A Famous Personality Who Has a Great Influence on Me

In the world, most of people need to change themselves. It might be they meet somebody who inspires them to do something that never done before and I am one of those people. I love volleyball so much since I watched SAORI KIMUEA on a TV. She is a Japanese volleyball player and very famous because of her beauty, talent, and skills of competition which are reasons for me want to be like her. The previously, I met her. I disliked exercising very much I had never thought that sports were very exciting. I wasn't interested in any sports.I was very an inert person and didn't prepare to study, do activities with friends, or the challenging things until I had seen the fierce volleyball game that SAORI KIMURA played, I felt enjoyable and wanted to play, the same time I really admired her smile, beauty, and sweet moving which are the important things for me or can say another way that I want to change myself form an inert person into an enthusiastic person. Initially, I just only watched I did n't know the rules of volleyball and how to play it.I didn't have courage I was afraid of the mistakes, but I want to be the best volleyball player, so I decided to play for my dream. I tried to play, but my first time wasn't easy I began to use my arms to hit the ball, suddenly the ball was backward. In fact, it should be forward, at that time my friends laughed very loud. It was so embarrassing, but I had never surrendered, I tried again I practiced harder and harder. Finally, I can play volleyball better than before, and last year, I became to be a volleyball player of my school team I was very glad.The volleyball taught me many things such as what is the teamwork? Don't be afraid and technical of doing new things because everything has to practice the same as playing volleyball. For those reasons, I don't have to worry about mistakes when I do the challenging things. I have to thank Miss SAORI KIMURA who is my inspiration she makes me know the endeavor and have more daring espec ially, I can play the volleyball like her even thought I haven't been good enough yet, but I promise that one day I will be the famous volleyball player like SAORI KIMURA.

Economic Mobility

Economic Mobility in America Economic mobility is the ability of people to move up or down the economic ladder within a lifetime or from one generation to the next. It is what defines the American dream and allows us to think that we all have a chance of making it to the top. The American dream is to be successful and make a lot of money. Each generation is expected to earn more money than the previous generation. But this isn’t always true because the quintile you are born in to is, most likely, the quintile you will stay in. It is important to have economic mobility so our economy can grow and thrive. There are two types of economic mobility, absolute mobility and relative mobility. Absolute mobility involves widespread economic growth which everyone benefits from while relative mobility is more specific to individuals and occurs unrelated to the economy as a whole. With a slow-growth economy, these income inequalities become greater and it makes it much more difficult to move from one quintile to another. When the economy is growing quickly, it is easier to move up the ladder because the incomes are much more equal. The average American assumes that there is a high degree of economic mobility in our society and they accept it as a fact and rarely think about it. Little do they know that there is a relatively low degree of economic mobility, making it difficult to move up the economic ladder. There are many factors that can affect one’s economic mobility. Some include the income of the previous generation, gender, race, education, and marital status. If your parents are in the middle class, it is very likely that you will be in the middle class as well. There is a relatively low chance that you will slip down to the lower class or climb up to the upper class. Although you may make more than your parents did, you will most likely be in the same quintile and class. Gender also plays a role in economic mobility. Men tend to make more than women because they tend to have the higher positions. More recently though, women have been earning more of these high paying jobs over men. There has been somewhat of a role reversal, giving women more economic opportunity and mobility. Just as gender plays a role in economic mobility, so does race. Minorities tend to have less economic mobility and economic opportunities. Because some of their parents don’t make a lot of money, they too are destined to be in the lower quintiles and lower class. In today’s society, if you can’t afford to go to college and get a degree, there aren’t many jobs you can get to support you and your family. People with college degrees are much more likely to find a good, secure job that can support their family. People without college degrees are frowned upon and are not expected to do big things with their lives. College degrees give people much more opportunity and allow for people to climb the economic ladder because they have higher paying jobs. Marital status is also very important when it comes to economic mobility. A married couple will have greater economic mobility than a single person because the married couple is bringing home two incomes as opposed to the one income of the single person. The decline in marriage rates has hurt overall economic mobility because instead of having the two incomes of married couple, there is only one income making it more difficult to move up the ladder or even stay in the same class. These factors greatly contribute to overall economic mobility and play a very important role in today’s economy. Overall, economic mobility in America depends on many factors. Where you live, who your parents are, if you’re married or not, and if you’re male or female all determine your individual economic mobility.

Modern Distribution Channel

? WHAT IS DISTRIBUTION CHANNEL ? According to Kotler (1991: 279) distribution channel is a group company or individual who has ownership of the products or rights of ownership to help move the product or service when it is moved from producer to consumer. According to David revzan.. pathway used by the flow of goods from producers to intermediate goods and eventually into the hands of end users Manajemen distribusi berbasis teori dan praktek â€Å"david sukardi kodrat† ? 3. factor of distribution channels Producer Product intermediaries (warehouse transportation, distributor, retail) Management sytem Manajemen pemasaran kotler ? . Function of Distribution Channel Acording to Philip Kotler (1997 : 531-532), in a distribution channel, distribution channel members perform multiple functions Information Promotion Ordering Payment Title. Physical Possesion, Financing Risk Taking Kotler (1997 : 531-532) Manajemen pemasaran kotler ? 5. Modern distribution channels, is a new wayModern distribution channel to distribute goods through retail stores are modern and comfortable. provide addedproviding service and good quality goods to consumers,, value in shopping for consumers,, http://oluwabamidele. logspot. com/ & manajemen pemasaran kotler ? retail6. retail management business is covering all activities in direct sales to consumer end, for personal needs , not business.. Acording, kotler (2001;56) Manajemen pemasaran kotler ? 7. Retail retail store isstore companies whose Minimarket Supermarket primary function sells Hypermarket products to consumers Convenince store end for personal use grosir Manajemen pemasaran kotler & manajemen distribusi teori dan prakterk â€Å"david sukardi kodrat† ? aily needs implement self-service system small-sized (100m2 s / d 999m2) a modern grocery store8. Minimarket ? medium-sized (1. 000m2 s / d 4. 999m2) Have parking area full and varied products9. supermarket ? Have parking area Full facilities Have parking area full and varied products10. hypermarket ? 11. Convenience stores are retail like a mini, but moreConvenience store selling food and drinks ready meals and is open 24 hours. comfortable waiting facilities,, Convenience stores usually can be found in crowded places, gas stations, and other public spaces ? 2. wholesale Here all the items available. loading and unloading in the wholesale Have parking area 5000 m2 area cheaper price ? 13. Marketing mix Acording to Philip Kotler (1997 : 531-532), ? 14. increased consumer absorb laborpositive impact of retail stores Asosiasi perusahaan retail indonesia(Aprindo),satisfaction ? 15. threat threat to traditional marketsnegative impact of retail stores poor distribution of income in societySource: acto the micro sector nielson,appsi,kompas ? Indrajit and16.Distribution in SCM Djokopranoto According Winardi (2005) â€Å"supply chain† is a (1989:299) is the series of relationships distribution channel is an between companies or intermediate group closely activities that carry out the related to each other and distribution of supplies of distribute the products to goods or services involving the buyer. a continuous relationship of goods, money and information from the place of origin to the buyer or customer, either from upstream to downstream or otherwise ? 17.Chopra and Meindl (2001) thatthere are five main actors IN SCM SUPPLIER MANUFACTURER DISTRIBUTITOR RETAIL CUSTOMER ? is modern distribution channels18. CONCLUTION is a new way of delivering goods to consumers using intermediaries modern retail stores, including mini market, supermarket, hypermarket, grocery and convenience stores, APAKAH CHANNEL DISTRIBUSI? Menurut Kotler (1991: 279) saluran distribusi adalah perusahaan kelompok atau individu yang memiliki kepemilikan produk atau hak kepemilikan untuk membantu memindahkan produk atau jasa ketika akan dipindahkan dari produsen ke konsumen.Menurut David revzan .. jalur yang digunakan oleh arus barang dari produsen ke bar ang setengah jadi dan akhirnya ke tangan pengguna akhir Manajemen Distribusi berbasis Teori Dan praktek â€Å"david Sukardi kodrat† 3. faktor perantara (gudang Produsen Produk saluran distribusi Manajemen Sistem Manajemen pemasarantransportasi, distributor, retail) Kotler 4. Fungsi distribusi menurut Philip Kotler (1997: 531-532), dalamSaluran Distribusi saluran distribusi, distribusi anggota saluran melakukan beberapa fungsi Pembayaran Pengurutan Judul.Informasi Promosi Pembiayaan Risk Taking Kotler (1997: 531-532) Manajemen pemasaran Kotler possesion fisik, 5. Saluran saluran distribusi modern, merupakan cara barudistribusi modern untuk mendistribusikan barang melalui toko ritel modern dan nyaman. memberikan pelayanan dan kualitas barang yang baik kepada konsumen,, memberikan nilai tambah bagi konsumen dalam berbelanja,, http://oluwabamidele. blogspot. com / & Manajemen pemasaran Kotler 6. manajemen bisnis ritel yang mencakup semua kegiatan dalam penjualanritel langsung ke konsumen akhir, untuk kebutuhan pribadi, bukan bisnis ..Acording, Kotler (2001; 56) Manajemen pemasaran Kotler 7. Toko Supermarket Minimarket perusahaan yang toko ritel adalah ritel end toko Hypermarket kepada konsumen fungsi utama menjual produk grosir Manajemen pemasaran Kotlerconvenince untuk penggunaan pribadi & Manajemen Distribusi Teori Dan prakterk â€Å"david Sukardi kodrat† 8. Minimarket berukuran kecil (100m2 s / d 999m2) sebuah toko kelontong modern kebutuhan sehari-harimenerapkan self-service sistem 9. menengah (1. 000m2 s / d 4. 999m2) Memiliki area parkir penuh dan beragam produk supermarket 10.Memiliki parkir Fasilitas lengkap Memiliki area parkir produk lengkap dan bervariasi hypermarket 11. Toko-toko retail yang seperti mini, tapi lebih banyak menjual makanan makanan dan minuman siap dan buka 24 jam. Toko Fasilitas tunggu yang nyaman,, Toko-toko biasanya dapat ditemukan di tempat-tempat keramaian, pompa bensin, dan ruang publik lainnya 12. harga murah daerah 5000 m2 grosir Memiliki area parkir bongkar muat di Di sini semua item yang tersedia. grosir 13. Acording ke Philip Kotler (1997: 531-532),Bauran pemasaran 14. ampak kepuasan konsumen menyerap tenaga kerja positif dari toko ritel Asosiasi PERUSAHAAN ritel Indonesia (Aprindo),meningkat 15. dampak ancaman bagi ancaman bagi pasar tradisional negatif dari toko ritel distribusi miskin pendapatan di societySource: acsektor mikro nielson, APPSI, kompas 16. Distribusi Menurut Winardi (2005) â€Å"rantai Indrajit dan Djokopranoto di SCM pasokan† adalah (1989:299) adalah rangkaian saluran distribusi hubungan adalah antara perusahaan atau kelompok menengah erat kegiatan yang melaksanakan terkait satu sama lain dan distribusi dari pasokan mendistribusikan produk barang atau jasa yang melibatkan pembeli. ubungan berkelanjutan barang, uang dan informasi dari tempat asal ke pembeli atau pelanggan, baik dari hulu ke hilir atau sebaliknya 17. Chopra dan Meindl (2001) thatthere lima aktor utam a DALAM PRODUSEN SUPPLIER PELANGGAN SCM DISTRIBUTITOR ECERAN 18. KESIMPULAN adalah saluran distribusi modern adalah cara baru memberikan barang ke konsumen dengan menggunakan perantara toko ritel modern, termasuk mini market, supermarket, hypermarket, toko dan toko-toko,

In what ways do fictional representations of British travellers abroad Essay

In what ways do fictional representations of British travellers abroad serve to challenge fixed notions of British national identity - Essay Example As such, they are intended to bring about a specific change or reform in addition to relating an enjoyable tale. A brief understanding of the journeys of Gulliver and Crusoe respectively illustrates the changes these characters undergo throughout the course of their stories, exposing the intended satire intertwined within the work and illuminating some of our fixed notions regarding British national identity. In each story, the travels undertaken by the main character have a great deal to do with the type of growth they experience. Gulliver, for example, makes four separate voyages, each time meeting a different kind of people. His first encounter is with the Lilliputians who, although they are very tiny compared to himself, nevertheless impress him with their technological achievements. Despite this, he soon realizes that outward appearances are not necessarily reflected on the inside as the Lilliputians squabble over such small matters as which side of an egg should be cracked or how high a heel should be worn. His second voyage takes him to the land of the Brobdingnag, who are giants compared to Gulliver. They treat him as a beast or, at best, a unique pet and, despite their size, Gulliver learns that bigger doesn’t always mean better, smarter or wiser when he gains the opportunities to see them at court and realizes not even the king has an understanding of politics. His third voyage takes him to Laputa. On this trip, he learns that highly educated doesn’t necessarily equate with sensible, historical figures were not always heroic and age does not always bring wisdom. Finally, on his fourth voyage, Gulliver loses the last of his innocent assumptions when he finds that men are the most base creatures of the land of the Houyhnhnms. Robinson Crusoe also goes through a series of events in which he is forced to learn more about himself and illuminates the British identity. The book begins with a quick summary

The Dynamic Nurse-Patient Relationship Essay Example | Topics and Well Written Essays - 1500 words - 1

The Dynamic Nurse-Patient Relationship - Essay Example She developed the dynamic nurse-patient relationship model to provide nursing practitioners a model of efficient nursing practice. She investigated nursing patient care on medical-surgical settings, not individuals with psychiatric disorders in psychiatric facilities. She recognized three aspects of nursing practice: the uniqueness and creation of nursing knowledge, the professional role of nurses, and the relationship between nurse and patient. A nursing context comprises the patient’s behavior, the nurse’s response, and all that does not alleviate the patient’s suffering. Patient distress is associated with the failure of the person to satisfy or express his/her needs. The dynamic nurse-patient relationship is derived from the assumption that the relationship between the nurse and patient is mutual, which means that the behavior or decision of one influence the other. Orlando (1961) argues that the nursing role is different from the medical role and that the re sponse of nurses is based on the urgent needs, demands, and experience of the patient. Basically speaking, the theory claims that nursing is one-of-a-kind and autonomous because it focuses on the need of an individual for help or support, actual or probable, in an urgent condition. The manner by which nurses relieve this vulnerability is reciprocal and is performed in a closely controlled or profession way that requires education and expertise. Orlando (1961) argues that one’s behavior or response must be derived from reason, not set of rules.

Kristoff on China Ed Essay Example | Topics and Well Written Essays - 750 words

Kristoff on China Ed - Essay Example In Chinese schools, teachers are much respected, and the most admired kid is often the brain rather than the jock or class clown.† (Kristof) Thus, it is fundamental to realize the major purpose of the author in this article is to establish that there has been a fundamental growth in China’s education system and the passion for learning, and the rest of the world, including the U.S., should model this system of education for the growth of the civilization. According to Kristof, it is essential to elevate education on the list of priorities in the nation and there should be emphasis on creativity and independent thought. Therefore, Nicholas D. Kristof establishes through his article that the U.S. should strive to adopt the model given by China’s education system in order to achieve overall development of the nation. This paper makes a reflective exploration of Kristof’s â€Å"China’s Winning Schools?† in order to find out the author’s maj or concepts and ideologies concerning education system and the role of cultural values in education. ... As Kristof indicates, the Confucian reverence for education, steeped into the culture, has been the greatest strength of the Chinese system of education. The author is explicit that this education system and the passion for learning, and not China’s strategic challenge, offer a real challenge to the Americans. Thus, the most crucial argument of the article is that the Americans should think of the real challenge hoisted by the Chinese, which is in the field of education, rather than worrying about China’s strategic challenge in terms of the new Chinese stealth fighter aircraft, etc. Kristof purports that the â€Å"real challenge is the rise of China’s education system and the passion for learning that underlies it. We’re not going to become Confucians, but we can elevate education on our list of priorities without relinquishing creativity and independent thought.† (Kristof) Secondly, in a reflective analysis of the major purpose of the author in wri ting the article, it becomes lucid that he is mainly focused on the growth in the education system of China which is based on Confucian reverence for education. By listing out the most essential aspects of Chinese system of education, the author attempts to provide a highly useful model of education for the U.S., which is based on reverence for education, quality of teaching, passion for learning, and creativity and independent thought. Therefore, the author not only promotes the successful aspects of Chinese system of education, but also establishes the need for creativity and independent thought which are fundamental to the U.S. system of education. Thirdly, the author has been effective in achieving his main purposes in the article by pointing out the essential components of China’s education system, along with

Logistics Essay Example | Topics and Well Written Essays - 250 words - 6

Logistics - Essay Example FedEx is an American international courier delivery company. The organization has massive information stored in its computer vaults in its Memphis headquarters (FedEx, 2014). The major challenge for FedEx in the early 2000s was to help their global partners access this information, make business for themselves and in turn business for FedEx. To solve this challenge, FedEx connected its partners through an online portal. Check Point Software Technologies is the firm that provided the needed software that was customized by FedEx’s IT workforce. Tied to the firm’s payment processing system, AutoPay, the portal provides access to various reports including revenues brought in by each partner compared to their budgets (Hemmatfar, Salchi & Bayat, 2010). This is in line with the objective of business intelligence of comparing actual performance to set goals (Gendron, 2013). The portal could also be queried to provide information on delivery performance and help in making decisi ons on best locations for new satellite bureaus. Thus, FedEx is able to track and monitor its processes. It provides real-time management updates to pave way for appropriate adjustment plans. Therefore, business intelligence has been critical for FedEx’s continuous planning. In the same way, business intelligence could be used in the logistics industry in general to make timely and well informed business

Public Policy Initiative Essay Example | Topics and Well Written Essays - 1250 words

Public Policy Initiative - Essay Example Another important factor is the rapid population growth which contributes more to the economic problem of scarcity and towards the selection of a public policy that has to fairly deal with all the related aspects. The next major aspect to be considered while designing a policy is the context of job development in the ever increasing global society. This containment should not only fulfill the white collar attitude instead it should look forth on a relatively larger scale thus improving upon efficiency and equity. The main critic on this approach is that in a perfectly competitive environment there can be a case that a firm might enable itself to drive away all other competitors thereby becoming a natural monopoly is an exception owing to the absence of the required many sellers that would set the so-called invisible hand of competition in motion1. To our concern and knowledge Adam Smith's laissez faire theory relies on this hidden hand to attain efficiency in markets. Why it is important is just because in an ideally competitive economy every firm tries to maximize social profits i.e. the concept of deriving maximum utility out of each resource or profit maximization, this could be called as the net benefits consumers and producers receive from participation in markets. Why to support Weimer and Vining is because there are a number of factors that make the Free Market approach much more effective than (government) regulated markets. They are; Production-motivation/Capital-attraction this means that there are just adequate monetary remunerations that make these economic agents to fulfill the customer demand at a desired price and this is well termed as the production-motivation. Through this approach, the supplier tends to keep on producing the desired product and eventually he tries to expand the scale for further remuneration thereby adding more to his incentives for profit maximization that is achieved by "economies of scale". Efficiency2 ensures that goods & services are provided at the lowest possible cost. Again, the concept is that the supplier tries to minimize cost and maximize sustainable profit. Demand Control & Consumer Rationing is essential to avoid waste of resources, this means that the market system can effectively limit consumption by individuals and only those who can afford enjoy the fruits. But this well leads to a failure as well because the market system fails to provide with some necessities that are termed as public goods as these do not provide with any fruitful remuneration to the producer so they are avoided within the market constraint. The rationing mechanism however allows the level of prices to achieve what economists call as the only real economic function of prices that have the ability to influence the

Palm INC case study Example | Topics and Well Written Essays - 1250 words

Palm INC - Case Study Example the company, the market of the company, the industry structure of the company, the innovation of the company, the technology of the company, and the marketing strategies of the company so as to be able to further understand how the company was able to make innovations with very little cash flow. Palm, Inc. is headquartered in California, Sunnyvale. It was founded in January 1992 by Jeff Hawkins who was the former vice president of a company called Grid Systems Corporation. He was responsible for the famous pen computers that the company designed. The first product that was developed by Palm, Inc. was sponsored by Tandy Corporation and was called the Zoomer. The handheld device was marketed under the names of Tandy Z-PDA and Casio Z-7000. The products did not do so well commercially. An acquisition was made in 1995 by U.S Robotics Corp. By the year 1998, the founders of Palm, Inc. were not happy and left the company (Zheng and Lionel 229). Palm, Inc. is a company that is known mostly for the handheld devices that it produces and therefore the technology used must be up to par. The company uses computer technology that is referred to as Palm platform. The Palm platform has its own operating system that runs the application software of palm and also runs the application software of a developer who happens to be the third party. There is software that exists that enables the user to use their handwriting using what is called a pen-based interface to write. The software is referred to as the Palm’s handwriting recognition Graffiti ® (Powers 37). Synchronizing of information is something that has made everyone’s life today much easier. Software called HotSync ® has the ability to link hand computing devices with computers or databases and synchronizing the data that one wishes to synchronize. These devices also have memory storage capacity that comes in the form of Random Access Memory software which is computer based memory storage. Software exists that enables

The Middle Ages and the Renaissance Essay Example | Topics and Well Written Essays - 500 words

The Middle Ages and the Renaissance - Essay Example Religion was a vital cultural feature at the time. Religion influenced the cultural and social values in a society. Furthermore, religion influenced governance since religious leaders advised leaders. As such, religion was a fundamental cultural tenet in the early societies. The role of women in religion safeguarded the position of nuns thereby safeguarding some of the fundamental principles of faith. Additionally, Herrad of Landsberg portrayed the role of women in enhancing the growth of knowledge and safeguarding the position of women in the society. She used arts to show the ability of women to learn and take part in arts. By authoring the Hortus deliciarum, a pictoral encyclopedia she sought to enhance the spread of knowledge besides proving the ability of women to take part in arts. The encyclopedia comprised of paintings and poems that helped grow both arts and the enlightenment of women. Her works were among the earliest forms of feminist movements. Lavinia Fontana was among the earliest female artists in Italy. She was the daughter of a painter a feature that influenced her involvement in the art. Painted in 1576, Christ with the Symbols of the Passion is one of her works. Louise Élisabeth Vigà ©e Le Brun on the other hand was one of the most renowned female painters in Northern Europe in the 18th century. She created several works including Portrait of Princess Alexandra Golitsyna and her son Piotr in 1794. The two women had numerous similarities and differences all of which influenced their works and participation in the various forms of arts. Key among the similarities was the fact that they were both daughters of painters (McGuire 55). They therefore inherited the art from their fathers. Their involvement in the art was in a bid to foster the growth of their respective family business. However, the two women lived in different times and locations thereby creating unique works that

Economic Advantages of Free Trade Essay Example | Topics and Well Written Essays - 1250 words

Economic Advantages of Free Trade - Essay Example This essay presents a brief informative theoretic overview of the positive economic effects, that free trade agreements exert on economic performance of a country. When country trades with another state, it either exports products to that country or it imports, procures products and services from that particular nation. When a country exports different goods and commodities to other member states, it can be seen that it stands better chances of generating revenue from that particular activity. Exports boost the wealth of the nation and imports also contribute to the welfare of the country. When a country sells certain goods to other countries, it generates revenue in the form of foreign currency and this money can be channelled into the economy and it can help it to develop. Precious commodities such as gold and other minerals are exported to other countries and they bring a lot of forex to the host country. Other industries such as textile also export different goods to other countries and these exports help to generate revenue for the host country. The money is used for other developmental purposes and it helps the host nation to improve its economy. With a thriving export market in a country, it can be seen that employment is also likely to be created as a result of the growing demand of the products that are locally produced and sold to other countries. This means that more money is injected in the economy and it can also be used for developing other social amenities such as health, education as well as infrastructure. The roads in a particular country are likely to be developed and buildings are also likely to be constructed as a result of free trade between member states that will help each other to gain the desired objectives in as far as economic growth and development are concerned. The other advantage of free trade among member states is that they can easily

Maritime Transport Essay Example for Free

Maritime Transport Essay Hereby it is analysed that there are three different kinds of categories which have not given any offer on MTS. The first one are nations which are willing to make offers but would rather wait until the major maritime players like the US have shown their effort to make an offer. The second group are members which fail to meet to have the professional knowledge and the technical know how to deal with the possibilities of offers. The last one is composed of players in the maritime industry which are not willing to open their maritime industry at all or on a multilateral basis as they fear that this action might end up in increased international competition and therefore they rather stick to their internal policies than taking the risk to loose their power in the market place. One significant example for the last category are the US which are unwilling to include MTS in their schedule. Another issue is the one of the different interest of country groups which were already an obstacle to the former Uruguay round. On the one hand there are the developing countries, among them mainly the EU members which â€Å"are keen to go further into the inland part of the transport chain beyond the sea leg by proposing the inclusion of feeder services and multimodal transport (mainly by Japan)†. [7] On the other hand developing countries and one of the major maritime nations the US can not accept such liberalization due to a number of economic reasons whereas the most significant argument against it is the loss of jobs of domestic workers which are engaged in the shipping industry. Although there are again lots of issues to be solved in order to reach an agreement and implementation under GATS there are yet some positive signs for a positive outcome. First of all as per data available most of the offers on MTS were from developing countries which involves members of different economic positions including more developed nations like Hong Kong and Singapore but at the same time also less developed nations e. g. Albania. According to Zhang’s thesis this can have at least two positive effects.

Transforming Monocots Using Agrobacterium

Transforming Monocots Using Agrobacterium Agrobacterium tumefaciens is said to infect dicots naturally. What are the potential obstacles in Agrobacterium-mediated transformation of monocots? Discuss how did the breakthrough (success in transforming monocots using Agrobacterium) come about? (60 marks) Gene transfer using Agrobacterium is a method of transferring genes by using a carrier to insert the gene of interest into the recipient host plant cells. This technology is based on the discovery of infection tumor in the dicotyledone plants caused by a bacterium, named Agrobactertum tumerfaciens. The species Agrobacterium is a soil bacterium which is capable to infect and caused plant wound and then developed into crown galls, normally formed at the trunk of many types of dicot plants. This Agrobactereium spp. has a special DNA, which has a small ring inside the cytoplasm called Ti plasmid (tumour inducing plasmid). On the Ti plasmid, there is a DNA fragment called T-DNA (transfer DNA) which contains the gene causing crown galls development. Plant cells have genes to code for the production of auxin and cytokinin, the two plant hormones which are used as energy sources by Agrobacterium. The use of Ti plasmid in gene transfer into plants is done by replacing the gene related to plan t hormone production and the gene producing opine substance with the desirable trait gene on the T-DNA and then using the Agrobacterium to transfer the gene to the plant chromosomes. Transformation of dicotyledenous plants using Agrobacterium tumefaciens has been well established and widely used but not so in the case of monocotyledonous plants. The potential obstacle in Agrobacterium-mediated transformation of monocot plants includes: Agrobacterium is responsive to phenolic compounds such as acetosyringone which are produced when the plant was wounded. The released phenolic compound from the wounded plant cells will stimulate the performance of vir gene on the Ti plasmid, leading to the transferring T-DNA to the plant chromosome. Most of the dicot plants produced this phenolic compound. On the other hand, most monocot plants did not produce the compounds or produced it in a smaller quantity, therefore resulted in the low efficiency of the Agrobacterium attachment. Furthermore, the wounded cells in the monocot plants multiplied less than in dicot plants. Tissue browning and necrosis following Agrobacterium infection is still a major obstacles especially in cereals. For example in case of wheat, following Agrobacterium infection, wheat embryo and root cells may produce hydrogen peroxide, which altered cell wall decomposition and resulted in a higher level of cellular necrosis and subsequently caused cell death. However the improvement method to resolve the cell death and to improve the transformation efficiency has been demonstrated in cereals (Frame et al., 2002) Apart from necrosis, physical characteristic and genotype, other factors affected transformation efficiency are strains of Agrobacterium used, binary vector, selectable marker gene and promoter, inoculation and co-culture conditions, inoculation and co-culture medium, osmotic treatment, desiccation, Agrobacterium density and surfactants, tissue culture and regeneration medium (Cheng et al., 2004). The Agrobacterium has specificity in attaching monocot plants. Most of monocot plants with important economic value are not hosts of the Agrobacterium, therefore the transformation efficiency involving them is low (Lippincott, 1978). Explants type, quality and source also affect the transformation efficiency foe example embryogenic callus derived from mature seed of rice was reported to be the best explant for Agrobacterium-mediated transformation of rice due to its active cell division (Hiei et al., 1994). The breakthrough on the transformation of monocot plants using Agrobacterium started when Hiei et al. (1994), done a research on Japonica rice. They reported a stable transformation of Japonica rice by using Agrobacterium. They reported results of evaluations using molecular and genetic analysis on the R0, R1 and R2 progenies. The LBA 4404, the super-binary vector of Agrobacterium strain was demonstrated as the most effective vector for the transformation of three Japonica cultivars tested. Their success has open up the possibility of using Agrobacterium for transforming monocot plants such as maize, barley and wheat. In 1996, Ishida et al., has done a transformation research on maize by using a similar approach as developed by Hiei et al (1994). Their transformation efficiency was further improved by the addition of silver nitrate in the culture medium. Other factors that may influence transformation efficiency were also investigated that included incubation time and co-cultivation period. Zhao et al. (2002) optimized the transformation conditions based on Ishidas protocol and it was demonstrated that maize can be transformed with high efficiency by using Agrobacterium method. The gene transfer was done by using a combination of standard binary vector with the addition of antioxidant cysteine in the co-culture medium. In the same year, other researchers included had demonstrated that elite maize cultivars could also be transformed by using Agrobacterium-medated transformation method. Soon after maize, the successful Agrobacterium-mediated transformation of wheat and barley was reported (Jones H.D, 2005, Tingay et al., 1997). Compared with rice and maize, progress with wheat and barley has been slower. Various factors that influence the transformation efficiency have been further investigated. It was reported that the use of surfactant such as Silwett L-77 and desiccation treatment during co-cultivation increased the transformation efficiency of wheat. In the case of barley, since the success of Tingay et al., (1997) in transforming barley by using Agrobacterium, a number of other researchers around the world have reported the successful production of transgenic barley plants. However majority of the successful reports of Agrobacterium-mediated transformation of barley are restricted with model genotype golden promise and igri. Therefore, optimizations of parameters are required to extend the Agrobacterium-mediated transformation in other elite barley cultivars. The transformation of sorghum is the least successfully manipulated. Zhao et al. (2000) developed an efficient Agrobacterium-mediated transformation system for sorghum and from the research it showed that the embryos from the field had higher transformation frequency than those from the greenhouse. Other transformation of monocotyledon plant reported such as Agrobacterium-mediated transformation of turfgrasses, such as creeping bentgrass (Yu et al., 2000), Italian ryegrass (Bettany et al., 2003), and tall fescue (Wang and Ge, 2005) were also reported. Although the delivery of foreign gene into several monocot species via Agrobacterium tumefaciencs has now become a routine technique, there are still serious limitations on the used of this technology on other major monocots. In order to achieve better success in transforming monocot using Agrobacterium, many factors and conditions were being investigated, such as selection of which target tissues which are highly responsive, adjustment of gene transfer conditions to increase the possibility of Agrobacterium attachment into the cell by adding phenolic substances such acetosyringone during co-cultivation period or in co-cultivation medium, that are similar to the substance released by plant cells when they are naturally wounded, using efficient promoter gene to stimulate the expression of the gene in monocot plants and the used of super-virulent of Agrobacterium strains to increase the transformation efficiency (Cheng et al., 2004).

A Reflective Account Of A Fundamental Caring Skill Nursing Essay

A Reflective Account Of A Fundamental Caring Skill Nursing Essay For my reflective account of my caring skill of assisting somebody to eat I am going to use A model of reflective practice Gibbs, G. (1988). My practice was at a residential home with sixteen permanent residents and two respite rooms and so the health and amount of care needed by each individual varied. Some are mobile and independent, some need assistance from carers for only a few activities such as being pushed in a wheelchair, whereas a few are completely dependant on the carers to do daily activities such as eating. Before I started my placement I read the NMC code of professional conduct and the NMC guide for students of nursing and midwifery. This was so that I was aware of my accountability, responsibility, confidentiality and the wishes of the patients. I also researched into nutrition and feeding, to help me to understand my clients needs and feelings, so that my caring skill was more effective. Every cell requires an energy source for growth, development and for cell activity. The body obtains its energy source from eating and drinking and so they are essential to existence (Roper, Logan Tierney, 2000). Therefore nutrition plays an important role in health and I need to understand what a nutritious diet contains and the effects a healthy and unhealthy diet can have. A healthy diet contains all the nutrients the body needs to function. A nutrient is a substance that must be consumed as part of the diet to provide a source of energy, material for growth or substances for regulated growth or energy production. (Oxford Reference Dictionary for Nursing, 1990). I found that these are proteins, which supply the body with the essential amino acids for building and repairing body tissues, carbohydrates to provide heat and energy and fats which can be broken down to fatty acids and glycerol and also provide heat and energy. The body also uses fatty deposits to protect and maintain delicate organs, such as the kidney. The body also requires small amounts of vitamins and minerals. Vitamins are needed for many different things. Most of them have a catalytic function in metabolic reactions. They are needed for energy regulation, regulation of tissue synthesis and the general health of tissues. Minerals are the components of body tissues and fluids, and of man y specialised substances such as hormones, transport molecules and enzymes. (Roper, Logan Tierney, 1991). Although fibre is not used in any part of the bodys structure and is excreted in the faeces, it is still needed for a healthy diet because it provides bulk, which helps defaecation by stimulating muscular movement in the large intestine, and therefore prevents constipation. Finally, water is extremely important for the body because it makes up approximately 2/3 of body weight, is the main component of all body fluids and many body processes depend on it. Therefore if the body is severely deprived of water it will die. Holmes (1986, cited by Roper, Logan Tierney, 1991) found that food and fluid intake is controlled by complex biochemical processes. There are centres in the brain which are sensitive to changes in the level of nutrients and trace elements in the blood thereby controlling appetite and thirst. The amounts of these nutrients needed differ for each individual and vary throughout the different stages of life (Chern Rickentsen, 2003). These nutrients need to be ingested, digested and then absorbed. The digestive system includes the mouth, oropharynx, oesophagus, stomach and the intestines. The enzymes that facilitate digestion are produced in the salivary glands, pancreas, liver and gall bladder (Waugh Grant, 2004) There are many reasons why somebody may need help with eating. It is essential that nurses have knowledge of factors and how they influence activities of living. The model of nursing helps nurses to understand, assess, plan and implement relevant interventions and evaluate the effects. (Roper, Logan Tierney, 2000) The client that I assisted with eating was an elderly man who was completely dependant on the carers because he had had a cerebrovascular accident (stroke) and he was paralysed down his left side (hemiplegia). He also couldnt use his right arm much due to rheumatoid arthritis. However some people with physical disabilities like an arm defect can still eat and drink independently with the use of mechanical aids and specialised equipment or even just having the food removed from its wrapping. One client on my placement who had a stroke could use his right arm and used equipment such as a plate guard and another client used a specialised spoon so she could feed herself. The use of these aids help to maintain the persons dignity and self-esteem. (Child Higham, 2005) My client was still able to chew his food and produce the saliva and mucus to soften and bind it into a bolus and he still had the reflex to swallow it. Most of the clients could eat without or with very little assistance if given the appropriate handling aids. Other clients, who could not swallow properly due to a health problem such as cerebral palsy or a stroke, had had a Percutaneous Endoscopic Grastrostomy (PEG) for enteral feeding (a surgical procedure where an opening is made in the abdominal wall and a tube is passed through into the stomach directly). Other ways of enteral feeding are an Esophagostomy (placed at the level of the cervical spine to the side of the neck) or a Jejunostomy which is placed in the duodenum or a Naso-gastric tube which is a tube passed through the nose down the oesophagus and into the stomach.(Williams, 1994) My client had already been assessed and he did not need any nutritional supplements to go with his meals. The Body Mass Index shows healthy ranges for body weight, it is determined by their weight in relation to their height and National Screening Tools are used to identify people at risk of malnourishment and nurses should be aware of ethical issues and the influences of religion and culture when doing a care plan to meet the individuals needs. (Walsh, 2002) The carers at my placement already knew my clients preferences and nutritional needs and that he could chew his food so the consistency of the food did not need to be changed. Having to be fed can threaten dignity so nurses should make every effort to minimise any negative aspects. (Isaacs McMahon, 1997) Before I started to assist my client I asked for his consent and made sure that I washed my hands thoroughly, to reduce the risk of infection and was wearing protective clothing and that the environment was suitable. The Department if Health (2001) states, the environment is conductive to enabling the individual patient/client to eat. At my placement, if possible, all of the clients ate in the dining room where there are no distractions, the tables were set properly and everywhere was clean and tidy. I gave my client a choice of two meals and I made sure it was prepared to his liking and presented in an appropriate way. This is because if the food is not presented appropriately for the client and does not look tempting to eat then feeding will be inhibited, giving them a choice gives them back some of their independence when they could be feeling helpless and vulnerable and their self-esteem could be decreased.(Child Higham, 2005) It is important to make sure that the client is comfortable and relaxed to make the interaction more effective (Williams, 1994). I think I achieved this quite well because I made sure that my client was sitting up in his chair, which also lessens the risk of choking. I pulled up a chair next to my client so that I was closer to him and was at a similar eye level. This also shows the client that you are not in a rush and he is not being an inconvenience to you. My body language was relaxed and I used positive facial expressions because if I had been tense and negative, my client would not have enjoyed his food and would have felt uncomfortable and rushed and therefore the interaction would have been inhibited and he might not have wanted to eat anything. I tried to ask my client if he had any preferences to the order that he wanted to eat his food but he did not really respond verbally or none verbally. This made me feel quite uncomfortable and I just fed him the food in the order that I thought he might have liked it and he seemed happy with that. I used ordinary cutlery and cut the food up into what I thought were appropriate bite sized portions for my client and adjusted the size if I thought I had put too much on the fork. After my client had swallowed his first mouthful I asked him if it was too hot and he said no so I carried on feeding him. I waited until I thought he had completely swallowed each mouthful before I gave him another. Once my client had eaten his entire main course I asked if he wanted a drink and I held the cup up to his mouth. I did this so that he would not still have the taste of his main course while he was eating his dessert. I cleared away the dirty equipment before I gave him his dessert and I once again cut it into bite-sized pieces and after his first mouthful asked if it was alright and if he liked it. Once my client has finished his dessert I cleared the dish away and asked if he wanted a drink. I encouraged him to try to hold the cup with his right hand and I supported the other side and tipped it up a bit further when needed. After he had finished everything I asked if he wanted anything else and if he was happy. I then gave him a wipe so that he could wipe his mouth but he could not do it so I asked if he wanted me to do it for him and he let me. Then I asked him where he wanted to go and took him there and asked if he needed the toilet or anything else but he said he didnt. I then went and recorded how much he had eaten in his notes. I feel the interaction went well because even though I felt a bit uncomfortable at first I soon relaxed and I think that I used good body language and facial expressions and it was good that I sat in the chair next to him and didnt just stand over him. My client was relaxed and happy to have me feeding him. The dining room was clean and tidy and there were no distractions. I did find it quite difficult to talk to my client because I did not want to ask him too many questions because he was eating and other than asking him if everything was alright I did not really talk much. It was good that I used a fork to feed my client because if I had used a spoon it may have made him feel like a child and lower his self-esteem. A negative factor of the interaction was that I put a paper bib on my client, which could have lowered his self-esteem and dignity. I also used a plastic beaker with a lid so that I did not spill his drink down him and this could have also made him feel like a child. At some points I did put the next forkful up to his mouth before he had completely swallowed the last one and even though I apologised and put the fork down again and waited until he had completely finished, I did feel as though he may have thought I was rushing him a bit. Next time I am assisting to feed someone, I will use a napkin instead of a bib and if possible a normal cup. I will also try to talk to the client a bit more without asking too many questions so that they dont have to talk with their mouth full. I will also ask if they want to brush their teeth or clean their mouth so that they feel more comfortable and it will also help prevent dental decay or any sores from developing around the gums. I spoke to my mentor about how she thought the interaction went and whether she thought I could improve on anything and she was happy with it. In conclusion, I feel my caring skill went well. This is because we were both relaxed and comfortable, no problems occurred and I would do most things the same again. Even though I felt as though I may have rushed him a bit at times by accident and some of the equipment I used may not have been appropriate, my client was happy and ate everything. He also said he would feel comfortable with me helping him again and I now feel confident and comfortable enough to assist feeding people. 2198 words.

The Tropical Rainforests of the World :: Rainforests Environmental Nature Essays

The Tropical Rainforests of the World In this term paper, I will explain the great importance of the tropical Rainforests around the world and discuss the effects of the tragedy of rainforest destruction and the effect that it is having on the earth. I will talk about the efforts being made to help curb the rate of rainforest destruction and the peoples of the rainforest, and I will explore a new topic in the fight to save the rainforest, habitat fragmentation. Another topic being discussed is the many different types of rainforest species and their uniqueness from the rest of the world. First, I will discuss the many species of rare and exotic animals, Native to the Rainforest. Tropical Rainforests are home to many of the strangest looking and most beautiful, largest and smallest, most dangerous and least frightening, loudest and quietest animals on earth. There are many types of animals that make their homes in the rainforest some of them include: jaguars, toucans, parrots, gorillas, and tarantulas. There are so many fascinating animals in tropical rainforest that millions have not even identified yet. In fact, about half of the world’s species have not even been identified yet. But sadly, an average of 35 species of rainforest animals are becoming extinct every day. So many species of animals live in the rainforest than any other parts of the world because rainforests are believed to be the oldest ecosystem on earth. Some forests in southeast Asia have been around for at least 100 million years, ever since the dinosaurs have roamed the earth. During the ice ages, the last of which occurred about 10,000 years ago, the frozen areas of the North and South Poles spread over much of the earth, causing huge numbers of extinctions. But the giant freeze did not reach many tropical rainforests. Therefore, these plants and animals could continue to evolve, developing into the most diverse and complex ecosystems on earth. The nearly perfect conditions for life also help contribute to the great number of species. With temperatures constant at about 75-80 degrees Fahrenheit the whole year, the animals don’t have to worry about freezing during the cold winters or finding hot shade in the summers. They rarely have to search for water, as rain falls almost every day in tropical rainforests. Some rainforest species have populations that number in the millions. Other species consist of only a few dozen individuals. Living in limited areas, most of these species are found nowhere else on earth. For example, the maues marmoset, a species of monkey, wasn’t discovered until recently.

Connections between Boo and Tom in to Kill a Mockingbird :: To Kill a Mockingbird Essays

Connections between Boo and Tom in to Kill a Mockingbird ======================================================== Harper Lee seems to be telling toe different stories, that of Boo and Tom. Are there any connections between the storied? Although the novel seems to be telling two different stories, that of Tom Robinson and Boo Radley there are some connections between the stories. The first connection I'd like to highlight is that both Tom and Boo are Mockingbird figures. We know that Atticus and also Miss Maudie tell the children, and I quote, " Mockingbirds don't do one thing but make music for us to enjoy they don't do one thing but sing their hearts out for us. That is why it is a sin to kill a mockingbird." We see how Boo is portrayed as a mockingbird figure when he is locked away from any sort of normal life and society. That in turn, ruins any hope he has of a normal life. However, Boo stays out of sight for many years and his only communication with anyone other than his family for many years when he leave gifts for Jem and Scout in the tree outside his house. The presents that Boo leaves show how thoughtful, caring and gentle Boo is. For example he leaves two dolls carved out of soap in the likeness of Jem and Scout. Immense effort and thought would have gone into those dolls, just to pleasure the two children. This shows how Boo is being made a prisoner in his own home, for no reason, he isn't doing anything wrong. Also near the end of the novel we know that if it hadn't of been for Boo, the children would never have made it home that night. This shows that Boo is like a Mockingbird, he doesn't do any wrong at all, and just watches over the children to see they are save and makes them nice things. We know now that a sin was committed when his parents secluded Boo in the house; they have committed a sin, as they would be killing a Mockingbird. This is where we see the first connection between Boo's story and Toms because Tom Robinson is also a Mockingbird Figure. We know that Tom Robinson was found guilty to the charge of Rape to Mayella Ewell. This happened even though there was no evidence whatsoever to say that Tom did it, and plenty to say that he was in fact totally innocent. Also Tom in the trial shows how caring and honest he is when he says, " I felt right sorry for her." This was a huge mistake by Tom as a black man feeling sorry for a

Minor capacity judgement Essay

Mohori Bibee and another Vs. Dharmodas Ghose Mohori Bibee and another Vs. Dharmodas Ghose Options Dock Print PDF Court :  Kolkata Reported in :  (1903)30IndianAppeals114 Judge :  Lord Macnaghten; Lord Davey; Lord Lindley; Sir Ford North; Sir Andrew Scoble; Sir Andrew Wilson, JJ. Decided On :  Mar-04-1903 Acts :  Indian Evidence Act, 1877 – Section 115; Indian Contract Act – Sections 41, 19, 64, 65 Appellant :  Mohori Bibee and another Respondent :  Dharmodas Ghose Advocate for Respondent :  W. W. Box, Adv. Advocate for Appellant :  Watkins; Lempriere, Advs. Judgment: SIR FORD NORTH, J. On July 20, 1895, the respondent, Dhurmodas Ghose, executed a mortgage in favour of Brahmo Dutt, a money-lender carrying on business at Calcutta and elsewhere, to secure the repayment of Rs. 20,000 at 12 per cent. interest on some houses belonging to the respondent. The amount actually advanced is in dispute. At that time the respondent was an infant; and he did not attain twenty-one until the month of September following. Throughout the transaction Brahmo Dutt was absent from Calcutta, and the whole business was carried through for him by his attorney, Kedar Nath Mitter, the money being found by Dedraj, the local manager of Brahmo Dutt. While considering the proposed advance, Kedar Nath received information that the respondent was still a minor; and on July 15, 1895, the following letter was written and sent to him by Bhupendra Nath Bose, an attorney:— â€Å"Dear Sir,—I am instructed by S. M. Jogendranundinee Dasi, the mother and guardian appointed by the High Court under its letters patent of the person and property of Babu Dhurmodas Ghose, that a mortgage of the properties of the said Babu Dhurmodas Ghose is being prepared from your office. I am instructed to give you notice, which I hereby do, that the said Babu Dhurmodas Ghose is still an infant under the age of twenty-one, and any one lending money to him will do so at his own risk and peril. † Kedar Nath positively denied the receipt of any such letter; but the Court of first instance and the Appellate Court both held that he did personally receive it on July 15; and the evidence is conclusive upon the point. On the day on which the mortgage was executed, Kedar Nath got the infant to sign a long declaration, which, he had prepared for him, containing a statement that he came of age on June 17; and that Babu Dedraj and Brahmo Dutt, relying on his assurance that he had attained his majority, had agreed to advance to him Rs. 0,000. There is conflicting evidence as to the time when and circumstances under which that declaration was obtained; but it is unnecessary to go into this, as both Courts below have held that Kedar Nath did not act upon, and was not misled by, that statement, and was fully aware at the time the mortgage was executed of the minority of the respondent. It may be added here that Kedar Nath was the attorney and agent of Brahmo Dutt, and says in his evidence that he got the declaration for the greater security of his â€Å"client. † The infant had not any separate legal adviser. On September 10, 1895, the infant, by his mother and guardian as next friend, commenced this action against Brahmo Dutt, stating that he was under age when he executed the mortgage, and praying for a declaration that it was void and inoperative, and should be delivered up to be cancelled. The defendant, Brahmo Dutt, put in a defence that the plaintiff was of full age when he executed the mortgage; that neither he nor Kedar Nath had any notice that the plaintiff was then an infant; that, even if he was a minor, the declaration as to his age was fraudulently made to deceive the defendant, and disentitled the plaintiff to any relief; and that in any case the Court should not grant the plaintiff any relief without making him repay the moneys advanced. By a further statement the defendant alleged that the plaintiff had ubsequently ratified the mortgage; but this case wholly failed, and is not the subject of appeal. Jenkins J. , who presided in the Court of first instance, found the facts as above stated, and granted the relief asked. And the Appellate Court dismissed the appeal from him. Subsequently to the institution of the present appeal Brahmo Dutt died, and this appeal has been prosecuted by his executors. The first of the appellants’ reasons in support of the present appeal is that the Courts below were wrong in holding that the knowledge of Kedar Nath must be imputed to the defendant. In their Lordships’ opinion they were obviously right. The defendant was absent from Calcutta, and personally did not take any part in the transaction. It was entirely in charge of Kedar Nath, whose full authority to act as he did is not disputed. He stood in the place of the defendant for the purposes of this mortgage; and his acts and knowledge were the acts and knowledge of his principal. It was contended that Dedraj, the defendant’s gomastha, was the real representative in Calcutta of the defendant, and that he had no knowledge of the plaintiff’s minority. But there is nothing in this. He no doubt made the advance out of the defendant’s funds. But he says in his evidence that â€Å"Kedar Babu was acting on behalf of my master from the beginning in this matter†; and a little further on he adds that before the registration of the mortgage he did not communicate with his master on the subject of the minority. But he did know that there was a question raised as to the plaintiff’s age; and he says, â€Å"I left all matters regarding the minority in the hands of Kedar Babu. † The appellants’ counsel contended that the plaintiff is estopped by s. 115 of the Indian Evidence Act (I. f 1872) from setting up that he was an infant when he executed the mortgage. The section is as follows: â€Å"Estoppel. When one person has by his declaration act or omission intentionally caused or permitted another person to believe a thing to be true, and to act upon such belief, neither he nor his representative shall be allowed in any suit or proceeding b etween himself and such person or his representative to deny the truth of that thing. † The Courts below seem to have decided that this section does not apply to infants; but their Lordships do not think it necessary to deal with that question now. They consider it clear that the section does not apply to a case like the present, where the statement relied upon is made to a person who knows the real facts and is not misled by the untrue statement. There can be no estoppel where the truth of the matter is known to both parties, and their Lordships hold, in accordance with English authorities, that a false representation, made to a person who knows it to be false, is not such a fraud as to take away the privilege of infancy: Nelson v. Stocker. 0 The same principle is recognised in the explanation to s. 19 of the Indian Contract Act, in which it is said that a fraud or misrepresentation which did not cause the consent to a contract of the party on whom such fraud was practised, or to whom such misrepresentation was made, does not render a contract voidable. The point most pressed, however, on behalf of the appellants was that the Courts ought not to have decreed in the respondent’s favour without ordering him to repay to th e appellants the sum of Rs. 0,500, said to have been paid to him as part of the consideration for the mortgage. And in support of this contention s. 64 of the Contract Act (IX. of 1872) was relied on:— â€Å"Sect. 64. When a person at whose option a contract is voidable rescinds it, the other party thereto need not perform any promise therein contained of which he is promisor. The party rescinding a voidable contract shall, if he have received any benefit thereunder from another party to such contract, restore such benefit, so far as may be, to the person from whom it was received.    Both Courts below held that they were bound by authority to treat the contracts of infants as voidable only, and not void; but that this section only refers to contracts made by persons competent to contract, and therefore not to infants. The general current of decision in India certainly is that ever since the passing of the Indian Contract Act (IX, of 1872) the contracts of infants are void able only. This conclusion, however, has not been arrived at without vigorous protests by various judges from time to time; nor indeed without decisions to the contrary effect. Under these circumstances, their Lordships consider themselves at liberty to act on their own view of the law as declared by the Contract Act, and they have thought it right to have the case reargued before them upon this point. They do not consider it necessary to examine in detail the numerous decisions above referred to, as in their opinion the whole question turns upon what is the true construction of the Contract Act itself. It is necessary, therefore, to consider carefully the terms of that Act; but before doing so it may be convenient to refer to the Transfer of Property Act (IV of 1882), s. of which provides that every person competent to contract and entitled to transferable property. . . . is competent to transfer such property. . . . in the circumstances, to the extent, and in the manner allowed and prescribed by any law for the time bring in force. That is the Act under which the present mortgage was made, and it is merely dealing with persons competent to contract; and s . 4 of that Act provides that the chapters and sections of that Act which relate to contracts are to be taken as part of the Indian Contract Act, 1872. The present case, therefore, falls within the provisions of the latter Act. Then, to turn to the Contract Act, s. 2 provides: (e) Every promise and every set of promises, forming the consideration for each other, is an agreement. (g) An agreement not enforceable by law is said to be void. (h) An agreement enforceable by law is a contract. (i) An agreement which is enforceable by law at the option of one or more of the parties thereto, but not at the option of the other or others, is a voidable contract. Sect. 0 provides: â€Å"All agreements are contracts if they are made by the free consent of parties competent to contract for a lawful consideration and with a lawful object, and are not hereby expressly declared to be void. † Then s. 11 is most important, as defining who are meant by â€Å"persons competent to contract†; it is as follows; â€Å"Every person is competent to contract who is of the age of majority according to the law to which he is subject, and who is o f sound mind, and is not disqualified from contracting by any law to which he is subject. † Looking at these sections, their Lordships are atisfied that the Act makes it essential that all contracting parties should be â€Å"competent to contract,† and expressly provides that a person who by reason of infancy is incompetent to contract cannot make a contract within the meaning of the Act. This is clearly borne out by later sections in the Act. Sect. 68 provides that, â€Å"If a person incapable of entering into a contract, or any one whom he is legally bound to support, is supplied by another person with necessaries suited to his condition in life, the person who has furnished such supplies is entitled to be reimbursed from the property of such incapable person. It is beyond question that an infant falls within the class of persons here referred to as incapable of entering into a contract; and it is clear from the Act that he is not to be liable even for necessaries, a nd that no demand in respect thereof is enforceable against him by law, though a statutory claim is created against his property. Under ss. 183 and 184 no person under the age of majority can employ or be an agent. Again, under ss. 47 and 248, although a person under majority may be admitted to the benefits of a partnership, he cannot be made personally liable for any of its obligations; although he may on attaining majority accept those obligations if he thinks fit to do so. The question whether a contract is void or voidable presupposes the existence of a contract within the meaning of the Act, and cannot arise in the case of an infant. Their Lordships are, therefore, of opinion that in the present case there is not any such voidable contract as is dealt with in s. 64. A new point was raised here by the appellants’ counsel, founded on s. 5 of the Contract Act, a section not referred to in the Courts below, or in the cases of the appellants or respondent. It is sufficient to say that this section, like s. 64. starts from the basis of there being an agreement or contract between competent parties, and has no application to a case in which there never was, and never could have been, any contract. It was further argued that the preamble of the Act shewed that the Act was only intended to define and amend certain parts of the law relating to contracts, and that contracts by infants were left outside the Act. If this were so, it does not appear how it would help the appellants. But in their Lordships’ opinion the Act, so far as it goes, is exhaustive and imperative, and does provide in clear language that an infant is not a person competent to bind himself by a contract of this description. Another enactment relied upon as a reason why the mortgage money should be returned is s. 41 of the Specific Relief Act (I. of 1877), which is as follows: â€Å"Sect. 41. On adjudging the cancellation of an instrument the Court may require the party to whom such relief is granted to make any compensation to the other which justice may require. Sect. 38 provides in similar terms for a case of rescission of a contract. These sections, no doubt, do give a discretion to the Court; but the Court of first instance, and subsequently the Appellate Court, in the exercise of such discretion, came to the conclusion that under the circumstances of this case justice did not require them to order the return by the respondent of money advanced to him with full knowledge of his infancy, and their Lordships see no reason for interfering with the discretion so exercised. It was also contended that one who seeks equity must do equity. But this is the last point over again, and does not require further notice except by referring to a recent decision of the Court of Appeal in Thurstan v. Nottingham Permanent Benefit Building Society21, since affirmed by the House of Lords. 22 In that case a female infant obtained from the society of which she was a member part of the purchase-money of some property she purchased; and the society also agreed to make her advances to complete certain buildings thereon. They made the advances, and took from her a mortgage for the amount. On attaining twenty-one she brought the action to have the mortgage declared void under the Infants Relief Act. The Court held that, as regards the purchase-money paid to the vendor, the society was entitled to stand in his place and had a lien upon the property, but that the mortgage must be declared void, and that the society was not entitled to any repayment of the advances. Dealing with this part of their claim Romer L. J, says23: â€Å"The short answer is that a Court of Equity cannot say that it is equitable to compel a person to pay any moneys in respect of a transaction which as against that person the Legislature has declared to be void. So here. Their Lordships observe that the construction which they have put upon the Contract Act seems to be in accordance with the old Hindu Law as declared in the laws of Menu, ch. viii. 163; and Colebrooke’s Dig. liii. 2, vol. ii. p. 181; although there are no doubt, decisions of some weight that before the Indian Contract Act an infant’s contract was voidable only in accordance with English law as it then stood. The appeal, therefore, wholly fails; and their Lordships will humbly advise His Majesty that it should be dismissed. The appellants must pay the costs of the appeal.

HR function

Hrs manager is also responsible or the management of HRS to assist the company to reach their target. Moreover, HRS manager shares duties with line manager and HRS professionals. Line manager also seeks the guidance from HRS manager for selecting employee, training for staff, promoting staff and taking disciplinary action HRS outsourcing (HRS) is a process to hire external HRS professionals to help with HRS issues. The main point of HRS is to decide which needs to be out sourced and which needs to be kept. Mainly HRS focus on routine transaction oriented processes and clerical work.Yet, the strategic HRS management Is still taken care by HRS manager. HRS outsourcing is processed In these ways: Business process outsourcing, Discrete services and multiprocessing services. HRS shared service centre Is a expertise centre which helps to take the routine transaction and activities for the company in one place. HRS shared services centre offer another option for HRS outsourcing and offer th e same saving cost and services. Less professional will be needed while the shared services centre is used, in which can help the company to save a lot of cost.Also the most useful function to use hared service centre is to arrange payroll, relocate and support for recruitment, training and development, planning and retain the professional. Professional Employer Organization is organization to rent people to other business. PEP manage the administrative needs of employees and PEP will pay for the staffs salary and other compensation, benefits. PEP has the power to lease, release, and discipline and reassign the employee. However, the company can still have enough control so that they can run their own business.PEP Is benefit for staff because they offer the staff a to of organization so they usually have economies of scale that allow them of have a wider selection of benefits at a cheaper cost and they have a huge number of employee in the pool. Line manager involved in individual d epartment and mainly in charge of their own section. Nowadays, the line manager is involving many tradition al work of HRS manager and is performing their duties as well. For instance, all the recruitment and selection process, performance evaluation, developing of employee have been transferred to be done by the line managers partially.Intercontinental Hong Kong Is a five star hotel In Hong Kong, the service standard Is a very Important factor In the hotel industry. HRS Is responsible to process the recruitment and selecting of the employee, also they are the first one to screen the Interviewee for Individual department In order to make sure every Interviewee Is up to standard and then to be selected by the line manager or department head. HRS quantify interviewee for individual department they can save time for any not necessary interview and can hire a suitable person in a short time.In order to maintain a high standard in a hotel, training is a must for the staff. HRS is one for the department responsible for this. They hold different training for different department timely. For example, for the restaurant they invite some professionals to have a talk or wine tasting to the Food and Beverage staff to enhance and keep updating their knowledge. For the front desk, HRS chooses Some special comment card from guest then share with the staff and also ask that complimented staff to share the tips and how to please the guest.Other than the training and recruitment, Rewards is a significant recognition to the staff. In every quarter, HRS holds a reward presentation to all the staff who is complimented at least one time by the guest. They can get, for example a certificate to thank the great performance to the staff by management, a bottle of wine and Food and beverage coupon in the hotel restaurant, in which depends on the number of compliments. This action is to show the recognition to the staff and let them know the management really care and thank their amazing performance.HRS is also a tool for the staff to share their comment to the management. HRS holds a meeting is called † Direct Line â€Å"that individual can choose their representative to attend this meeting, in which they staff can have a direct conversation to the General Manager and reflect their opinion. This action allows staff to communicate with the senior management directly and let them know the management do care their thought and opinion. After all, HRS tries their very best to enhance the staff loyalty to the hotel and take place the training to make them competitive.

Explore the Dramatic Significane of Lady Bracknell in Act 1

Explore the dramatic significance of Lady Bracknell in Act 1 Throughout Act 1, Oscar Wilde uses the character of Lady Bracknell as a highly comedic character who causes the entire play to come together by unknowingly creating a calamitous chain of events to occur by her refusal to let her daughter Gwendolyn marry to Jack Worthing. She is presented as strict, uptight woman who is very much the Matriarch of the family.One way Wilde presents this idea is when Lady Bracknell is interviewing Jack on whether he should be allowed to marry Gwendolyn. In the interview Lady Bracknell is seen asking Jack questions such as â€Å"Do you smoke† this could indicate the void of old London society where more important issues weren’t considered as important in an world of extravagance, wealth and luxury such as the one they were living in.Lady Bracknell is first and foremost a symbol of Victorian seriousness and the unhappiness it brings as a result. She is powerful, arrogant, ruthless t o the extreme, conservative, and proper. In many ways, she represents Wilde's opinion of Victorian upper-class negativity, conservative values, and power it is also thought that Wilde had fashioned Lady Bracknell by basing her on the hierarchy within it.Her overshadowing presence in act one tells us how the mood and tone dramatically changes when she is in and out of the room, for example when she is not in the room Jack is relaxed and at ease with Gwendolyn, but when she returns and tells Jack to â€Å"rise from this semi-recumbent posture, it is most indecorous† he instantaneously stumbles to get up. It is her question on Jacks parents which eventually leads to the rest of the play falling together when she asks where his parents are, which he replies to that he was abandoned as a child, she comes up with a witty, hilarious remark of â€Å"to lose one parent, Mr.Worthing, may be regarded as a misfortune. To lose both looks like carelessness. † The idea of this statem ent is so ridiculous it is regarded as comical yet it also reveals that she will not Jack to marry Gwendolyn as she believes already that he is reckless and immature and his admission further proves that he is not responsible enough to marry her daughter. This sets of a series of events that lead to the eventual revelation at the end of the play and the humorous events in-between.

Application of Colloids

Applications of Colloids| Colloids play a very important role in nature, in our daily life and in industry. Some of the important applications of colloids are discussed below. 1. Food stuffs and medicines:  Many of our food stuffs are colloidal in nature. Milk, butter, whipped cream, fruit jellies, ice cream, bread etc. are all colloidal in nature. For example, milk is an emulsion of butter fat in water, stabilized by milk protein (casein). Ice cream is a dispersion of colloidal ice particles in cream. Similarly, bread consists of air dispersed in baked dough.Colloidal medicines are more effective and are easily absorbed by the body system. Therefore a large number of pharmaceutical preparations are emulsions. Halibut-liver oil, cod-liver oil, skin ointments etc. are emulsions. Antibiotics such as penicillin, streptomycin etc. are usually injected in the body in colloidal form. Several metal sols are also used as medicines. 2. Purification of water:  In water works, water is usua lly purified by the addition of certain electrolytes such as potash alum, aluminium sulphate etc. This involves the phenomenon of coagulation.The impure water usually contains dispersed colloidal particles which cannot be removed by filtration. When potash alum is added to impure water, the negatively charged colloidal particles of impurities get coagulated by the action of Al3+  ions furnished by the alum and can be removed by filtration or decantation. 3. Sewage disposal:  Sewage water contains particles of dirt, mud etc. which are colloidal in nature and carry some electrical charge. These particles may be removed by using the phenomenon of electrophoresis.The sewage water is passed through a tunnel fitted with metallic electrodes and maintained at a high potential difference. The colloidal particles present in the sewage water migrate to the oppositely charged electrodes and get coagulated. This solves the problem of sewage disposal. Moreover, the rubbish matter obtained on account of the coagulation of colloidal dirt particles may be used as manure. | 4. Smoke precipitation:  Smoke is colloidal system and consists of electrically charged colloidal particles of carbon dispersed in air. As smoke is a big source of pollution.It is always desirable to precipitate it, i. e. , to remove colloidal carbon particles present in it. The removal of colloidal carbon particles from smoke can be effected by using the phenomenon of electrophoresis. This is achieved in an apparatus called Cottrell precipitator as shown in figure. Smoke is allowed to pass through a chamber having a number of metal plates attached to a metal wire connected to a source of high potential (20,000 to 70,000V). The electrically charged colloidal particles of carbon and dust get discharged when come in contact with the oppositely charged plates and fall down to the bottom.The clean hot air leaves the precipitator from an exit near the top. 5. Artificial rain:  Clouds are colloidal systems and consist of water vapour mixed with dust particles. The water molecules present in a cloud develop some electrical charge. Therefore, clouds can be made to rain by neutralizing the charge present on colloidal particles (water molecules). This type of rain is called artificial rain and may be carried out by spraying oppositely charged colloidal dust or sand particles over a cloud. This neutralizes the charge on water molecules and compels them to get coagulated, i. . to rain. 6. Rubber industry:  Latex obtained from rubber trees is an emulsion consisting of a dispersion of negatively charged rubber particles in water. In order to obtain rubber from latex, the latter is boiled when rubber particles get coagulated. The coagulated mass is vulcanized and sold as natural rubber. Rubber-plated articles can be prepared directly from latex by electrically depositing the negatively charged rubber particles over the article to be rubber-plated by making the article an anode in the rubber -plating bath. 7.Leather tanning:  During the tanning of leather, the positively charged colloidal particles of raw skin and hides are coagulated by the negatively charged tanning materials which include tannin and compounds of aluminium and chromium. On soaking hides in the solutions of tanning materials, the coagulation of negatively charged tanning materials takes place in the pores of hides and the latter get hardened. 8. Cleansing action of soaps:  Soaps solution is colloidal in nature and removes dirt and oil from clothes by forming water soluble emulsion as explained earlier. . Smoke screen:  In chemical warfare, smoke screens are generally used to hide the movement of troops. Smoke screens are the colloidal dispersions of very fine particles of titanium oxide in air. 10. Formation of delta:  When a river falls into the sea, extensive deposits of sand and clay are formed at the mouth of the river in the sea. Such deposits are called delta. The river water contains col loidal particles of sand and clay which carry negative charge. The sea water contains a number of positive ions such as Na+, Mg2+, Ca2+  ion etc.When the river water comes in contact with sea water, the negative charge present on colloidal sand and clay particles get neutralized by the positively charged ions (present in sea water) and they get coagulated. The coagulated sand and clay particles settle down and take the shape of delta in due course of time. 11. Blue colour of the sky:  The sky is the empty space around earth and as such has no colour. It appears blue due to the scattering of light by the colloidal dust particles present in air (Tyndall effect). 12. Preparation of Nano-materials:  Nano-materials which are used as catalyst are prepared by using reverse micelles. 3. Building roads:  Now a day, roads are built asphalt emulsified in water. This technique does not require the necessity of melting the asphalt. 14. Metallurgical operations:  Several metal ores are concentrated by froth floatation process. This process involves the treatment of the pulverized ore in emulsion of pine oil. What are the Applications of Colloids? Colloids play a very significant role in nature and in our daily life. Some of the important applications of colloids are discussed below: 1) Medicines: Medicines in colloidal form are easily adsorbed by the body tissues and hence are more effective. ) Sewage disposal: Colloidal particles of the dirt, mud etc. carry electric charge, hence when sewage water is passed through the plates kept at a high potential, the colloidal particles are coagulated due to electrophoresis and the suspended matter gets removed. 3) Purification of water: The precipitation of colloidal impurities present in water can be done by adding certain electrolytes like alum etc. the negatively charged colloidal particles of impurities get neutralized by the Al3+ ions and settle down and pure water can be decanted off. 4) Cleansing action of soap: Soap solution is colloidal in nature.It removes the dirt particles either by adsorption or by emulsifying the greasy matter sticking to the cloth. 5) Formation of Delta: River water contains charged colloidal particles of clay, sand and many other materials. Sea water is very big store house of a variety of electrolytes dissolved in it. As soon as river water comes in contact with sea water coagulate the suspended colloidal particles which ultimately settle down at the point of contact. Thus the level of the river bed rises. As a result, water adopts a different course and delta is formed in due course of time. ) Smoke precipitation: Smoke particles are actually electrically charged colloidal particles of carbon in the air. Precipitation of smoke particles is carried out by Cottrell precipitator which is based on the principle of electrophoresis. Smoke is allowed to pass through a chamber having a number of metal plates attached to a metal wire connected to a source of high potential. C harged particles of smoke get attracted by oppositely charge electrode get precipitated after losing their charge and the hot air passes out through the chimney.The dust particles are also removed in this process. Thus the nuisance of smoke in big industrial cities can be avoided. 7) Photography: A colloidal solution of silver bromide in gelatin is applied on glass plates or celluloid films or paper to from sensitive plates in photography. 8 ) Artificial rain: Artificial rain can be caused by spraying oppositely charged colloidal dust or sand particles over a cloud. The colloidal water particles present in the cloud will be neutralized and coagulate to from bigger water drops causing artificial rain. 9) Rubber industry:Latex is a colloidal solution of negatively charged rubber particles. From latex, rubber can be obtained by coagulation. Rubber plated articles are prepared by depositing negatively charged rubber particles over the article to be rubber plated by making that article a n anode in a rubber plating bath. 10) Smoke screen: In warfare smoke screens are used which are nothing but colloidal dispersion of certain substances in the air. 11) Other applications: a) Blue color of the sky is due to the scattering of light by colloidal dust particles in air (Tyndall effect).Similarly, sea water looks blue due to scattering of light by the colloidal impurities present in sea water. b) Tail of comets is seen as a Tyndall cone due to the scattering of light by the tiny solid particles left by the comet in its path. c) Blood is a colloidal solution and the stoppage of bleeding on applying ferric chloride solution is due to coagulation of blood forming a clot. Colloids-Chemistry and Applications What are Colloids ? In a true solution as sugar or salt in water, the solute particles are dispersed in the solvent as single molecules or ions.Thus the diameter of the dispersed particles ranges from 1A to 10 A. On the other hand, in a suspension as sand stirred into water , the dispersed particles are aggregates of millions of molecules. The diameter of these particles is of the order 2,000 A or more. Applications of Colloids Colloids play an important role in our daily life and industry. A knowledge of colloid chemistry is essential to understand some of the various natural phenomena around us. Colloids make up some of our modern products. A few of the important applications of colloids are listed below. (1) Foods:Many of our foods are colloidal in nature.Milk is an emulsion of butterfat in water protected by a protein, casein. Salad dressing, gelatin deserts, fruit jellies and whipped cream are other examples. Ice cream is a dispersion of ice in cream. Bread is a dispersion of air in baked dough. (2) Medicines: Colloidal medicines being finely divided, are more effective and are easily absorbed in our system. Halibut-liver oil and cod-liver that we take are, in fact, the emulsions of the respective oils in water. Many ointments for application to s kin consist of physiologically active components dissolved in oil and made into an emulsion with water.Antibiotics such as penicillin and streptomycin are produced in colloidal form suitable for injections. (3) Non-drip or thixotropic paints: All paints are colloidal dispersions of solid pigments in a liquid medium. The modern nondrip or thixotropic paints also contain long-chain polymers. At rest, the chains of molecules are coiled and entrap much dispersion medium. Thus the paint is a semisolid gel structure. When shearing stress is applied with a paint brush, the coiled molecules straighten and the entrapped medium is released. As soon as the brush is removed, the liquid paint reverts to the semisolid form.This renders the paint ‘non-drip’. (4) Electrical precipitation of smoke: The smoke coming from industrial plants is a colloidal dispersion of solid particles (carbon, arsenic compounds, cement dust) in air. It is a nuisance and pollutes the atmosphere. Therefore, before allowing the smoke to escape into air, it is treated by Cottrell Precipitator. The smoke is let past a series of sharp points charged to a high potential (20,000 to 70,000 V). The points discharge high velocity electrons that ionise molecules in air. Smoke particles adsorb these positive ions and become charged.The charged particles are attracted to the oppositely charged electrodes and get precipitated. The gases that leave the Cottrell precipitator are thus freed from smoke. In addition, valuable materials may be recovered from the precipitated smoke. For example, arsenic oxide is mainly recovered from the smelter smoke by this method. (5) Clarification of Municipal water: The municipal water obtained from natural sources often contains colloidal particles. The process of coagulation is used to remove these. The sol particles carry a negative charge.When aluminium sulphate (alum) is added to water, a gelatinous precipitate of hydrated aluminium hydroxide (floc) is formed, A l3+ + 3H2O —- Al(OH)3 + 3H+ Al(OH)3 + 4H2O + H+ —– Al(OH)3(H2O)4 The positively charged floc attracts to it negative sol particles which are coagulated. The floc along with the suspended matter comes down, leaving the water clear. (6) Artificial Kidney machine:  The human kidneys purify the blood by dialysis through natural membranes. The toxic waste  products such as urea and uric acid pass through the membranes, while colloidal-sized particles of  blood proteins (haemoglobin) are retained.Kidney failure, therefore, leads to death due to accumulation  of poisonous waste products in blood . Now-a-days, the patient’s blood can be cleansed by shunting  it into an ‘artificial kidney machine’. Here the impure blood is made to pass through a series of  cellophane tubes surrounded by a washing solution in water. The toxic waste chemicals (urea, uric  acid) diffuse across the tube walls into the washing solution. The purified blood is returned to the  patient. The use of artificial kidney machine saves the life of thousands of persons each year.The phenomenon of the scattering of light by the sol particles is called Tyndall effect. (7) Blue colour of the sky:  This is an application of Tyndall effect. The upper atmosphere contains colloidal dust or ice  particles dispersed in air. As the sun rays enter the atmosphere these strike the colloidal  particles. The particles absorb sunlight and scatter light of blue colour (4600–5100A). The light that  Ã‚  is incident at earth’s surface is considerably reddened due to the removal of most of the blue light in  the upper atmosphere.

Changing Culture at Pizza Hut

Changing Culture at Pizza Hut and Yum! Brands, Inc. The concept of corporate culture has captured the imagination of executives for years. For executives struggling to manage organizational change, understanding their organization’s culture has become paramount before undertaking such a change. They realize that significant strategic and structural realignment cannot occur if it is not supported by the organization’s norms and values. Organization cultures are created by leaders and, therefore, one of the most important functions of a leader is the creation, management, and sometimes the destruction of a culture. An organization’s culture re? ects the values, beliefs and attitudes of its members. These values and beliefs foster norms that in? uence employees’ behaviors. Organizational cultures evolve imperceptibly over years. Unlike mission and vision statements, they are never written down, but are the soul of an organization. Cultures are collections of unspoken rules and traditions and operate 24 hours a day. They determine the quality of organizational life. Cultures determine much of what happens within an organization. While managers are aware of their organization’s culture(s), they are often unsure about ow to in? uence it. If cultures are powerful in? uencers of behaviors, they must be created. One way to analyze shared assumptions is by exploring top management’s answers to the following questions: 1. How do people in this organization accomplish their work? 2. Who succeeds in this organization? Who doesn’t? 3. How and when do people interact with one another? Who participates? 4. What kinds of work styles are valued in this organization? 5. What is expected of leaders in this organization? 6. What aspects of performance are discussed most in evaluations? The purpose of this article is to share with you how senior leaders at Pizza Hut in particular and at Yum! Brands, Inc. (Pizza Hut, Taco Bell and KFC) in general answered these questions and were able to create a new culture after the restaurants were spun off from PepsiCo Inc. Culture change does not occur in a vacuum. It is an integral part of the company’s fabric. To change a company’s culture, rewards systems, leader behaviors, and organizational designs must be created Acknowledgments: This research was sponsored by a research grant from the OxyChem Corporation. The primary focus of this article is Pizza Hut and how Pizza Hut both generated and experienced the culture change at Yum! It is based, primarily, on the thoughts, re? ections and opinions of senior managers who experienced and helped communicate the changes discussed in this article. The authors would like to acknowledge the constructive comments made by Steve Arneson, Leon Avery, Chris Koski, Mike Rawlings and Don, and Leslie Ritter. 319 to support the change, as the experience of Pizza Hut demonstrates. THE SPIN-OFF AND PIZZA HUT Started in 1958 by the Carney brothers, Dan and Frank, Pizza Hut played a major role in turning pizza from an Italian specialty into a mass-market, mainstream food. Pizza Hut had developed a reputation for and commitment to product quality that was ‘‘built into the bones’’ of restaurant managers, and with it, great pride in the brand. By the mid 1990s, Pizza Hut had become a powerful brand, with some 8,000 U. S. -based restaurants, 140,000 employees and over $5 billion dollars in system-wide sales. One internal Pizza Hut market researcher estimated that over 90 percent of American pizza eaters had tried a Pizza Hut pizza. One of the key drivers of the success of Pizza Hut was PepsiCo. Along with KFC and Taco Bell, Pizza Hut was and had long been part of the PepsiCo Restaurant Division. PepsiCo had brought its national marketing muscle to the Pizza Hut brand, raising sales and increasing brand visibility. But it had also brought something that had a major impact on Pizza Hut: the PepsiCo management system. Even before Jack Welch made General Electric Co. ’s personnel management system the envy of American industry, PepsiCo had a reputation for producing great general managers. Its personnel planning system, shepherded by a set of organizational psychology Ph. D. consigliore in each of PepsiCo’s operating divisions, produced a stellar cast of professional managers. This system, layered on an existent Pizza Hut founding culture, was far from a natural ? t for the quick-service restaurant industry. PepsiCo was what Kerr and Slocum would call a market culture with a performancebased reward system. PepsiCo’s very fast moving, individually focused, consumerpackaged goods, entrepreneurial culture would prove not a great ? t for the relatively mature, slow-moving, team-oriented, quickservice restaurant business. 20 ORGANIZATIONAL DYNAMICS The integration of these two companies, PepsiCo and Pizza Hut, resembled a failed vinaigrette: a large amount of oil slowly churning in one direction, overlaid by a thin layer of vinegar, a whirlwind of speed moving in the opposite direction. The vinegar represents the high-potential PepsiCo general managers rapidly moving among the many divisions and corporate of? ces of PepsiCo. Smart, ambitious, competitive and results-driven, they were attracted by PepsiCo’s ability to move them up fast and give them a breadth of management experience in different PepsiCo businesses. A rising star might spend two years in ? eld marketing at Pepsi Cola North America, a year and a half in product marketing at Frito-Lay, an additional 18 months as a product brand manager there, two years at Pepsi Cola International, followed by a senior director position in marketing at Taco Bell, etc. The bottom layer, the oil, represented the bulk of Pizza Hut’s operations, staffed by hard working, dedicated, long-tenured restaurant-focused operators who loved the Pizza Hut brand and the restaurant business. They were less likely to be at the top of their class in college and less likely in fact to have graduated from college. Many had started as cooks, or dishwashers or delivery drivers. Slowly, as they had mastered the complexity of running retail operations and built their experience, they would move up the system. A select few even reached the top of operations, where they shared leadership positions with PepsiCo general managers, some of whom had non-operational functional backgrounds (in ? nance, say, or even marketing,) and who were doing their ‘‘ops rotation. ’ This two-tiered system of PepsiCo ‘‘short termers’’ and Pizza Hut restaurant-dedicated ‘‘lifers’’ had a number of built-in tensions and misalignments, including:  Home office glorification: Business was done in the restaurants, but ‘‘the power and the glory,’’ as well as the field programs, all originated in corporate headquar ters, whether Pizza Hut’s in Dallas, Texas, Yum! ’s in Louisville, Kentucky or PepsiCo’s in Purchase, New York. Top management’s line of sight was focused away from the restaurants. Short-term mentality: The ‘‘up or out’’ of the PepsiCo professional management system, a reward system linking short-term results to individual rewards, created pressure to make one’s mark and make it quickly. Anything that took too long to build or was built for long-term impact was a hard sell.  Lack of continuity: The need for quick success and the relatively rapid turnover in headquarters management made for a ‘‘program of the month’’ mentality.  Finance first headset: ‘‘Making plan’’ seemed sacrosanct in PepsiCo’s results-driven organization. This was often perceived by the ‘‘restaurateurs,’’ and even by some franchisees, to be at the cost of commitment to long-term restaurant essentials like product and asset quality.  Passive resistance in the field: The perception of short-term focus combined with a ‘‘program of the month’’ mentality engendered, at its worst, a system of passive resistance in field operations—compliance without commitment. Field operators, especially franchisees, often felt secure in the knowledge that if they just delayed program implementation long enough, Pizza Hut management would turn over and the new group would charge out with the ‘‘next great idea. ’ A performance-based, consumer packaged goods company like PepsiCo was not a natural ? t with the restaurant business. But whether it was bad business ? t, strategic or culture misalignment, or simply lack of tolerance for the restaurants business’ relatively low m argins and slow growth (despite its huge cash ? ow), PepsiCo gave up on Pizza Hut and its restaurants, spinning off its entire restaurant division in 1997, under the name Tricon Global Restaurants, Inc. , now Yum! Brands. ALIGNING BUSINESS/ CULTURE Yum! anagement understood that they had to create a radically different culture than the one at PepsiCo if the new company was to succeed. PepsiCo is primarily a consumer packaged goods company. Direct interaction with consumers takes place through advertising, or is mediated by supermarkets and other retail and wholesale establishments. Marketing was king, and at the time of the spin-off, one of the kings of marketing, Roger Enrico, was the CEO. Tricon Global Restaurants, Inc. was a restaurant company. Hundreds of thousands of low-pay, high turnover front-line mployees interacted with millions of customers a week in some 30,000 restaurants around the world. Quality control was not in the hands of process manufacturing gurus as at Pepsi C ola or Frito-Lay, but in those of part-time, often teenage employees making discrete decisions about quality with every product served. This posed an enormously different challenge for top management at Yum! PepsiCo was a holding company. If general managers made their ? nancial numbers and grew their people, then headquarters people left each general manager alone to run his or her business. Synergies across various lines of business were simply not a high priority on PepsiCo’s strategic agenda. In the restaurant division, this resulted in three strong, independent consumer brands. In effect, the three restaurant brands were really three separate companies, with independent cultures, information technology (IT) systems, operations, ? eld management practices, human resource systems, etc. Yum! , saddled with a large debt by PepsiCo and in the relatively lower margin restaurant business, was in no position to economically justify itself as a holding company overseeing three independent restaurant businesses. It had to look for operating synergies, shared resources, etc. It had to be much more of an operating company. A shift from three independent companies to one company with three independent restaurant brands was required for ? nancial survival. Top management needed to meld three independent company cultures into one shared culture and one set of restaurant-focused values, built on a set of shared functions (e. g. , IT, bene? ts and compensation, legal). Succeeding at Pizza Hut could no longer be about making it to Purchase, New 321 York to work for PepsiCo. It had to be about making the customer experience in Pizza Hut restaurants great. David Novak, newly named vice chairman at Yum! had already started creating a restaurant-focused culture during his stint as president of KFC. Novak was fond of saying that he hated the term ‘‘culture’’ because it reminded him of germs. But his savvy understanding of how to build a restaurantfocused business culture was one of the reasons why he had been selected to run Yum! With little time between his selection and spin-off date, the new restaurant-focused culture was going to have to be jump-started. Launch date: October 7, 1997. CREATING THE CULTURE OF YUM! BRANDS Changing and integrating the culture of three companies with very strong founders, founding traditions and underlying assumptions about what constitutes success would be an enormous challenge, even after the homogenizing effects of PepsiCo culture were factored in. The actions that Yum! took to push its culture toward a desired end-state alignment with its business strategy and business model included: 1. Starting with a set of shared values to de? ne a culture across the three brands; 2. Founding the new company in a way that that embodied its new culture; 3. Using titles to signal intentions and signify new cultural meanings; 4. Creating a coaching management system to maximize restaurant performance; 5. Developing a recognition culture to reinforce cultural behaviors; 6. Realigning reward systems to validate and ‘‘walk the talk’’ on the values; and 7. Measuring the effectiveness and commitment of senior managers to the values. Starting with Shared Values The political philosopher, Hannah Arendt, trying to distinguish what was unique and 322 ORGANIZATIONAL DYNAMICS uccessful about the American Revolution (vs. those of France, and Russia, for example), focused on the concept of founding— both as a source of authority and as a statement of the power and commitment that comes from being a founder. The founding that was America’s Revolution was encoded in two distinct documents: The Declaration of Independence and the Constitution . The former served to articulate those values that were distinct to America and the latter to codify them into workable systems and processes of government. Whether the leaders of Yum! ad read Arendt is unknown, but they intuitively understood the elements that had made the American experiment unique—and they incorporated them into the values statement and the launch of the new company. Rather than start with yet another statement of corporate values, they declared their differences with the ‘‘mother country,’’ that is, PepsiCo, with a set of ‘‘Founding Truths. ’’ The nine distinct statements in this one shared document were Yum! ’s ‘‘Declaration of Independence. ’’ They announced what Yum! would stand for, while at the same time differentiating the new company from its progenitor— he PepsiCo Restaurant Division. For example, one statement reads, ‘‘The RGM (Restaurant Gene ral Manager) is our #1 Leader . . . not senior management. ’’ Another reads, ‘‘Great Operations and Marketing Innovation Drive Sales . . . no ? nger-pointing. ’’ These two statements suggest both the direction Yum! wanted to take and the behaviors it wanted to avoid. Taken together, the nine statements clearly demarcate both the essentials of a genuinely restaurant-focused company and the differences between what employees could expect from Yum! and what the restaurants and their operators had resented in PepsiCo. The statement of shared values, Yum! ’s ‘‘How We Work Together’’ principles, doesn’t differentiate Yum! from its competitors. Values statements rarely can serve this role, and Yum! ’s restaurant-focused, but otherwise standard values certainly can’t: customer focus, belief in people, recognition, coaching and support, accountability, excellence, positive energy, teamwork—who could be against these? Instead, as we’ll demonstrate, they served more to structure processes and systems and stand as a code for measurable behavior. In other words, they served the role of the U. S. Constitution. And, like the Constitution, while the details of the document weren’t easy to remember, their impact was ubiquitous. The Founding The launch of a large, new public, U. S. -based company, whether from spin-off, merger or acquisition, usually follows a rather standard process. You ring the opening bell of the New York Stock Exchange, throw a big launch event at corporate headquarters, presumably beamed live to division headquarters and by videotape to international locations, blare the news across the corporation’s internal media and push your best foot forward in the press. In this regard, the launch of Yum! followed the same format: Wall Street, a big event in Louisville, Kentucky, featuring the new Yum! Management team and the restaurant brand presidents, moderated by then ‘‘Good Morning, America’’ co-host Joan Lunden and beamed around the country. But if the launch was going to embody the culture, as enunciated in the ‘‘Founding Truths’’ and the ‘‘How We Work Together Principles,’’ with its principles of putting restaurants and their managers first, it was necessary to turn the usual launch format on its head. Yum! id this in three ways: by making local activities the center of the action instead of the headquarters event; by centering activities on restaurant managers, and by signing up those managers as ‘‘founders. ’’ The local events were focused primarily on enlisting local restaurant general managers in the new company. Activities centered on team-building exercises for the managers designed by Yum! ’s organizational and leadership development team. These were simple, but often powerful group activities. For example, the local event that one of the authors facilitated for some 200 participants in Miami, Florida, epresented the ? rst time that area Pizza Hut, KFC and Taco Bell managers had ever met together in one place. There were managers who ran restaurants of different brands, often adjacent to each other, who had never met! The simple act of sharing personal biographies and store histories created new connections. After two hours of team-building activities, the message that we were now one company, not three, and that we were part of a team together came across loud and clear. The national event reinforced the local event rather than the other way around. The invitation to and attendance primarily by restaurant managers told them they were important. This was reinforced by the national event which stressed the primary role of the RGM and introduced the ‘‘Founding Truths,’’ and it was graphically embodied in the new Yum! stock certi? cate, which featured one real manager from Pizza Hut, Taco Bell and KFC on its front. The most powerful part of each local event was saved for the end. Each locality had been supplied with a large poster featuring the new companies ‘‘Founding Truths. ’’ The poster was put outside the event meeting room, along with a set of magic markers. The managers were invited, on their way out, to sign their names on the poster and to become a ‘‘founder,’’ but only if they agreed with the principles of the new company. They were told that no top managers would be there to watch, and that there would be no penalty for not signing. It was strictly voluntary. They were, in effect, invited to sign the company’s ‘‘Declaration of Independence,’’ and in doing so, make a public commitment to the culture and the company. Over 80 percent of the attending RGMs left their signatures. ‘‘Founder’s Day’’ as it is now called, has become a yearly event celebrating the culture of Yum! Titles Given the symbolic importance of titles, Yum! was smart enough to actively use title changes to signal culture changes. ‘‘Corporate Headquarters’’ was re-named 323 the ‘‘Restaurant Support Center,’’ signifying that the restaurants were the central focus of the company. Presidents of the KFC, Taco Bell and Pizza Hut were, at least initially, re-named ‘‘chief concept officers,’’ signifying that there was now only one company with three concepts, not three companies. The entire above-restaurant management team also had their titles changed from ‘‘managers’’ to ‘‘coaches. ’ Area managers were now ‘‘area coaches,’’ operations directors were ‘‘market coaches’’ and division vice presidents became ‘‘head coaches. ’’ It was one thing to state that coaching was a company value—it wa s quite another to construct an entire management system based on coaching—to embed that value in the way the company worked. That was to be perhaps the biggest culture change of all. Coaching The idea that coaching could be something that all associates in a company could have to improve their performance, right down to the front lines, and that every manager had the capacity to coach may still appear radical, or at least improbable. Pizza Hut itself wasn’t even sure it could be done when it started the process. There were two incentives to create a coaching culture in operations: first, business growth had stalled and the company needed a jump-start and second, the PepsiCo management system was incongruent with the quick-service restaurant business. PepsiCo’s focus on individual, instead of team success, its short-term mentality and the intensely financial results driven culture had its strengths and its shortcomings. It was not a culture that could lead to sustained team performance in a restaurant. For example, under PepsiCo, management had been by exception. As Pizza Hut chief operating officer (COO) Aylwin Lewis put it before a national conference on coaching and mentoring, ‘‘If you’re a good performer, you get left alone; if you’re a poor performer, you get an action plan. ’’ In other words, getting the kind of management attention embodied in effective coaching and training to build 324 ORGANIZATIONAL DYNAMICS managerial competencies was seen as a sign of failure. The short-term focus of PepsiCo’s management system had meant that fixing things quickly was a strength. But short-term fixes became dysfunctional for building longterm capabilities through coaching. Finally, the focus on individual instead of team performance made it difficult to coach. Coaching ultimately has to be about the team and the person to be coached. It can’t be about the personal success story of the coach. Coaching supported the restaurantfocused culture in a number of ways. First, it required physical proximity. It’s best done face-to-face. Coaching can’t be done very effectively from another state. That meant above-restaurant management would have to start spending time in the restaurants. Second, it required interpersonal and operational, as well as ? nancial competence. To coach a restaurant manager, you had to know the business at least as well as they did and know how to share that knowledge, or you’d be wasting their time. Shifting the basis of control to knowledge from command of resources and rewards would force ‘‘general’’ managers to become ‘‘restaurant coaches. ’’ Third, it required partnership. The coach can’t be successful and have the player fail. Market coaches, area coaches and restaurant managers were networking, mirroring the teamwork required in the restaurants. COACHING MAY BE THE RIGHT WAY TO GO—BUT HOW DO YOU GET THERE? The first 90 days: Before anything else had been done, job titles were changed. All operations vice presidents, directors and area managers became ‘‘coaches. ’’ That was the ‘‘changeable moment’’ that signaled to employees that a new mode of operating was inevitable. There was ‘‘boot camp’’ for the entire operations team. The fastest way to ensure that all managers could master and understand the skills of the average employee was to bring them together, make them re-learn the basics of the business of making pizza and then test them o their competence was ‘‘certified. ’’ While this was going on, the organizational development team was developing job maps and outlining roles, responsibilities, outcomes, and behaviors for the role of coach. With title, certi? cation and job map, the coaching culture was launched. A nd barely stayed a? oat. The epiphany on what wasn’t working occurred to Aylwin Lewis during a roundtable with area coaches in Columbus, Ohio. One of the area coaches looked at him and said, ‘‘You’ve changed our titles and you’ve given us training and said, ‘Now, I want you to be in restaurants 80 percent of the time. Okay, now what do you want us to do there? What do we do with all that time? ’’ Without any existing precedents for building a new management system based on coaching, it wasn’t immediately apparent that a model of coaching was needed. Coaching was a skill that had to be taught. People needed a model for how to coach. In PepsiCo, coaching wasn’t rewarded and therefore not practiced. A coaching culture model needed to be developed at Yum! It had to be practical, simple and action-oriented—it had to ? t the fast paced, high-turnover environment of the restaurant business. A teachable threestep process, with an easy to learn acronym, EAR, was developed: taught all market coaches, while the market coaches bypassed all area coaches and personally taught all restaurant managers. This simple method had huge implications for fostering a new culture at Yum!. First, it meant that all the coaches had to learn the coaching model well enough to teach it. Second, they had to demonstrate their commitment to it in order to teach it well, and were held accountable for achieving results. It would not have had the same impact if the training department employees had led the classes. Third, it put the one level down coaches (the direct supervisors of the students) on notice for accountability to their immediate subordinates. Fourth, operators were able to bring real-life examples into the role-plays, increasing the relevance, impact, usefulness and credibility of the coaching material. In addition to training, coaching logs were created in each restaurant to document each coaching session, its lessons and commitments. Audiotapes of coaching sessions were circulated to restaurant managers to provide real-life demonstrations. Creating a coaching culture had begun. Recognition Top managers learned from Southwest Airlines Co. the power of recognition to motivate employees, and to elicit positive discretionary behavior among employees. Southwest Airlines separates reward from recognition, celebrating behaviors that reinforce the culture, creating an elaborate, yet spontaneous process of positive behavioral feedback. Recognition is done by everyone, not just senior managers. This means that all levels of supervisors can recognize behavior, empowering those supervisors, but also ensuring that the recognition is timely, specific and meaningful to the person who receives it. There were three keys to building a successful recognition program at Pizza Hut: 1. Starting at the top; 2. Ensuring it was continuous and ongoing, and got built into communications; and 3. Reinforcing it publicly. 325 Exploring Observe/ask/listen Analyzing Facts? Isolated or pattern? Root cause? Responding Teach new skills and knowledge Provide feedback Offer support and gain commitment Operational leaders (not training personnel) would be responsible for teaching all coaching classes for those two levels down from them. For example, COO Aylwin Lewis bypassed head coaches and personally Starting at the top: David Novak, now chairman of Yum! , formerly president of Pizza Hut (and of KFC) single-handedly brought recognition to Pizza Hut. He said that he had learned the power of recognition during his job as chief operating of? cer at one of the PepsiCo divisions. His deep-seated belief in the power of recognition and his commitment to it made all the difference. Novak’s ? rst foray into recognition as president of a division occurred at KFC, where he created the ‘‘? oppy chicken’’ award. The award itself embodied the distinction between recognition and reward. It was one of those rubbery ? oppy chickens used for pranks or jokes that would be as likely to show up on Halloween as at any other time. In other words, it wasn’t valuable in and of itself—it wasn’t a watch, or a ring, fancy clock, tie tack, brooch, earrings, etc. Three things made it valuable as recognition. First, it was numbered. So it wasn’t just a ? oppy chicken. It was the #45 ? oppy chicken. Second, it was signed and had a personal message written on it. And third, a picture of the recipient and Novak was taken, framed and sent to the recipient. A $100 gift certi? ate was also given, but Novak was clear to point out that this was simply an add-on: ‘‘We know you can’t eat the chicken. ’’ At Pizza Hut, Novak started the ‘‘Big Cheese’’ award—a rubber cheese hat (similar to those worn by fans of the Green Bay Packers football team. ) This was also numbered, and personally inscribed. The recipient had to wear it while being photographed with the president. When Novak became vice chairman of Yum! at the spin-off, his successor as president of Pizza Hut, Mike Rawlings, continued the tradition. During his ? ve-year tenure, Rawlings handed out over 500 ‘‘Big Cheese’’ awards. The frequent tears, positive emotions and heartfelt gratefulness of the recipients were reinforcing for culture and for the giver. One author personally experienced the impact of getting the award in front of 600 employees at an ‘‘All-Team’’ meeting. The power of the award is in the public recognition. The author’s $100 gift certi? cate remains unspent. 326 ORGANIZATIONAL DYNAMICS To create a recognition culture, rather than simply a recognition award, things couldn’t stop and start with Novak. He encouraged his immediate reports to create their own recognition awards, and they soon did. What followed was a slow process of osmosis, reinforced by the positive impact of recognition. For example, the chief operating of? cer created a recognition award and gave it out at all operations meetings. The positive feedback and public recognition that accompanied it built pride and goodwill amongst recipients and reinforced their positive behavior. The obvious and widespread positive feedback gave a reason for head coaches to create their own recognition awards for their meetings, and so on down the line right into the restaurants. Like osmosis, the spread of recognition was uneven and sometimes slow. But within three years, recognition awards were regularly appearing in restaurants, as managers used recognition to motivate front-line employees. And because the spread was spontaneous—never dictated by ‘‘corporate’’—and completely voluntary, there was a sense of ownership for the behavior. Recognition built deep roots. Those roots had the time to grow because once the recognition tradition started, the continuous, ongoing commitment of senior leaders kept it alive, front and center. Every public meeting included recognition awards on the agenda. Over time, the continuity of recognition starting generating a sense of anticipation and ‘‘pull’’ for awards. Within three years, recognition had become so routine and omnipresent that it lost any tinge of self-awareness and simply became ‘‘the way we do things around here. ’’ Rewards The balanced scorecard was the primary mechanism for allocating rewards and handing out bonuses for restaurant managers. Two changes to the reward system helped align it with the ‘‘Founding Truths’’ and ‘‘How We Work Together Principles’’ on which the new culture was based. First, people measurements were added to ? nancial measurements and customer measurements, reinforcing the ‘‘putting people ? rst’’ credo. It might have taken three years before all restaurant managers had been trained as coaches, but the scorecard was ? exible enough to allow for measuring the results of good coaching—such as reduced turnover—within a year. Second, in a move unprecedented in the industry, restaurant managers were given stock options as an outright block grant, and stock options were added to the list of performance incentives. Legally limited initially in the number of stock options it could award, Yum! chose to award its restaurant managers these options before their bosses, the area coaches, were able to get theirs. This powerfully reinforced the founding truth that the ‘‘RGM was #1,’’ and should act like an owner of the business. The symbolic value and the boost to management credibility was at least as important as the value of the options themselves. ?nancial of? cer of Yum! was let go, and his lack of cultural ? was cited as a reason, this sent a powerful signal that the cultural values of the company were important. RESULTS The nature of Pizza Hut’s business makes it very difficult to make causal links between the change in culture and changes in its business. For one thing, the main determinant of Pizza Hut sales is new product launches, somewhat orthogonal to culture as a sales determinant. For another, as a result of the spin-off, Yum! had been burdened with a hug e debt and was in the process of selling off its company-owned restaurants. This undoubtedly mpacted morale, potentially slowing the impact of culture change, and it may have skewed the same-store sales averages of the remaining restaurants, obfuscating the impact of culture. These points notwithstanding, during the ? rst four years of its culture change, Pizza Hut experienced record highs in same-store sales and a record low in restaurant manager turnover. In the ? ve years, from mid-1997 to mid-2002—when Pizza Hut was led by president Mike Rawlings, a time at the heart of the change in culture—same-store sales growth rose 19 percent, overall operating pro? doubled and margins improved to record highs. While these results may not have been caused directly by the change in culture, they were certainly consonant with it. ‘‘Founder’s Survey’’ results show strong belief in company leadership, commitment to and belief in the brand, and stro ng execution of the values at all levels. At the least, the changes in culture provided a strong foundation for and enablement of high performance. The management practices at PepsiCo and Yum! had a signi? cant impact on the cultures created in each organization. In a hologram, any fragment encapsulates the essence of the whole. Interpretations of a single management practice need to be consistent with the interpretation of other 327 Measurement ‘‘What gets measured, gets done,’’ is one of the oldest maxims of business. But when you’re trying to change a culture and using values to do it, what do you measure about the culture? Yum! answered this question in two ways. First, it created the ‘‘Founder’s Survey,’’ an annual company-wide survey that measured the company on its adherence to the ‘‘How We Work Together Principles. ’ All employees, except restaurant managers, were invited to participate, with participation rates in the mid-80 percentages. Results could be broken down by function and by levels, providing a picture on how different parts of the company perceived the company’s commitment to the culture. Managers were then required to come up with action plans for those areas where results were less than satisfactory. Second, Yum! created values-focused, 360-degree performance reviews, which were eventually pushed to the restaurant manager level. Individuals were held accountable for how they lived the values. When the chief management practices. Top managers at Yum! had the capacity to envision and enact a culture that inspired intense loyalty, strong commitment, increased productivity, and even greater pro? tability. To achieve consistency at Yum! and differentiate Yum! from PepsiCo, Yum! ’s top managers developed practices that were consistent with its culture. Cultural anthropologists for decades have studied the behaviors of members of numerous tribes. While each tribe might worship different ‘‘gods,’’ the behaviors of tribe members can be described using four concepts, all starting with the letter ‘‘T’’: Totems are things that are worshipped or prized; taboos are practices used to control or punish deviant behaviors or those not sanctioned by the tribe; traditions are practices that have been passed down through generations to preserve the status quo, and transitions (or rites of passages) are practices that serve to indoctrinate new members into the culture of the tribe. We summarize the differences in these four T’s between PepsiCo and Yum! n Table 1. Corporations have spent considerable amounts of money in response to consultants’ seductive promises of easy cultural change. Some managers have sought to replicate the strong cultures of successful companies, while others have tried to engineer commitment to a culture, in the hopes of increasing loyalty, productivit y, and/or pro? tability. Unfortunately, culture is rooted in the countless details of an organization’s life. How decisions are made, how careers are TABLE 1 Yum! Brands YUM! VERSUS PEPSICO: COMPARISON OF CULTURAL ARCHETYPESa TOTEMS Focus of attention: TABOOS Results without values ‘‘Quick hits’’ TRADITIONS Recognition TRANSITIONS Pizza ‘‘certification’’ and other ‘‘boot camps’’ for making products Becoming a ‘‘founder’’ Restaurants Team players Operations/marketing partnership Focus on people Effective operations Division interdependence Retail mentality Financial results Values without results Individual stars Lack of upward mobility Marketing is king Long-term projects without short-term results Not making a plan Coaching Restaurant General Manager is #1 Values driven Specialization PepsiCo People career Quarterly financial planning results review Move up or out Cross-functional rotations to build general managers Strong brand mentality Making a plan Division independence Wholesale/distribution mentality a This table is not meant to be a de? nitive anthropological statement. Rather, it represents perceptions of the differences between Yum! and PepsiCo corporate cultures. Note as well, that Yum! ‘‘traditions’’ tend to be founding behaviors and values created at its spin-off and continuously reinforced in systems, processes and leadership communications over its existence. 28 ORGANIZATIONAL DYNAMICS managed, how rewards are allocated—each small incident serves to convey some aspect of the organization’s culture. The founders of Yum! did not want to create a culture that perpetuated their own values and sense of immortality and stayed away from quick ? xes. What is the soul of Yum!? First, forget the numbers. Internal competition end s up making people less committed, creative, and caring. In the restaurant business, the lack of these three C’s leads to poor customer service, which ultimately affects store pro? tability. Second, people need appreciation. Big cheeses and other tokens of appreciation for talented high performers are an integral part of maintaining a strong culture. 329 SELECTED BIBLIOGRAPHY For selected works on corporate culture and its impact on organizational performance, see Harrison Trice and Janice Beyer, The Cultures of Work Organizations (Prentice-Hall, 1993); Joanne Martin, Cultures in Organizations (Oxford University Press, 1992); Edgar Schein, Organizational Culture and Leadership, 2nd ed. (Jossey-Bass, 1992); Jackie Freiberg and Kevin Freiberg, NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success (New York: Bard, 1966); James Higgins and Craig McAllaster, ‘‘Want Innovation? Then Use Cultural Artifacts that Support It,’’ Organizational Dynamics, 2002, 31, 74–84; Jeff Kerr and John Slocum, ‘‘Managing Corporate Cultures through Reward Systems,’’ Academy of Management Executive, 1987, 1, 99–108; and Jennifer Chatman and Karen Jehn, ‘‘Assessing the Relationship Between Industry Characteristics and Organizational Culture: How Different Can They Be? ’ Academy of Management Journal, 1994, 37, 522–553. Barry Mike is vice-president, internal communications, for the investment management ? rm T. Rowe Price. He previously spent seven years as director, internal communications at Pizza Hut. During his tenure there, he helped communicate his way through three presidents, one spin-off, one major restructuring, a downsizing, and a major culture shift. He has also worked closely during his career with the chairmen of Digital Equipment Corporation and Bell Atlantic. Mike’s educational background includes two master’s degrees as well as completion of his course work for a Ph. D. in Sociology from the University of Pennsylvania. In May 2001, he received his M. B. A. with honors from the Executive M. B. A. program at the Cox School of Business at Southern Methodist University (SMU). John W. Slocum Jr. holds the O. Paul Corley professorship in management at the Cox School of Business, Southern Methodist University. He serves as the co-director for SMU’s Corporate Director’s Institute and is chairperson for the management and organizations department at the Cox School. He is the author of more than 24 books, over 130 articles, and has worked as a consultant in the human resources area for many Fortune 500 companies, including Lockheed Martin, IBM, and Aramark, among others. Currently, he is co-editor of the Journal of World Business, Journal of Leadership and Organizational Studies and associate editor of Organizational Dynamics. 330 ORGANIZATIONAL DYNAMICS