«The Top Principles of Communication Corporations, organizations and even the individuals that make them up are in a culture where super-communication is of ...» Document abstract
$2.95
3 word format
Language : english
marketing
school essay
date published
17/12/2007
review : not yet assessed
level : General public
requested 1 times
SummaryCorporations, organizations and even the individuals that make them up are in a culture where super-communication is of utmost importance. Cell phones, pagers, e-mail and instant messenger make communication more evolved then it was even ten years ago and while person-to-person communication has gone down, communication has increased drastically because the world has become an international playground. Here is a list of the top ten principles of communication. All the principles are relevant today although they have been adapted to fit today’s standards as opposed to yesterday’s guidelines.
« Basic rhetorical principles were introduced in ancient Greece by Isocrates and Aristotle (Parrish Currently, communication is one of the top five majors in ...» Document abstract
$7.95
8 word format
Language : english
psychology
term papers
date published
11/12/2007
review : not yet assessed
level : Advanced
requested 4 times
SummaryCommunication is an omnipresent concept that traverses all aspects of an individual's life. However, when asked exactly what communication encompasses or how to define it, even communication scholars are left perplexed or overwhelmed at the varying degrees of answers that will undoubtedly be given to depict what communication actually is. Why is this? Communication appears in our world in a plethora of avenues and in countless ways due to varying degrees of association. Therefore, with innumerable ways of analyzing and discussing communication, a tangible model or theory of communication needed to be developed in order to better communicate about communication not only as a field but also a human construct. Robert T. Craig recognized the need to develop a metamodel in able to formulate more identifiable and valid communication theories within the field of communication studies. Craig posits in his article Communication Theory as a Field, "communication theory [is] a dialogical-dialectical field according to two principles: the constitutive model of communication as a metamodel and theory as a metadiscursive practice" (Craig, 1999). Craig is hypothesizing that communication theory should operate within an analytical space of logical argumentation, its dialectical nature, formulated through dialogue.
« social cognition research has been that top-down, theory function that follows the basic principles of information a schema for effective communication, and of ...» Document abstract
$7.95
8 word format
Language : english
psychology
research papers
date published
13/11/2007
review : not yet assessed
level : Advanced
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SummaryThe vast majority of mental processes are outside of conscious awareness. These processes can impact thinking, feeling, and behavior despite the lack of conscious awareness. Consciousness can be thought to include two elements: awareness and sentience, the quality of the experience. Each form of consciousness has intrigued philosophers and scientists for many years and various theories have been proposed to explain these phenomena. Little is known about the basic mechanisms that underlie the sentient experience of consciousness. Phenomenal awareness has been the focus of active research and has yielded some basic ideas about the role of consciousness in cognition. One essential issue is that the effective processing of mental representations does not require conscious awareness. However, the intentional, strategic alteration in patterns of processing may necessitate the involvement of consciousness in order to achieve a new outcome. Thus, consciousness is not required for most processes, but its involvement allows for a qualitatively different result in representational transformations. One example of this is in memory processing in which explicit memory requires focal, conscious attention or awareness in order to encode events into explicit form. Such representations are later available for conscious retrieval when they can be examined and transformed for intentional purposes, such as the recollection of facts or autobiographical knowledge.
« Within this context, the principles of TQM in it needs to be on the top by offering globalization, workforce diversity, cross-cultural communication, and the ...» Document abstract
$9.95
11 word format
Language : english
business strategy
research papers
date published
22/10/2007
review : not yet assessed
level : Expert
requested 39 times
SummaryTotal Quality Management is a component of strategic managment, which improves an organization from top to bottom. In particular, it is a structured approach, which aims at enhancing customer satisfaction and loyalty through a continous improvement of services quality.
Total Quality Management in services is extremely sensitive to ineffective strategy implementation. Services are delivered to consumers as soon as they are produced by the provider and this inseparability of production and consumption requires extremely effective processes in TQM implementation.
Total Quality Management in services is extremely sensitive to ineffective strategy implementation. Services are delivered to consumers as soon as they are produced by the provider and this inseparability of production and consumption requires extremely effective processes in TQM implementation.
« In executing the principles of "The Great Society" as an of the country was characterized by a "top to bottom" one as "Johnson's communication Style Undermined ...» Document abstract
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8 word format
Language : english
humanities/philosophy
presentation
date published
19/02/2008
review : not yet assessed
level : Advanced
requested 0 times
SummaryWhen one thinks of the president Lyndon Baines Johnson, typically one associates him with the turbulent period we call the ‘sixties.’ Whether or not his term in office merely coincided with this era is an issue often debated. Nonetheless, his commanding presence has left an indelible mark on history. However, the fact that Johnson served as president during the largest commitment of troops to the Vietnam conflict as well as in sight of the birth of modern welfare and other social programs is not coincidental. His initiatives in these areas were largely due to his views on foreign and domestic policies. More specifically, Lyndon Johnson demonstrated a high idealism in many respects. This attitude that was reflected in his policies truly define Johnson as being firm in his convictions; so much so that his leadership strategies were what some may refer to as unilateral and self executed. Unlike some presidents before and after him who relied heavily on the council and direction of their own administration, Lyndon’s approach was more self guided. This phenomenon came in under the shadow of the JFK assignation and subsequent presidency. With this and numerous other facts in mind, what will be done in this paper is an overview of the Johnson presidency. The unilateralism of Johnson’s “top to bottom” micro management of the Vietnam War as well as his “Great Society” campaign will be examined, as well as the cloud that loomed over his residency in the White House after the JFK tragedy.
« in Unilever across boundaries, the top management has etiquetage, une publicite et une communication `a la Conduite des Affaires (Code of Business Principles). ...» Document abstract
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18 word format
Language : english
management
theses
date published
30/12/2005
review : not yet assessed
level : Expert
requested 1 times
SummaryWe have decided to study the company Unilever for several reasons. Firstly, Unilever is a European company that is one of the biggest multinational in the world. Secondly, as we have chosen to study the corporate culture of multinationals, Unilever presents a quite particular corporate culture. Indeed, as opposed to most of other multinationals, Unilever presents values based on human relationships and local autonomy. Finally, we had the opportunity to get an interview with a Unilever’s executive called Stéphane Verhaeren. He is Brand Manager for Knorr Culinary Aids.
Unilever is an Anglo-Dutch company which owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs more than 247,000 people and had a worldwide revenue of 48 760 million euro in 2004. Unilever has two parent companies: Unilever NV in Rotterdam, Netherlands, and Unilever PLC in London, United Kingdom. The current non-executive Chairman of Unilever N.V. and PLC is Antony Burgmans while Patrick Cescau is Group Chief Executive. Unilever's major competitors include Nestlé and Procter & Gamble.
Unilever is an Anglo-Dutch company which owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs more than 247,000 people and had a worldwide revenue of 48 760 million euro in 2004. Unilever has two parent companies: Unilever NV in Rotterdam, Netherlands, and Unilever PLC in London, United Kingdom. The current non-executive Chairman of Unilever N.V. and PLC is Antony Burgmans while Patrick Cescau is Group Chief Executive. Unilever's major competitors include Nestlé and Procter & Gamble.
Table of Contents- The history of Unilever
- Corporate culture theory
- Hofstede's cultural dimension
- Description of the management style
- Sociability and solidarity: Two Dimensions, Four Cultures
- Practical case: Unilever
- Description of Unilever's culture
- Harmonization of corporate culture in Unilever
Les internautes ont également acheté « Schurman, HM Director of External Communication put it. "Support from the top has never disassembly guidelines, further refines these principles while stepping ...» Document abstract
$9.95
29 word format
Language : english
ecology & environment
term papers
date published
12/02/2007
review : not yet assessed
level : Advanced
requested 87 times
SummaryIn March 2005, the UN released its Millennium Ecosystem Assessment , the first comprehensive scientific audit of the state of the planet. Completed over four years by 2,000 experts, the survey demonstrates that economic activity has destroyed 60% of the Earth’s life-supporting ecosystems, threatening humanity’s ability to sustain its standards of living. Thus, even though the Industrial Revolution has brought about a tremendous rise in the standards of living of most in the Western World, and although globalization is spreading this wealth to an increasing number of people in the developing world, a growing number of worrisome environmental trends suggest that our current economic model is not sustainable in the medium- to short- run.
Faced with this diagnostic, environmentalists have traditionally argued that we need to put a halt on economic growth. This did not prove very popular in developed countries, where as Mr. Bush Sr. once put it “the American way of life is not on the table”, nor in developing countries, where economic growth is badly needed to lift billions out of poverty. For these reasons, the concept of eco-efficiency emerged as a way to reduce the environmental footprint of economic development. The idea was that by generating more production from smaller quantities of raw materials and energy, all the while generating less waste, an eco-efficient business model would inflict a lesser strain on the planet. While more politically acceptable, this view does not make our current model sustainable. It merely pushes back the time when mankind will run into serious environmental, and hence economic and societal, problems.
Fortunately, a new way of thinking about the relationship between the economy and the environment has emerged. With the Cradle-to-Cradle design protocol, architect Bill McDonough and chemist Michael Braungart are crafting an economic model that, by mimicking natural ecosystems, will allow us to thrive while restoring, not destroying, the planet.
Faced with this diagnostic, environmentalists have traditionally argued that we need to put a halt on economic growth. This did not prove very popular in developed countries, where as Mr. Bush Sr. once put it “the American way of life is not on the table”, nor in developing countries, where economic growth is badly needed to lift billions out of poverty. For these reasons, the concept of eco-efficiency emerged as a way to reduce the environmental footprint of economic development. The idea was that by generating more production from smaller quantities of raw materials and energy, all the while generating less waste, an eco-efficient business model would inflict a lesser strain on the planet. While more politically acceptable, this view does not make our current model sustainable. It merely pushes back the time when mankind will run into serious environmental, and hence economic and societal, problems.
Fortunately, a new way of thinking about the relationship between the economy and the environment has emerged. With the Cradle-to-Cradle design protocol, architect Bill McDonough and chemist Michael Braungart are crafting an economic model that, by mimicking natural ecosystems, will allow us to thrive while restoring, not destroying, the planet.
Table of Contents- Why our current economic model is unsustainable
- Why eco-efficiency alone is not the solution
- How C2C draws on nature to fix our model
- How to apply C2C to product design
- C2C in action: Herman Miller and the Mirra' Chair
- C2C: the next industrial revolution?
- Exhibits
« planning and implementation, communication, project management Group to integrate the principles of sustainable mediating effects of Top Management Discretion ...» Document abstract
$9.95
36 word format
Language : english
business strategy
presentation
date published
27/07/2006
review : not yet assessed
level : Expert
requested 34 times
SummaryCorporate philanthropy has been common for the last 50 years. After the mid 1990’s companies started to align their philanthropy programs with the business interests. This results in a convergence of social and economic objectives: strategic corporate philanthropy. But what is the return on the contributions companies make in philanthropy? This thesis investigates the return on corporate philanthropy for companies, and how this return can be maximized. The literature on corporate philanthropy is discussed. In chapter 5 this theory is compared with the philanthropy program of Shell. It can be concluded that the philanthropy program of Shell corresponds to strategic corporate philanthropy as discussed in the theory. Return on philanthropy can be maximized when consumer loyalty, reputation and employee commitment are enhanced. Besides, cooperation with other organizations, international character and duration of the program influence the return on corporate philanthropy.
Table of Contents- What is corporate philanthropy?
- Introduction
- Definition
- Philanthropic contributions
- Philanthropy and Strategy
- Strategic corporate philanthropy and marketing
- Philanthropy as investment
- What is the return on corporate philanthropy?
- Introduction
- Intangible and tangible returns
- How to maximize the return on corporate philanthropy
- Theoretical framework
- Shell and corporate philanthropy
- Introduction
- Research Method
- Shell and corporate philanthropy
- Do theory and practice match?
«Knowledge, growth without scale effects, and the product life cycle. ...» Document abstract
$9.95
260 word format
Language : english
economics
theses
date published
27/07/2006
review : not yet assessed
level : Expert
requested 33 times
SummaryFor several reasons, knowledge cannot be treated like any other commodity. One of these reasons is the nonrivalrous nature of knowledge, which means that one person’s use of certain knowledge does not diminish another person’s use of the same knowledge (at the same time). This important property of knowledge is used in several early models of R&D-based growth1,
e.g. Romer (1990), Grossman and Helpman (1991), and Aghion and Howitt (1992). In these models this property leads to a scale effect, which boils down to larger economies growing faster than smaller economies (with the measure of size suitably defined (cf. Backus, Kehoe and Kehoe 1992)).
In an influential paper, Jones (1995a) pointed out that growth with scale effects, as predicted
by the early models of R&D-based growth, is inconsistent with empirical facts. Over the last
40 years the OECD countries have experienced a tremendous rise in the number of people involved in R&D activities whereas the growth rates of per-capita income have shown no corresponding increase. This is a puzzling observation and has led to new models of R&D- based growth that did not incorporate scale effects e.g. Jones (1995b), Smulders and van de Klundert (1995), Young (1998), Li (2000), and Peretto and Smulders (2002).
Generally, however, these models suffer from the ‘Solow critique’; Solow (1994) criticizes
(some) growth theorists because they “… often just insert favorable assumptions in an unearned way; and then when they put in their thumb and pull out the vary plum they have inserted, there is a tendency to think that something has been proved.” (p. 53). In the models
of growth without scale effects the prediction of a scale effects in growth of the early models
of R&D-based growth is removed by limiting the extent of the spillovers associated with knowledge’s nonrivalrousness, but often the much-needed (micro-)economic foundation for
the crucial assumption in these models regarding the extent of knowledge spillovers - and the
mechanism limiting their extent - is lacking. Assuming that knowledge is rivalrous (not nonrivalrous) to limit spillovers and dispose of the scale effects prediction of the early models
of R&D-based growth simply does not shed much light on the issue of growth without scale effects however.
provide background information regarding, amongst others, work discussed in the main text, data used in figures, etc.
e.g. Romer (1990), Grossman and Helpman (1991), and Aghion and Howitt (1992). In these models this property leads to a scale effect, which boils down to larger economies growing faster than smaller economies (with the measure of size suitably defined (cf. Backus, Kehoe and Kehoe 1992)).
In an influential paper, Jones (1995a) pointed out that growth with scale effects, as predicted
by the early models of R&D-based growth, is inconsistent with empirical facts. Over the last
40 years the OECD countries have experienced a tremendous rise in the number of people involved in R&D activities whereas the growth rates of per-capita income have shown no corresponding increase. This is a puzzling observation and has led to new models of R&D- based growth that did not incorporate scale effects e.g. Jones (1995b), Smulders and van de Klundert (1995), Young (1998), Li (2000), and Peretto and Smulders (2002).
Generally, however, these models suffer from the ‘Solow critique’; Solow (1994) criticizes
(some) growth theorists because they “… often just insert favorable assumptions in an unearned way; and then when they put in their thumb and pull out the vary plum they have inserted, there is a tendency to think that something has been proved.” (p. 53). In the models
of growth without scale effects the prediction of a scale effects in growth of the early models
of R&D-based growth is removed by limiting the extent of the spillovers associated with knowledge’s nonrivalrousness, but often the much-needed (micro-)economic foundation for
the crucial assumption in these models regarding the extent of knowledge spillovers - and the
mechanism limiting their extent - is lacking. Assuming that knowledge is rivalrous (not nonrivalrous) to limit spillovers and dispose of the scale effects prediction of the early models
of R&D-based growth simply does not shed much light on the issue of growth without scale effects however.
provide background information regarding, amongst others, work discussed in the main text, data used in figures, etc.
Table of Contents- Grouth and scale effects
- Knowledge, R&D and spilovers, at the firm
- Grouth without scale effects and structural
- Measurement issues in the study of R&D-based
- The product life cycle, demand
1
knowledge network
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