Fine Arts research paper Essay Example | Topics and Well Written Essays - 1000 words

Fine Arts research paper - Essay Example Also Vecellio’s Venus is more humane while Botticelli’s Venus has a divine aura about her Venus, the Goddess of Love has been an object of much study and admiration in the art circles of all times. Venus is basically a Roman goddess of love who is often linked with sensuality, beauty, fertility and desire. It is the aura and desire of Venus that has attracted the attention of many. Venus was often the central figure in religious festivals during the Roman era. Even as society progressed, Venus did not lose her charm since artists of almost all generations were inspired by her mystery and popularity. It was because of this that Venus was chosen as a subject for painting by most artists in almost all eras including Roman, Hellenistic and Renaissance periods. With the apparent sensuality of Venus, it became acceptable for Venus to be painted nude among the social elite of the Renaissance times. As a result, Venus was usually portrayed nude in her painting and even those painting that depicted nude females, most usually relate them with the Goddess of Love, Venus. Two painting of Venus by two artists belonging to different eras may have the same element of nudity for their Venus but the character, persona and background of Venus differs from one painting to another. In this paper, we attempt to compare the Venus painted by Sandro Botticelli in her ‘Brith of Venus’ with Tiziano Vecellio’s Venus of Urbino. These artists belong to different time settings and thus have explored Venus in a completely different context. In both the paintings, Venus is shown as a sexual being. However, the similarity ends here. Botticelli’s Venus is modest as compared to the wanton Venus of Vecellio. Also Vecellio’s Venus is more humane while Botticelli’s Venus has a divine aura about her. Sandro Botticelli was an Italian painter who gained popularity during the Early Renaissance period for his linear grace and

Images of Arabs and Muslims in Western Media Research Paper

Images of Arabs and Muslims in Western Media - Research Paper Example The scope of media does not limit itself to the mere digital media, the press and other forms of paper publications are another source through which the role of representation of Muslims has been questioned at large and has resulted in resentment in the Muslims ranks (Rane, Martinkus, & Ewart, 2014,p. 129). It is an established fact that media plays a central role towards the creation of public opinion about a given phenomena. The Western media has been highly active in the regard of taking on the Muslims and Arabs with regard to their religious beliefs and responses to the Western life styles. Similarly the Western media has followed the different debates and topics extensively with regard to the modern concepts such as terrorism, concept of veil and other radical mindsets that are prevailing in the recent times on account of conflict between different political ideologies (Janson, 2011). It cannot be denied that the two societies (Muslims and West) had their share of differences with each other through the different traces of history. Yet that is not peculiar to the two societies and conflicts have emerged within West among the followers of Christianity as well. But that has never led to such a deep debate and isolation of the two mindsets from one another. It has not created such a rift and gulf between them creating serious fault lines that may lead to mutual co-existence as a virtual impossible within one living space. For example the element of Crusade, the Ottoman Empire and the Christian subjects handling, the nationalistic uprising in the Arab world towards the early part of twentieth century. Yet none of these went on to become a stigma and both the societies and people of the two belief groups moved on as soon as the issues were resolved. The case of terrorism and modern day hatred has given a relatively prolonged outlook to the

Causes and Effects of Smoking Essay Example for Free

Causes and Effects of Smoking Essay â€Å"Smoking is bad for health†. It is a very familiar slogan that you can easy to see in all pack of cigarettes and in public places. However, there is a fact that, despite knowledge about smoking damage, the number of people who smoke is increasing day by day. Smoking causes many negative effects than people think. It affects not only health but also environment and society. First, smoking affects health of both smoking person and people around him. There are many dangerous disease germs in tobacco, so that health of people who smoke is threatened a lot when they smoke. According to World Health Organization (WHO), there are 200 toxic chemicals per 4000 chemicals in tobacco, and in these 200 toxic chemicals, there are about 40 chemicals cause cancer such as nicotine, monoxide carbon, benzene, ammoniac, etc. These chemicals have bad effect on nervous system, blood vessel and are the main reason of heart disease, cancer, memory damage. A study of WHO also shows that each day, average 5 million people die because of tobacco and this figure could rise to 10 million by 2020 if countries don’t have effective solution to restrict smoking. In addition, smoke is easy to spread in the air, therefore not only smoking people but also people around them are affected. That mean, when a person smokes, he is harming both himself and many people especially children. These people are call â€Å"passive smoking† people. Because immunize system of children doesn’t complete, they are easy to be affected by harmful factors from smoke. That’s why the threat of disease cause by smoke in children is higher than others. Some statistics in Vietnam show that about 60 -80 per cent children under 5 are affected by smoke. They are also easy to get some diseases like asthma, pneumonia, bronchitis if they usually contact with smoke. Smoking also has bad effect on environment. The tobacco manufacture releases an amount of waste including a lot of toxic chemicals such as oils, plastic, ethylene, glycol, nicotine, etc. These chemicals make water and soil as well as air in surrounding areas is contamination. In USA, tobacco manufacture is rank 18th in toxic industries. Each year, tobacco manufacture of the World releases about 300 million kilograms nicotine, one of toxic chemicals causes cancer and heart disease. Moreover, do you know that 95 per cent filter of cigarette made of plastic cellulose acetate? This chemical is very difficult to decompose and can’t recycle, so that it takes several years to disappear. In this time, this chemical may cause many effects on soil, water, even animal because some kind of birds and small animals confuse filter of cigarette as their food. Chemicals in cigarette filter make animals can’t digest and they may be killed by these chemicals. Not only health and environment but also society is affected a lot by smoking. First, smoking restrains economic development. Because of tax, tobacco is not cheap. In Vietnam, tax on tobacco is accounted of 45 per cent retail tax. It is supposed that a pack of cigarettes costs 10 thousand VND, so if a person smokes one pack a day; he has to pay 300 thousand VND a month for smoking. However, in fact, this is maybe much more money because some kinds of cigarette have higher price and with addicted people, a pack of cigarettes a day is not enough. For person got married, wasting a lot of money for smoking a month affects much on economics of family, especially poor family. Consequently, economics of a country cannot develop when economics of family doesn’t develop. In addition, another problem of smoking is medical burden. Smoking causes many diseases and also kills a lot of people. In Vietnam, each year, there are about 40,000 people die because of diseases related to tobacco. This figure is three times as much as people die because of traffic accident. Furthermore, each year, government has to spend a lot of money for health service in general and for treating diseases cause by tobacco in particular. In fact, expense for treating diseases cause by tobacco in Vietnam increases rapidly from 429, 8 billion in 2004 to 1160 billion in 2006, and in the future this expense maybe higher. It makes a big burden for government to solve smoking problem. There are not any benefits of smoking but serious effects in health, environment and society. It’s very important for people to realize the danger of smoking and give up it. That’s why WHO choose the day 31/5 is World No Tobacco Day. All of us join together to make a world without smoke.

Customer Relationship Management (CRM) Technology Impact

Customer Relationship Management (CRM) Technology Impact THE IMPACT OF CUSTOMER RELATIONSHIP MANAGEMENT TECHNOLOGY ON INFORMATION AND STRATEGY IN THE RETAIL Industry EXECUTIVE SUMMARY: This report examines CRMs impact on information use and strategy in the retail sector. Regarding CRMs impact on information use the reports reveal that CRMs data warehousing, automation, mining, knowledge management and knowledge sharing capabilities have significantly impacted how organisations retain, share and disseminate information to relevant areas of the business. Key information on buying trends, customer profiles can be elicited so that appropriate modifications can be made regarding pricing, product, promotional and other elements to provide enhanced products and services. CRM, for many retail organisations, has meant information is now used as a source of competitive advantage. Examining CRMs impact on strategy, the report illustrates through the MIT90s framework that strategic alignment between CRM technology and the organisations structure, its strategy, its people and culture is essential for technology to be integrated effectively. The reports findings reveal numerous barriers to CRM. These centre on an over focus on the technical-requirements than on business strategy, a lack of cross-functional coordination, failure to support monitor and evaluate CRM performance, an unreceptive organisational culture to technological change and an inability to see CRM implementation from a holistic approach. An unwillingness to share information and knowledge was also highlighted as a potential inhibitor to unlocking CRM potential. Evidence illustrates that barriers essentially fall under a strategic misalignment between technology, structure, strategy or culture of an organisation. In response, a number of recommendations to aid retail organisations in unlocking CRM potential are provided. These include: a holistic perspective towards CRM implementation; a focus on strategic alignment between CRM and the organisations strategy, structure, individuals and culture; a CRM strategy, outlining its strategic objectives; understan ding the organisations data needs; encouraging organisational agility to provide a more adaptable structure that CRM technology can be integrated more easily into; introducing tailored recruitment and training programs to foster the right CRM competencies backed with an effective incentive system and the facilitating a communal culture organisational culture emphasising teamwork, empowerment, communication, innovation and a strong customer orientation. INTRODUCTION: With managing customer relationships now central to organisational success (Kohli et al, 2001; OHalloran, 2003; Nguyen et al, 2007), developing long-term customer relationships through user enabling Customer Relationship Management (CRM) technology has moved to the ‘top of the corporate priority list for many retail organisations (Smith, 2006:87). But what precisely are the direct implications CRM has on information and on strategy? and why is that many CRM projects in the past have failed? What can retail organisations do to ensure CRM success? It is these areas that this report seeks to explore within a retail sector context. The author has selected to investigate these areas in a retail sector context due to its sheer growth, impact and scale of usage within this industry (Anon, 2009). It has revolutionised the way retail companies utilise data to identify key information trends and thus elicit and apply this knowledge to potentially increase profits (Miller, 1999). The repo rts main body is therefore split into two sections, with section one examining the impact CRM technology has on information use and section two, using the MIT90s framework, exploring the potential consequences CRM has on strategy for retail organisations. Lastly, barriers associated to successful CRM implementation are considered and recommendations presented as to how retail organisations can fully unlock and capitalise on their CRM capabilities. SECTION 1: USE OF TECHNOLOGY The following section provides an explanation of CRM from a theoretical standpoint, through an analysis of literature definitions and a practical one, in terms of hardware, software and data structures. 1.1 Explanation of Technology The range of CRM definitions emerging over the years have provided many interpretations of what precisely CRM is and does (McKie, 2000). Broader, arguably looser definitions view CRM as a natural progression from relationship marketing (Light, 2001), where ‘information systems†¦enable organisations to realise a customer focus (Bull, 2005:593). Richer, complex definitions view CRM technology enabling organisations via the utilisation of customer related information to ‘foster closer relationships with their customers (Levine, 2000; Hsieh, 2009:416). More specifically, McNally (2007:169) defines CRM as a ‘strategic process addressing all aspects associated with identifying customers, creating customer knowledge, building customer relationships, and shaping organisation and product perceptions. Nguyen (et al, 2007:103) echoes this, but provides a more simplified version, ‘CRM is a strategic process that helps companies better understand their customers needs so they can provide these needs to their customers at the right time while improving the companys processes. The emphasis on strategic process in the former two definitions fits particularly well when explaining how CRM works in the retail sector in terms of hardware, software and data structures. Here transactional data from EPOS sales systems, web systems, sales contact systems systems and loyalty schemes (data) through automated data capture is sent to the client server mainframe at head office (hardware) where an analysis of relationships (using software) is conducted (Mutch, 2008). It is then data warehoused and structured in a way that allows the user (with the use of CRM tools) to extract patterns and relationships on important trends, such as information on particular customer profile groups and their purchasing habits, average spend, preference for offers etc. This can then be utilised to identify potential ways of improving profitability and disseminated back to relevant departments. 1.2 Impact of CRM on Information use in the Retail Sector The following section analyses CRM technologys impact on information use in the retail sector. Information here is broken down into three main elements: data; being raw statistics, symbols, numbers, information; processed data considered and knowledge; the application of data and information (Beynon-Davies, 2009). The relationship between one another is also presented throughout. 1.2.1 Impact of CRM on data use A. Provided more efficient and effective use of data, through warehousing, mining and cross-functional integration. CRMs capability for integrating multiple databases across different areas of the retail organisation has impacted data use in the sense that it has enabled users to have access to real time, relevant and accurate customer data. Fallon (2008) and Kaplan (2009) indicate that CRM allows retail companies to absorb raw customer data from multiple sources and integrate it into a centralised CRM system. There it is warehoused and later mined so important trends and information can be elicited and utilised (as applied knowledge) to improve customer relationships (Park and Kim, 2003; Chowdhury, 2009). Where CRMs impact on data use lies is that through data warehousing, users with the aid of CRM mining tools, can analyse masses of real time transactional data such as sales amount, transaction time, place and buyer and non-transactional data, such as customer inquiries/feedback and separate this out into key information on product lines, pricing and customer profile and trends, down to each spe cific retail department and individual store (Miller, 1999). They can then filter back important information and knowledge to management and staff so that the right people at different organisational levels have the necessary know-how to provide enhanced levels of customer service, solve problems and increase profitability (Park and Kim, 2003). B. Negatively impact as a form of customers surveillance Amid growing concerns over data sensitivity and the increasing cross-referencing sale of data CRM has negatively impacted data use (Bodenberg, 2001: Mutch 2008). Literature indicates that CRM technology, with its capability to collect vast amounts of customer data for own strategic purposes, has led to a mass surveillance and monitoring of customer behaviour (Park and Kim, 2003). Consequently, data access and exchange has become more restricted due to stringent data protection legislation and company guidelines over the storage, access and lawful use of personnel customer information (Mutch, 2008). 1.2.2 Impact of CRM on information use A. Information now used as a source of competitive advantage†¦using real time data and information enable a real time response A CRM system allows retail organisations to pull all the transactional and non transactional data together and through the use of CRM tools, extracts key information critical to help coordinate sales, marketing, and customer service departments to better and faster serve customers needs (Smith 2006). In the retail industry CRM has particularly impacted on the way information is used to formulate customer profiles. Organisations can now quickly identify who there customers are, what they buy, how often, the quantities in which they buy etc and use this information to modify pricing, product or service offerings and other elements such as customer service to create an in-depth understanding of customer needs and provide fair value to all customers (Park and Kim, 2003). Put simply, CRM has impacted information use in that users can quickly provide comprehensive summary reports on critical business information to make informed decisions and responses to reduce costs and increase profitab ility at a much faster rate (McLuhan, 2001). 1.1.3 Impact of CRM on how knowledge is used A. CRM impacts on organisations potential for improving knowledge retention, management and sharing†¦.knowledge as a resource Literature advocates that CRM has enhanced organisations ability to share and utilise knowledge (Krebs, 1998; Fan and Ku, 2010). Reychav (2009:235) concurs CRM has improved ‘employees ability to share knowledge both tacit and explicit and thus develop a customer orientation right throughout the business. This is supported by Krebs (1998) although he argues that codifying and storing tacit knowledge to be a much more intricate process. Irrespective, a wealth of evidence indicates CRM has changed the way knowledge is used in terms of how it is shared (Krebs, 1998). For example, in the retail sector, knowledge on particular buying habits of customer groups can be stored on a CRM system at head office where it is accessed by relevant departments (marketing, accounts, sales) who design appropriate promotional deals or joint offers on product lines to increase sales and profitability. This ‘knowledge can than be disseminated to appropriate retail outlets/stores to be implemente d. SECTION 2: STRATEGY The following section examines CRMs impact on strategy within the retail sector and begins with a short outline of the key issues of CRM that prevent CRM from fulfilling its potential capabilities in practice. These are conceptualised in the following sections using Scott-Mortons (1991) MIT90s framework (see below), which stresses strategic alignment and integration of CRM technology within all areas of the business is essential to capitalise on CRM potential. 2.1 Context The key issues of implementing CRM technology and its impact on business strategy are: 1. Strategic alignment between CRM technology and business retail strategy 2. Ensuring the organisations structure works synonymously with CRM technology 3. The provision of individual training, recruitment and within this revised job descriptions to ensure the development of necessary competencies to maximise CRM potential 4. How organisational culture positively or negatively affect an organisations and its employees ability to use information elicited from CRM technology These are now explored in more depth in the following sections using the MIT90s framework model illustrated below. 2.1 Strategy History is littered with past CRM failures, Carsdirect.com (Anon, 2000) and Lexmark (Songini, 2002) being perfect examples. McLuhan (2001) and Ramsey (2003) indicate most CRM failures are due to focusing overly on technical-requirements (technological determinism) rather than on the business strategy and the organisations needs. A lack of cross functional coordination, failure to support monitor and evaluate CRM performance and a failure to approach CRM implementation from a holistic approach are some of the other cited reasons as to why CRM projects fail (McLuhan, 2001; Bull, 2003). Other academics argue an unreceptive organisational culture to technological change coupled with an unwillingness to share information and knowledge as inhibitors to unlocking the potential benefits that CRM offers (Kotorov, 2003; Pavlovets, 2005). Essentially the problems cited by literature come under the central issue of strategic alignment, a notion stressed in Henderson and Venkatramans (1993) Strategic Alignment Model and Turbans, et al. (1999) cultural model, though arguably conceptualised to greater effect in the MIT90s framework (Scott-Morton, 1991) which is predominantly the main framework used in this report. The model advocates that for IT change to be successful, technology must be aligned to the company as a whole, so that organisational strategy, infrastructure, existing technology, individual roles, training programs, management and the organisations culture work synonymously with each other (Scott-Morton, 1991). Macredie et al. (1998), supports this perspective, concurring that CRM success is dependent on alignment between organisational strategy, structure and culture. Misalignment between these areas prevents CRM from fully delivering its potential capabilities. For example, if a retail organisations structur e restricts CRM access to marketing and senior management only than it is unlikely that crucial information will be fed down to middle management and employees at operational level (those who interact with customers on a day to day basis) who require it most. Conversely, if the CRM system is not complemented with a recruitment and training policy that is designed to source and develop core competencies required to use CRM technology efectively, than it will most likely fail. Thus, a strategically aligned approach to information strategy (see appendix figure 1), ensuring information systems strategy, information management strategy, information technology strategy and information resource strategy are connected to each other and the overall organizations strategy is a critical success factor for integrating CRM effectively throughout the organisation (Earl, 2000; Van Bentum, 2005). The following sections now turn towards ensuring alignment within other areas of the organisation. 2.2 Structure Numerous writers cite the sheer importance of aligning organisational structure with strategy, technology, the environment and its organisational culture (Mintzberg, 1989; Miller, 1989). In other words, to maximise your IT capabilities, an organisations structure must fit with its environment (Burns and Stalker, 1991; Senge, 1994). Over the years, this has led many retail organisations to shift away from traditional large-scale bureaucratic and hierarchical organisational forms to less traditional divsionalised structures facilitated by business process reengineering. However, evidence suggests such structures not only lose the benefits associated with large-scale bureaucratic organisations such as functional specialism and data interpretation from middle level managers, but also often fail to build strong links between divisions of the business, leading to a loss of shared core competencies and knowledge (Mabey, Saloman and Storey, 2001; Mutch, 2008). Literature is therefore indicat ive neither structure is particularly appropriate when integrating CRM technology. More recently, de-structured organisational forms, with an emphasis on high performance, knowledge creation and the empowerment of teams reflect a more suitable organisational structure in aiding retail organisations to elicit the potential their CRM application offers (Mabey, Saloman and Storey, 2001). Here, structure is built with speed, integration, innovation and flexibility in mind and an adhoc, boundaryless approach more receptive to technology change is instilled throughout the organisation. This encourages a free flowing information exchange throughout strategic, tactical and operational levels, structuring the organisation in a way where senior and middle management staff at retail organisations disseminate key important information and knowledge to employees at operational level. Where CRM role comes into play, is that it can be used to support these networked/lattice forms of organisations (Zuboff, 1988). It therefore appears that organisational agility, termed by Gunneson (1997:3) as ‘a flat, fast, flexible organisation, with continuous interaction, support, and communications among various disciplines, with highly decentralized management that recognises what its knowledge base is and how it can manage that base most effectively, is an essential component of structure. To achieve this, retail organisations must adopt a lattice/network like structure that has a mix of stability and flexibility to support the organisations capabilities and the empowerment of team working through cross functional teams with a focus on developing the collective intelligence of teams to meet the complexity of the dynamic environment (see Lorrimar, 1999). Such a structure is typically flat with large spans of control, features lateral communication and helps develop and maintain a project teamwork ethos and customer focus to ensure decision-making is guided by customer satisfaction (Friesen, 2005:33 ). This increases employee involvement, enhances communication, speeds up decision-making and breaks down boundaries thus enhancing flexibility and capacity to adapt (Clayton, 2006). 2.3 Roles Literature advocates that it is organisational peoples use of CRM, not the technology itself, which is where organisations truly capitalise on opening up CRMs full capabilities (McNally, 2007:169). Accordingly, recruitment, job descriptions and individual training should be amended in order to ensure the retail organisations have the right processes and programs in place to ascertain the competencies needed to utilise CRM technology. Job specifications for staff or ‘librarians accessing CRM should be amended to encourage a proactive approach towards their duties (Owens, Wilson and Abell, 1996). In addition, selection criteria should be adjusted to identify candidates who possess CRM capabilities through IT/CRM related qualification/certificates or direct experience gained through previous employment. Various levels of CRM training programs tailored to each department, and manager should be introduced and should centre on themes which retail procedure and policies regarding data analysis (McKean, 1999), communication competence, such as the use of emails (Ciaborra and Patriotta, 1996) and the ethical use of information to protect the identification of individual customers (Mason, Mason and Culnan, 1995), as well as CRM operational and functional use and how it works across the organisation (Mutch, 2008). The above changes should help retail organisations foster the necessary competencies to ensure CRMs correct use throughout the organisation (Alter, 2009). It is argued that these changes (jobs, processes and a lattice/network like structure), supporting richer communication and information sharing, allow workers to become informated by CRM and view the organisation in its totality, making information and processes once hidden, transparent (Zuboff, 1988). 2.4 Culture Different aspects of organisational culture impact CRM use both positively and negatively in numerous ways. Van Bentum, (2005) analysis of organisational culture distinguishes between several variants of culture. Of these more ‘mercenary (characterised by heavy inward competition and intense internal and external rivalry) types of culture, often lend themselves to a communication framework that does not match with the knowledge management, knowledge retention and sharing capabilities that CRM offers. This impacts CRM use negatively, creating reluctance on behalf of the individual to use a system that transfers their core knowledge to an internal ‘rival. It is this mismatch between culture and technology that is why many CRM projects fail. Such organisational cultures restrict CRMs knowledge sharing capability and discourage its use by workers (Van Bentum, 2005). Sub-cultures operating within departments or functions of the organisation are also seen to negatively hinder C RM use, often displaying resistance and an unwillingness to change and adapt to CRMs integration (Leverick, et al. 1998). In illustrating a more positive impact culture can have on CRM use, Van Bentum, (2005) advocates a ‘communal culture based on openness, innovation and continuous learning. Here culture positively impacts CRM in the sense that it is embraced by organisational people with a clear customer orientation, who in turn seek to utilise its capabilities to the fullest in their day-to-day activities. It is this type of culture that retail sector organisations currently operating a ‘mercenary type culture, should move towards. Another cultural aspect impacting CRM use is that organisational peoples belief system regarding CRM ease-of-use and usefulness can have a significant impact on its performance highlighted (Avlontis and Panagopoulous, 2005). If perceived useful and easy-to-use, CRM leads to performance improvements. Conversely, if perceived as not useful and difficult to use, CRM will have little impact on performance and on fulfilling its strategic objectives (Avlontis and Panagopoulous, 2005). The above cultural impacts on CRM use are indicative of a clear correlation between the type of organisational culture and IT performance (Davis, 1989; Avlontis and Panagopoulous, 2005). Literature indicates that retail organisations (particularly management spearheading/championing CRM) must nurture a communal CRM culture through an environment of teamwork, innovation, trust and a receptiveness towards CRM technology in order to ensure its embracement throughout the organisation (Avlontis and Panagopoulous, 2005:Van Bentum, 2005). an appropriate cultural foundation, is prerequisite to CRM success. SECTION 3: CONCLUSIONS RECOMMENDATIONS This report has sought to examine CRMs impact on information use and strategy in the retail sector, revealing some of the reasons was as to why CRM projects fail and recommendations to capitalise on CRM potential. The reports main findings and recommendations are summarised below: 3.1 KEY FINDINGS 1. CRM technology has significantly impacted the relationship between data, information and knowledge and their use in the retail industry. Data and information are now used as a source of competitive advantage. Knowledge is now seen as a resource through retention and sharing. 2. Strategic alignment is a critical for CRM success. 3. There are numerous barriers to successful CRM often attributable to a strategic misalignment (summarised in appendix figure 2). 3.2 RECCOMENDATIONS 1. A holistic perspective towards CRM implementation and strategic alignment between CRM and the organisations strategy, structure, individuals and culture is a critical for CRM success (Scott-Morton, 1991; Macredie, et al. 1998; Bull, 2003). 2. A CRM strategy, outlining its strategic objectives and a clear plan for integrating it into the organisations business processes and systems are perquisites for any successful CRM implementation project. 3. Understanding data needs and how the data will be used to extract information and elicit knowledge to increase profitability is critical. 4. Organisational agility to adapt to contextual factors such as new CRM technology is essential. De-structural changes in specific departments such as implementing flatter structures, introducing cross-functional teams and lateral communication channels is more suited to unlocking CRM potential (Lorrimar, 1999; Mabey, Saloman and Storey, 2001). 5. Organisational peoples role in how CRM is used is a major determinant of its success (McNally, 2007). Tailored recruitment and training programs to foster the right CRM competencies supported with an effective incentive system are critical (Avlontis and Panagopoulous, 2005). A communal organisational culture emphasising a strong customer orientation, teamwork, empowerment, communication, innovation, accurate expectations regarding system usage and a receptiveness towards new technology is crucial to elicit employee commitment to CRM (Van Bentum, 2005). APPENDIX * Open focussing on technical-requirements reather than on the business strategy and organisations needs (McLuhan, 2001; Ramsey, 2003) * Lack of cross functional coordination (McLuhan, 2001) * Failure to support monitor and evaluate CRM performance (McLuhan, 2001; Bull, 2003) * Failure to approach CRM implementation from a holistic approach (McLuhan, 2001; Bull, 2003) * An unreceptive organisational culture to technological change (Kotorov, 2003) and sub cultures displaying resistance and an unwillingness to change and adapt to how CRM fits into their working duties acts as a barrier to unlocking CRM potential (Leverick, et al. 1998) * An unwillingness to share information and knowledge as inhibiting CRM potential (Kotorov, 2003; Pavlovets, 2005)

Tony Horwitz’s Confederates in the Attic, History, and Reconciliation :: Confederates Attic

Tony Horwitz’s Confederates in the Attic, History, and Reconciliation Long after the Civil War we are still fascinated by it. In some circles, the "War of Northern Agression" or the "Lost Cause" is thought of, discussed, brought to life daily. While every war has its fanbase, the Civil War has a special distinction for America. It was the war for the preservation of the Union in some classes, a violent and tyrranical putting-down of a justified rebellion in others. I have never been particularly interested in the war, or any war for that matter. I have also never been terribly entertained by professional sports or cowboy movies, either, so I blame my lack of enthusiasm for Civil War lore and history more on my general lack of manliness rather than any fault of the war’s. It was obviously a very moving conflict. When I moved from Illinois to Arkansas and entered the eighth grade, I discovered my new school was approximately a year behind my old school in most subjects. I spent an additional nine months firming up my knowledge of "Earth Science," and relearning American History. For the most part, the entire academic year was simply a refresher – we even used some of the same textbooks I had used in the seventh gade. It was the same, that is, until we got to the Civil War. In Illinois the war was portrayed in fairly objective terms, something like this: "In the Civil War the North and South fought against each other. The South wanted to secede from the union, and the North wanted to keep the US together, oh and free the slaves. Illinois was part of the North." The instruction wasn’t necessarily complete or elevated, but I never felt like I was personally involved in the war. However, in Arkansas, in the South, I received an education much more like this: "During the Civil War, w e fought against the North. They didn’t want to let us secede. We wanted to, and would have, but we lost. They freed the slaves." Even at 13 I understood there was something very different about the way that people in the North and in the South view the war. Many writers, poets, and critics have pronounced that part of what makes the South so southern is the fact that it builds itself on its past. It cannot let go of the past. Tony Horwitz’s Confederates in the Attic, History, and Reconciliation :: Confederates Attic Tony Horwitz’s Confederates in the Attic, History, and Reconciliation Long after the Civil War we are still fascinated by it. In some circles, the "War of Northern Agression" or the "Lost Cause" is thought of, discussed, brought to life daily. While every war has its fanbase, the Civil War has a special distinction for America. It was the war for the preservation of the Union in some classes, a violent and tyrranical putting-down of a justified rebellion in others. I have never been particularly interested in the war, or any war for that matter. I have also never been terribly entertained by professional sports or cowboy movies, either, so I blame my lack of enthusiasm for Civil War lore and history more on my general lack of manliness rather than any fault of the war’s. It was obviously a very moving conflict. When I moved from Illinois to Arkansas and entered the eighth grade, I discovered my new school was approximately a year behind my old school in most subjects. I spent an additional nine months firming up my knowledge of "Earth Science," and relearning American History. For the most part, the entire academic year was simply a refresher – we even used some of the same textbooks I had used in the seventh gade. It was the same, that is, until we got to the Civil War. In Illinois the war was portrayed in fairly objective terms, something like this: "In the Civil War the North and South fought against each other. The South wanted to secede from the union, and the North wanted to keep the US together, oh and free the slaves. Illinois was part of the North." The instruction wasn’t necessarily complete or elevated, but I never felt like I was personally involved in the war. However, in Arkansas, in the South, I received an education much more like this: "During the Civil War, w e fought against the North. They didn’t want to let us secede. We wanted to, and would have, but we lost. They freed the slaves." Even at 13 I understood there was something very different about the way that people in the North and in the South view the war. Many writers, poets, and critics have pronounced that part of what makes the South so southern is the fact that it builds itself on its past. It cannot let go of the past.

Is A Doll’s House a suitable title for the play? Essay -- English Lite

Is A Doll’s House a suitable title for the play Is ‘A Doll’s House’ a suitable title for the play? Refer to act one, and the language of the characters. Ibsen’s use of language creates a suitable title ‘A Doll’s House’. This title represents and relates to the whole play. ‘A Doll’s House’ relates to power, it represents a doll being played with and owned. This doll is controlled; its every move is depicted. The title is significant to society and entrapment within the house. Ibsen represents Nora as a doll. Nora therefore reacts in the same way as a doll, trapped in a house. Helmer has power over Nora and treats her as a doll, his doll. A doll’s house can look good and perfectly innocent on the outside, but how about the inside? During this play we acknowledge the truth underneath the prettiness of ‘A Doll’s House’. The significance in the title is crucial to understanding the relationship between Nora and Torvald. Deception is seen right away with the macaroons. Their dialogue is not that of the one of an equal couple. Dominance is depicted in this scene and we find that there is almost a sense that Torvald owns Nora. Her significance was to bear children and be pretty. Nora accepts this and has thrived under this ‘Doll House’ under the protection of her husband. During act one; Ibsen creates a happy and normal atmosphere, within a traditional 19 century nuclear family. Ibsen’s use of language creates these different characters. For example, during the first act Nora appears to be money hungry. â€Å"One, two†¦oh thank you Torvald†. All Nora thinks about is money; she is very childish and manipulative. Like a doll she does not take into consideration the real aspects of life. A child plays joyfully w... ...eir roles within the family. Their distinctive language reflects their character traits; Helmer being head of the house and Nora being a mother and wife. Ibsen creates the significance of a ‘doll’s house’ to Nora’s and Helmer’s relationship. Although Helmer has power, Nora slightly does in a way. She saved her husband’s life by borrowing money. This shows bravery in Nora, as during the 19th century it was forbidden for a female to borrow or even work to earn money. This may be suggesting that she wants to break free from her ‘doll’s’ role, knowing she is destined for so much more. By reading and looking at act one I can say that ‘A Doll’s House’ is definitely a suitable title for the play. The title says it all; Nora is the doll, Torvald’s doll, everything in her little ‘doll’s house’ is perfect, but she has no idea what is going on in the world outside.

Stalin’s Russia

To what extent was a totalitarian state established in the USSR in the 1930's? From the start of Stalins self-imposed reign of control he always had the makings as a leader to create a totalitarian government, for example his ideology. Stalin wanted ‘his' people to believe that he cared for them. It's interesting to say ‘his' because it refers to the sense that Stalin himself believed he owned the Russian people which completely contradicts a lot of what he did and the reasons for which he did it. For example Stalin always told the people that he was doing things for ‘the greater good of the Russian people'.This contradiction could alter the disposition of things when considering the totalitarianism in the USSR in the 1930s. The term ‘totalitarianism' means that a state would hold complete control over everything in it, which is largely what happened in the USSR. Collectivisation is a great example of this total control that Stalin held over Russia, the fact h e could take all of the farms and merge them together into one big farm to create more produce which was then sold or traded showed significance in comparison to totalitarianism because it showed that there was complete control over what happened all over Russia.As well as collectivisation Stalin also used terror to create a totalitarian state. The great Terror from 1936-38 is a great example of how a totalitarian state was achieved. The Moscow show trials which were essential in justifying a communist government. The main reason for and main success of the show trials were that it showed that the communist was the only party that was trustworthy, although this wasn't true. The fall of Yagoda let Stalin re-establish a once slacking NKVD as a more brutal force, new, less retrained agents were recruited to help speed up and extend the great terror.The mass murder created by the Politburo's Order No. 00447 enabled the NKVD to produce a list of over 250,000 people that were associated w ith ‘anti-soviet behaviour'. This led to many Russian people denouncing their friends or family due to the fear of Stalins Great terror and the NKVD, this shows great examples of complete control of the people and the state itself through the fear Stalin had inflicted. It was not only fear that Stalin used to put people on his side, Stalin also appeased a lot of what people wanted. Women were given more rights and responsibilities in everyday life in Russia.For example, in World War One women didn't have a lot to do with it whereas in the the Second World War hundreds of women fought on the front line and many women achieved the highest award possible for serving in the armed forces. This was because Stalin believed that women were at the centre point of Russian society and therefore appeased them because he knew how important they were. Stalin also put himself at the point of every family and made it known how he felt about the importance of family life, it was made a rule th at every family had to have a picture of him in the house so that he could be at the centre point of everything.To create a totalitarian state there has to be acceptance from everyone, this was not fully achieved in the USSR, but because of Stalin’s Great Terror acceptance was not needed by everyone, the fear he inflicted left a great wound in the Russian people, through his ‘reign' Stalin was responsible for over 20 million deaths. This would've meant that people feared for their lives which led to people being submissive to the State, therefore creating a totalitarian state because of the total control held by the communist government.Overall I think it's easy to see that a complete totalitarian state was established in the USSR in the 1930s because complete control was achieved by the communist party and by Stalin himself, it was mainly due his Great Terror that inflicted fear to ‘his' people that totalitarianism was achieved. Stalin also achieved a totalitaria n state because of the ways he made himself known everywhere in Russia, he was inescapable, finally leading to a fully totalitarian state.