchaser whose sole task is to negotiate with and order from suppliers. The second environmental factor that affects organizational design is distributors. Hellriegel and Slocum define distributors as â€Å"the various organizations that help other organizations deliver and sell its products† (2011, p.449). As a provider of a service, Winston has a small distribution channel in terms of tangible goods, but a large one in terms of intangible service providers. To deliver materials such as tags, name badges and other marketing goods to their network of field merchandisers Winston has a business account with FedEx. Within the organization the Account Managers are responsible for getting material to their subordinates get in a timely manner so that goals are met in the required timeframe. On the intangible side, Winston’s nation-wide network of independent contractors is responsible for delivering the in-store services that clients rely upon Winston to deliver. Competitors are the third environmental factor to be considered when determining organization design. Hellriegel and Slocum wrote, â€Å"Competitors can also influence the design of an organization because they drive the organization to become more productive† (2011, p.449). As a mid-sized company, Winston must work extremely hard to ensure they remain cost competitive against larger retail marketing firms. To do so, Winston needs to utilize a design that is â€Å"simple and easy to manage† (Hellriegel & Slocum, 201, p. 449). One way major way Winston does this is by keeping their employee count low. Account Managers handle several accounts at once, decreasing the need for a large number of employees on this level. Also Winston uses part-time independent contractors in the field instead of full-time staff to make the payroll process simpler as it does not include tax or benefit deductions. The final environmental factor that influences organizational design is customers. At Winston the customers are the retail companies that hire them to do a wide variety of marketing tasks such as merchandising, brand promotions, environmental design, etc. To develop and maintain accounts with valuable clients and remain competitive, Winston offers personalized services with an eye for detail. As mentioned in paragraphs above, Winston works hard to ensure that overhead remains low so that they can offer competitive pricing. References Hellriegel, D., & Slocum, J. W., Jr. (2011). Organizational behavior: 2011 custom edition (13th ed.). Mason, OH: South-Western Cengage Learning. Krivis, J. (2006). Can we call a truce? Ten tips for negotiating workplace conflicts. Employment Relations Today (Wiley), 33(3), 31-35. doi:10.1002/ert.20115 Supplier Relationships.(2012). Retrieved September 7, 2012 from http://www.entrepreneur.com/encyclopedia/term/82658.html

Best Practices in Training and Development Essay

Training and development is the keystone of successful company’s operation. There are a lot of training methods today that can be used for staff training. Many of the training options that are easily available take too much time, are too high-priced, are curriculum and course oriented and do not match the needs of the company or enterprise. That is why it is very important to realize all pros and cons of these methods. Instructor – Led Classroom Training. Pros: High quality delivery; Immediate Q & A; Leverage student questions. Cons: Costly student/trainer expense; Costly one-to-few training; Training often too soon/too late; Trainer must be knowledgeable of multiple applications. Best for: Multiple students of similar skill level; Training in single location; Observable performance Interpersonal skills/feedback; Highly interactive knowledge sharing. Worth for: Students of widely-varying skill levels; Training for large system/process rollout; Consistency across learner groups. Asynchronous Web – Based Internet/Intranet Training. Pros: Just-in-time training; No travel costs; Self-paced learning; Remedial training at no cost; Consistency; Possible increased retention; Easily distributed/updated training materials. Cons: Self-directed motivation can be problematic; Lack of classroom collaboration; May be viewed as â€Å"done on your own time†. Best for: Basic training; Students in multiple locations; As part of instructor-led training course. Worth for: Observable interpersonal skills/feedback; Real-time knowledge sharing. Synchronous (real-time) Web – Based Internet/Intranet Training. Pros: High quality delivery; Immediate Q & A; Leverage student questions; Rapid, low-cost content. Cons: Cost-per-student higher than asynchronous training; Network connection needed. Best for: Basic training; Students in multiple locations; Highly interactive knowledge sharing; Hands-on application training. Worth for: Students of widely-varying skill levels Observable interpersonal skills/feedback. What training method is the most useful and productive? Jim Campbell, Hudson’s Bay Company’s organizational management senior manager, said on the Canada’s Learning and Development Conference, that e-learning is not the be-all and end-all solution. His preferred approach is blended learning, where technology-assisted learning is integrated into more traditional training methods. â€Å"E-learning staff learned an important lesson when 5,000 binders of material meant as support for the online courses were distributed to employees†, said David Wright, TD learning and development senior manager. â€Å"About a year later, when we’d travel to the different branches, we’d still see people holding on to those binders. † Wright said some employees were simply choosing to print out all of the online material and study it in paper form anyway. He says the company acknowledges that not everyone learns in the same fashion, adding e-learning is best combined with peer-assisted training and one-on-one coaching. A blended approach to learning is not always an easy sell. Banks are conservative organizations and many TD employees had a hard time getting over a â€Å"computer-phobia,† Wright said. To this day, the company has to use scare tactics to get some of its employees to complete online courses, for example, when an online course is a pre-requisite for a seminar. In most midsize or large companies, internal training and development is viewed as a strategic imperative. â€Å"I’m all for the renaissance person,† says Lee Dailey, director of executive and management development at United Technology Corp. Dailey heads the Hartford, Connecticut, conglomerate’s Employee Scholar Program, a legendarily generous plan under which every one of UTC’s 200,000-plus employees is eligible for 100 percent reimbursement of all educational costs, including tuition, registration fees and books. Courses do not have to be directly related to the participant’s job. â€Å"If you’re an engineer for our Pratt & Whitney division and you want to study Middle Eastern religion, go ahead,† Dailey says. In addition, employees are given three hours off each week to work at their studies or attend class. When employees earn a degree, they are awarded $10,000 worth of company stock. Currently, 15 percent of UTC’s workforce is enrolled. Last year the company paid out $60 million, and it has spent $400 million since 1996, when the scholar program was instituted in its current form. The program, Dailey says, has never been evaluated for ROI. â€Å"Inherently, people understand that a better-educated workforce is a more productive workforce. † This is the philosophy of longtime UTC CEO George David, Dailey adds. â€Å"He wants the best-educated workforce on the planet. † Training and continuing education are tracked at General Motors, says Jeff Johnson, director of benefit operations worldwide for the auto company. Under the firm’s Salaried Employees’ Tuition Assistance Plan, managers must get approval from their supervisors before enrolling in courses that will earn them a desired undergraduate degree or advance their technical or managerial skills. â€Å"They’re very rarely turned down,† Johnson says, adding that few employees want to waste their time or GM’s money on irrelevant courses. The yearly limit at GM is $6,400 per individual for undergraduate education and $10,000 for postgraduate courses. Generally, large companies are the most generous with tuition dollars, but small and medium-sized companies do their best to keep up. Washington Trust Company, a 16-branch bank in Westerly, Rhode Island, gives tuition assistance to 70 of its 450 employees. Undergraduates must obtain a grade of at least C in their courses, and graduate students a B. Last year the company spent $73,000, and Kristen DiSanto, vice president for human resources, considers it money well spent. 1. Workforce Management on the Web 2004. Pros and Cons of Training Modes. 17 Oct. 2004 2. Rola, Monika. â€Å"Don’t forget the human touch: enterprises swap horror stories and best practices with their e-learning initiatives – IT Training & Careers. † Computing Canada 25 Apr. 2003. 17 Oct. 2004 3. Meisler, Andy. â€Å"A Matter of Degree. † Workforce Management May 2004. 17 Oct. 2004

Merits and demerits of a balanced scorecard

Merits and demerits of a balanced scorecard Introduction Many organizations in the twenty first century usually use the balanced scorecard to align their strategies and visions. This is usually one of the strategic plans within such Companies. This concept is also usually incorporated by non profit organizations and government bodies.Advertising We will write a custom research paper sample on Merits and demerits of a balanced scorecard specifically for you for only $16.05 $11/page Learn More It is also usually used in the measuring of overall performance of organization in relation to set goals. Some businesses usually use it to enhance their external and internal communications. (Atkinson, 2006) This concept is mostly known to have been initiated by Kaplan in the early 1950’s but started being implemented in the nineties. This model is mostly used to analyse employees’ activities throughout the year. This concept is usually praised for its advantages as a management framework within org anization. It is also highly criticized for its various limitations experienced by users. This paper looks in-depth at the pros and cons of a balanced scorecard framework of performance management. (Kaplan and Norton, 2004) Merits Balanced view of organizational performance Just like any other framework of managing performance within organizations, the balanced scorecard has its pros and cons. One of the merits of the balanced scorecard is that managers are able to have a view of organization’s performance that is usually balanced in nature. This is comparing to other traditional methods that were used to analyse Company performance. In most cases, the methods would give financial aspects of the business only. They usually overlook other aspects that are part of organizational performance. (Kaplan and Norton, 2004) The balanced scorecard looks at all the features in the light of Company objectives. This enables management team to ascertain whether Company objectives are being met or not. This is considering the fact that an organization may be performing spectacularly in financial terms but has poor organizational development. (Neely, 2007)Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This also could include very poor customer satisfaction. It is also possible for an organization to be making enviable profit while its communication systems are poor and processes outdated. A balanced scorecard helps managers to analyze all these aspects and to have an overall view of the Company performance. Through the use of a balanced scorecard, there is a comprehensive view of the organization. (Pandey, 2005) This tends to overturn the conventional idea of organizations having separate departments and isolated functions. It helps to show that all units within organizations are correlated. Analysis of all essential departments helps management team to co rrect areas that require change. This also includes putting rectification measures in time before the Company’s performance is adversely affected. (Zanini, 2006) Helps in implementing organizational development Through the use of a balanced scorecard, it is easy to implement organizational development. Organizational development is usually implemented in an official and organized way. It involves, coaching and instructing employees in areas of need. It also helps in accomplishment of organizational goals. Majority of the goals are usually long term in nature. Organizational development is known to be part of the strategic plan in many Companies. This is where staffs are trained and educated on various areas such as customer care and resource management. The use of a balanced scorecard may show the customer care levels to be very low within the organization. This usually indicates that staffs need training on customer care. Through this method, staffs easily trained on areas s hown to have a deficit in service delivery. Research shows few managers implement strategic planning. (Atkinson, 2006) The use of strategic maps as part of the balanced scorecard helps the organization to know its participation in achievement of strategic goals. The balanced scorecard in itself can be used to educate staffs on different organizational aspects.Advertising We will write a custom research paper sample on Merits and demerits of a balanced scorecard specifically for you for only $16.05 $11/page Learn More Through the balanced scorecard, it is easier to show staffs on the essence of incorporating more training and development. Staffs get to know the effect of training on overall performance of the organization both in the short term and long term. (Neely, 2007) Benefits of long term performance remedies are enjoyed Further analysis of the balanced scorecard shows that it is quite advantageous as compared to other traditional methods. Other tradit ional methods of performance management analysed financial situations in the Company. This usually resulted in incorporation of short term remedies on handling the problem. For instance, an organization in financial performance would have short term corrective measures put in place. These usually included an increase in prices among other interventions. (Pandey, 2005) Most of the times the short term remedies never worked in the long run resulting in a situation where organizations still had the initial problem to solve. When using a balanced scorecard, managers analyse both the short term and long term effects of remedies. This usually helps as managers are able to put in place strategies that work well for the organization even in the long term. Organizations that usually utilize the balanced scorecard as a framework of managing performance benefit from long term interventions of improving performance. (Zanini, 2006) Flexibility Analysis of the balanced scorecard shows that it mak es it very easy to make amendments to the organization when need arises. This makes the system to be highly portable and quite flexible to use. Global and local business markets are usually known to be very unpredictable with changes occurring on a day to day basis. Such changes in the business environment usually necessitate organizations to make internal changes. A balanced scorecard usually helps to make necessary amendments in case of such changes in the business environment. A balanced scorecard helps to make changes in objectives and day to day measures so that strategic goals within the organization can be achieved.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Clear map that is strategic in nature Research shows that the balanced scorecard clearly illustrates the strategic and operational features in an organization. In most cases, organizational measures, actions and day to day decisions tend to waver away from the organization’s strategy. The management team in the organizations usually assumes that they are usually working on strategic goals while this is not usually the case. (Neely, 2007) The incorporation of the balanced scorecard as a framework of managing organizational performance helps in this realization. It usually provides a clear map that is strategic in nature. This also usually includes the cause and effect features of every action. These usually include measures taken on a day to day basis in relation to organizational goals. These strategic maps are simple and can be interpreted by any of the staffs within the organization. This is even those who may not have any prior knowledge in strategic management. (Zanini, 2 006) Planning tool A balanced scorecard is usually very essential in organizations since it can be used by managers as a planning tool. As earlier on illustrated, the business environment is highly characterized by uncertainty. Despite this, a balanced scorecard can be used to put in place a rational budget for a business’ financial year. It can also be used for resource allocation. This is more so financial and material resources within an organization. This is usually based on the fact that a balanced scorecard provides a fact based and systematic management framework. This usually helps to replace planning based on intuition. It usually helps managers to anticipate future outcomes. This is usually because of leading indicators in a balanced scorecard. The simulations and cause –effect features of the balanced scorecard make planning easier. (Neely, 2007) Facilitates improvements within an organization A balanced scorecard is usually known to facilitate improvement w ithin an organization. A balanced scorecard raises the visibility of managers on what is going on within the organization. This is because it shows areas that are currently performing well and those that are performing poorly. At one glance, managers can identify areas that need to be worked upon. (Neely, 2007) Through this, managers easily identify areas that require urgent changes. This spurs improvements to be carried out within the organization. Managers are usually able to identify best practices within an organization through the use of a balanced scorecard. Proponents of this model assert that a balanced scorecard helps to create more innovation opportunities within organization hence improvement of service provision and overall performance in organizations. (Zanini, 2006) Enhances accountability Unlike other traditional frameworks of performance management, the balanced scorecard is more comprehensive in nature. Various features within the organization are thoroughly analyse d and not just financial aspects. This tends to encourage accountability of stakeholders within the Company. This is founded on the fact that the work done in every department has to be analyzed. This in most cases is not just the accountability of employees but also that of the management team. (Pandey, 2005) Some organizations tailor the balanced scorecard such that time management of all staffs and management team is analysed. This also usually includes the way they relate to other staffs within the organization. Employees and management team tend to be more responsible as they go about their duties. (Kaplan and Norton, 2004) Essential in benchmarking Balanced scorecard helps managers to identify areas that are performing poorly within the organization. Benchmarking is part and parcel of strategic management. Many businesses are incorporating benchmarking in order to enhance efficiency and effectiveness. An essential step in benchmarking is identifying processes within an organiz ation. Generally, benchmarking gives a different view of handling quality issues within an organization. It actually acts against any resistance to change whatsoever. This entire process can be carried out by an organization as an individual venture or as a joint undertaking between organizations. (Kaplan and Norton, 2004) A balanced scorecard makes it easy for managers to identify the process within the Company. It also makes it easy to compare the performance of various processes and departments. This allows improvement of quality of production, service delivery to be improved through benchmarking process. It is also essential to note that the balanced scorecard can be used for comparing performance of processes and departments between organizations. (Neely, 2007) Break down of measures at the corporate level A balanced scorecard is usually known to help in breaking down measures at the corporate level. This is such that managers at local levels clearly understand their role in en hancing organizational effectiveness. This also includes the role of the rest of the employees within the organization in improving overall corporate effectiveness. This makes stakeholders take their positions and roles since they get to understand the organizational measures in their respective levels. This means that the organizational strategy is usually made operational through overall translation into targets and measures for each group of staffs. (Zanini, 2006) Limitations Scorecard metrics There are also some limitations of using a balanced scorecard as a framework of managing performance in organizations. One of limitations is the fact that the metrics in the framework do not relate to all organizations. It means that the balanced scorecard metrics cannot be used for all organizations that would desire to use it. This usually leads to a situation where some organizations incorporate the balanced scorecard, use the metrics. These are usually not beneficial to the organization . This makes the entire process of using the balanced scorecard meaningless as the organization may not benefit at all. It is usually recommended that managers tailor make metrics that are usually relevant to the organization before using the balanced scorecard. This would help analyse and improve current performance. (Atkinson, 2006) Limited view of organizational performance Critics of the balanced scorecard assert that it does not give a full view of Company performance. The scorecard has four major areas that managers use as a framework of analyzing performance. These areas in essence are mostly meant to show development and growth aspects of any business. The four areas, according to critics, do not who the overall picture of performance in an organization. It is usually worth noting the financial metric on the framework is not comprehensive in nature. It is highly recommended that managers use the balanced scorecard as part of strategy that is bigger. There is mostly the need for organizations to incorporate comprehensive accounting models as part of the bigger strategy. This usually helps to have a more overall view of Company performance. (Atkinson, 2006) Incorporation of non financial measures For an organization to use the balanced scorecard, it has to tailor the metrics to the Company processes in order to enhance relevancy. This means that managers have to include non financial metrics in order to have an overall view of performance. This has been cited to be a complicated venture. This is usually based on the fact that organizations usually have many non financial departments. It is mostly difficult for managers to identify non-financial metrics to be included and those that should be excluded. This is because the balanced scorecard cannot be effective if all dimensions within the organization have to be included in the framework. (Kaplan and Norton, 2004) When the dimensions are very many, the balanced scorecard usually has high chances of failin g. Critics of the balanced scorecard assert that it is challenging to track non-financial dimensions. This is because the dimensions are usually subjective in nature. The biggest challenge for managers is to include dimensions that are mostly related to outcomes that are usually defined in nature. (Neely, 2007) Time consuming While the balanced scorecard has been applauded for myriad advantages, it has one major limitation. It is usually a very time consuming process. This requires managers to burn the midnight oil trying to workout the balanced scorecard to suit their organizations. Collecting information concerning all the metrics on the balanced scorecard takes a lot of time. Usually this involves collecting information from various stakeholders within the organization. The implementation of the balanced scorecard requires participation of both the management team and staffs. If any of them fails to participate then, the process can never be successful. This in the long run is us ually quite time consuming. (Pandey, 2005) Limited in scanning external environment A balanced scorecard is an essential tool of analysing the internal environment in organizations. This tool is usually limited since it cannot be used to scan the external business environment. This means that balanced scorecard cannot be used in scanning external environmental factors. It cannot replace external environmental systems used to analyse the environment. Managers need to incorporate other systems when scanning the external environment. (Pandey, 2005) Resistance in initiating balanced scorecard Researchers assert that there are various challenges commonly faced when managers try to implement a balanced scorecard. It is usually resisted by some of the staffs during the initiation process. This is usually because they do not see the holistic picture. This requires total commitment of top management. In most cases, employees tend to resist the new system, since they perceive it as a tool tha t is mostly used to show underperformance. Some staffs tend to perceive it as unnecessary addition of administrative tasks. (Atkinson, 2006) Conclusion A balanced scorecard is usually incorporated as part of a Company’s strategies. It mostly used to align strategies and visions in organizations. It is also usually used in the measuring of overall performance of organization in relation to set goals. This concept is mostly known to have been initiated by Kaplan in the early 1950’s but started being implemented in the nineties. This model is usually used to analyse employees’ activities throughout the year. The model has various advantages and limitations. A balanced scorecard gives balanced view of organizational performance. It enhances flexibility when amendments need to be made. It also usually encourages accountability of staffs and even the management team. It is useful to benchmarking process and helps in implementing organizational development. A balanced scorecard also has its limitations. This includes the fact that it is time consuming. It requires a lot of time to include all the metrics in the framework of performance management. It is quite challenging for managers to include all the metrics in the balanced scorecard. It is limited in scanning external environment. This means that it can only be used in scanning the internal environment in organizations. Critics of the balanced scorecard assert that it gives a limited view of organizational performance. This is because it is not all inclusive in terms of relevant metrics in organizations. All in all, balanced scorecard is quite instrumental in organizations and the merits far outweigh the limitations. References Atkinson, H. (2006). Strategy Implementation- A role for the Balanced Scorecard:  Management Decision. 44, 10: 141-1460. Kaplan, R., and Norton, D. (2004). Measuring the strategic readiness of intangible  Assets: Harvard Business Review, 82(2): 52-63. Neely, A. (200 7). The search for meaningful measures: Management Services 51, 2:14-17. Pandey, I. (2005). Balanced Scorecard Myth and Reality: Interfaces, 30, 1: 51-64. Zanini, M. (2006). The Balanced Scorecard here and back: Management Accounting Quarterly, 7, 4: 18-23.

Free Essays on Gtos

The Pontiac GTO was born in 1964. It became known as â€Å"The Great One†, â€Å"The Goat†, or just â€Å"The Legend†. The 1964 GTO almost did not make it off the production line. In the early 1960’s Pontiac had a policy that the weight of the car would determine the engine size. Then in 1962 a few Pontiac engineers decided to take a chance and change the rules. The problem they had is that at this point in time not many new vehicles made it through the critics. So the engineers decided to make the vehicle a Lemans instead of a GTO. The Lemans had been around for a while so it made it easier to pass by the critics. When they brought out the new Lemans it came out with a GTO option. One of the things this option included was a 389 cubic-in engine, which in the eyes of the critics was too powerful. Pontiac did not know how the public would react, so they only projected 5,000 GTOs’ would be sold. In 1964 the Pontiac sold over 32,000 GTOs’ instead of 5,000. The sales of the GTO were astronomical compared to predictions. This made Pontiac think twice about the GTO. Pontiac decided to bring the GTO out as a model of its own. In 1966 Pontiac came out with its new GTO model. It was no longer a Lemans with a GTO option. For this year Pontiac completely redesigned the GTO. It was less boxy and had more of a streamline design. The 1966 GTO was the last vehicle with the tri-power carburetor. This carburetor was a monster in producing power, but was a terrible gas hog. The 389 cubic-in engine was still the powerhouse that ran the vehicle. This year Pontiac sold over 95,000 GTOs’. The biggest difference in the 1967 from the 1966 GTO was the new 400 big block engine with the Rochester Quadra-jet (two double barrel carburetors connecter together). Then in 1968 Pontiac completely redesigned the GTO once more. This year the GTO became more aero dynamic. They still had the 400 big blocks, but the Rochester Quadra-jet carburetors were no l... Free Essays on Gto's Free Essays on Gto's The Pontiac GTO was born in 1964. It became known as â€Å"The Great One†, â€Å"The Goat†, or just â€Å"The Legend†. The 1964 GTO almost did not make it off the production line. In the early 1960’s Pontiac had a policy that the weight of the car would determine the engine size. Then in 1962 a few Pontiac engineers decided to take a chance and change the rules. The problem they had is that at this point in time not many new vehicles made it through the critics. So the engineers decided to make the vehicle a Lemans instead of a GTO. The Lemans had been around for a while so it made it easier to pass by the critics. When they brought out the new Lemans it came out with a GTO option. One of the things this option included was a 389 cubic-in engine, which in the eyes of the critics was too powerful. Pontiac did not know how the public would react, so they only projected 5,000 GTOs’ would be sold. In 1964 the Pontiac sold over 32,000 GTOs’ instead of 5,000. The sales of the GTO were astronomical compared to predictions. This made Pontiac think twice about the GTO. Pontiac decided to bring the GTO out as a model of its own. In 1966 Pontiac came out with its new GTO model. It was no longer a Lemans with a GTO option. For this year Pontiac completely redesigned the GTO. It was less boxy and had more of a streamline design. The 1966 GTO was the last vehicle with the tri-power carburetor. This carburetor was a monster in producing power, but was a terrible gas hog. The 389 cubic-in engine was still the powerhouse that ran the vehicle. This year Pontiac sold over 95,000 GTOs’. The biggest difference in the 1967 from the 1966 GTO was the new 400 big block engine with the Rochester Quadra-jet (two double barrel carburetors connecter together). Then in 1968 Pontiac completely redesigned the GTO once more. This year the GTO became more aero dynamic. They still had the 400 big blocks, but the Rochester Quadra-jet carburetors were no l...

Fundraising Plan Assignment Example | Topics and Well Written Essays - 250 words - 1

Fundraising Plan - Assignment Example This year, â€Å"West Liberty website† (2014) emphasizes that the University requires a total of $ 4 million that will benefit the entire student community as well as, the community around the institution. The effect of the fundraising will reflect not only this year, but, also in many years to come. The fundraising will improve the institutions, athletic programs so that the institution can retain its ‘nation’s finest’ athletics title. â€Å"The State Journal† (2014) was keen to note, that during the last summer, the institution started a new master’s degree in Physician Assistant Studies that will require qualified lecturers to be recruited as well as other supporting staff. This fundraising will enable the new degree program become a success and see that the graduates will become productive in their areas of expertise. Garecht (n.d) states that a fundraising plan requires a reliable team and the use various fundraising techniques that will help in making the most from a campaign. The first fundraising tactic that will be used events which will be both major and minor. The minor event will be a â€Å"gala dinner-dance† that will be held on the 20th of October, 2014. The aim of planning this gala event is to raise approximately $1 million dollars out of the $ 4 million target of this year. In kind donations are welcome from our donors and parents through direct mail or online giving through our website page. The fundraising will also target our past and potential donors from banks and other financial institution for a target of $ 1.5 of the total $4 million this year. The institution will also hold a â€Å"walk for Western Liberty University† campaign that will be held on the 30 of November, 2014 with a target of $ 1 million. The annual final event that will close this year’s fu nd raising will be a golf tournament and, thanksgiving at the school’s stadium that will host all NCAA Division-II institutions on the 20th of December, 2014. The target for

Equity and trusts Essay Example | Topics and Well Written Essays - 2000 words

Equity and trusts - Essay Example pective of property relations such that even if married couples lived together in a property owned by one of them prior to the marriage and used the same as family home after the marriage the law does not deem the newcomer as a part owner of such property. Albeit the courts enjoy wide discretion under the Matrimonial Causes Act of 1973 to distribute the properties between divorced husband and wife, a declaration dividing the matrimonial home equally between the ex-spouses cannot be made ipso facto because courts usually take into account legalities and legal requirements in adjudicating such property. Thus, in Pettitt v Pettitt [1970] AC 777 HL, the Court declared that the husband has no equitable interest in the couple’s family home despite the fact that he contributed labour and money in the improvement of the property. The Court held that the wife is the legal and equitable owner of the property because she used her own money in its purchase. This decision was held despite the fact that the husband relied on the provision of s 17 of the Married Women’s Property Act 1882, which allowed the Court discretion to distribute properties between contending husbands and wives. In another interesting case, Lloyds Bank v Rosset [1991] 1 AC 107, [1991] All ER 1111, a married couple purchased a farmhouse out of family funds. The sellers, however, insisted that the purchase should be made in the name of the husband alone but the wife had a significant role in supervising the extensive repairs over the property. The family funds, however, were not enough to pay for the entire purchase price of the property and the husband, without the knowledge of the wife, sought loan from a bank and secured the same with a legal charge over the property. When the payments for the loans defaulted, the bank moved to foreclose the property over the objection of the wife who claimed beneficial interest over it. The Court disagreed holding that the wife had no beneficial interest over it