Analyzing Platos Theory of Existence - 2089 Words

Platos Theory of Existence Introduction Plato (429-347 B.C.E) was a Greek philosopher and a mathematician. He is one of the prominent and powerful authors in philosophys history, and a scholar of Socrates. Through his teacher, Socrates, and his scholar, Aristotle, Plato assisted in laying down the western philosophy foundation. His theory of existence is highlighted in his dialogues. Plato portions existence into two, the transcendent sphere and the material sphere. He asserts that a person holds access to sphere of forms via reason and mind. This aspect offers an admission of human beings in a constant world that is safe from transformations and pains. Plato believed that reality comprises of two spheres. The first realm comprises of the physical world that people can observe through their common senses while the second is the world made from eternal perfect, which include ideas or forms. Plato theory of Form hypothesizes the subsistence of world or a reality level occupied through the archetypal or ideal forms of all con cepts and things. Therefore, a form subsists, for things like rocks and table and for ideas such as justice and beauty. The Theory of Forms In metaphysics of Plato, the level of being comprises of timeless essences or entitles referred to as forms. This metaphysics is referred to as transcendental given that it confirms that there is an existence plane beyond the ordinary subsistence (Soccio 128). Apparently, to transcend means to go far past toShow MoreRelatedPlato s Views On The Immortality Of The Soul1391 Words   |  6 PagesIn one of Plato’s famous dialogues Phaedo, Plato touches on some of the theories of Socrates that focus on the immortality of the soul. Plato explains four main arguments that attempt to prove that the soul is indeed immortal. 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In my opinion, I do think that’s was a good concepts, I will always want to live in Plato’s ideal world, because I have never heard of any society that was able to adopt his views on this kind of an ideal society. He, also believed in society where there is gender equality, a society were Women should have equal education as men. I do agreeRead MoreThe Iliad by Homer1383 Words   |  6 Pagesthat it only does so in an attempt to purge us of these harmful sentiments, a process which he termed â€Å"catharsis†. The events in Homer’s Iliad, while used by both Plato and Aristotle to defend their theories about literature, lend themselves to the defense of Aristotle’s ideas more so than Plato’s. Specifically, the juxtaposition of Achilleus’s intense lamentation with the portrayal of Hephaistos’s shield, the description of Hektor’s increasing pride, and the account of Patroklos’s impulsive natureRead MoreCompare and Contrast the Philosophical Contributions Aristotle and Descartes Make to Our Understanding of a Person1606 Words   |  7 PagesIn order to begin analyzing Aristotle and Descartes contribution to our notion of a person, we need to be able to understand what the term ‘personhood means. Unfortunately there is no clear answer, with philosophers still presenting conflicting ideas. However by asking questions such as; is ‘personhood identical to human being? What is the essence of a person? What relation does a person have with the world? When does personhood begin? At what point if ever does it end? And finally what makes aRead MorePlato s Allegory Of The Cave1814 Words   |  8 PagesIn Plato’s, â€Å"Allegory of the Cave†, a key theory I found was the importance of gaining knowledge. Plato uses an â€Å"allegory to illustrate the dilemma facing the psyche in the ascent to knowledge of the imperishable and unchanging forms† (Fiero, 104). Based on my research of the Republic, the allegory can reveal multiple hidden messages. Plato describes in the Allegory, ordinary mortals who are chained within an underground chamber, which according to Fiero, represents the psyche imprisoned wi thin the

Recount Movie Review of Bias and Events - 2121 Words

In many ways Recount is a great example of the good that Hollywood can do with real events rather than fiction. More recently, we’ve seen a great upswing in Hollywood producing movies based on historical events, or people. To name a just a couple, Argo and Lincoln are both movies that are based on actual history. While its clear Recount has some major and deep flaws in its writing, sometimes the 100% true events must be forfeited if the movie is to reach a mass audience. Movies like Argo (which I’ve seen) suffer from the same issue, which created heroes where there were none, and excluded blatant and important facts. Movies consistently distort the facts so that they can entertain a mass audience. Time and time again, consumers have†¦show more content†¦Should teachers count the original intent of the student answer? Clearly not. Hanging chads are different in my opinion. They should be counted as they show the person punched through, but the chad just didnâ₠¬â„¢t fall off for any number of reasons. If a voter did vote incorrectly, the voter should’ve requested a new ballot, and I think almost every single voter would’ve noticed the hole they’ve punched. The movie has the audience detest Katherine Harris and the Republican party. Harris was the Sec’y of State for Florida, and she had â€Å"final say† on what votes became counted. Harris made some very questionable decisions realistically, but the movie makes her out to be a devil who knows she’s giving the election to the Republicans. My own interpretation of Harris was that she was blinded by her political views so that her decisions were biased and pretty stupid. Harris just wasn’t smart in general; I’d equate her to Sarah Palin essentially. As previously stated, Harris was demonized for her actions. 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Poland Cultural Dimensions †Wojciech Nasierowski, Bogusz Mlkula Free Essays

string(187) " of polarization of opinions and a division, confrontational in nature, into ‘We’ and ‘They’: workers against management, operations against designers, and so on\." Culture Dimensions of Poiish iManagers: Hofstede’s indioes* Wojciech Nasierowski, Bogusz Mikula Abstract Wojciech Nasierowski Faculty of Administration, University of New Brunswick. rTeoencton, Canada Bogusz Mikula Academy of Economy. Cracow. We will write a custom essay sample on Poland Cultural Dimensions – Wojciech Nasierowski, Bogusz Mlkula or any similar topic only for you Order Now Poland This paper explores, in accordance with Hofstede’s indices, the culture dimensions of young PDk » who have had some exposure to business tnanagement. It is shown that this group of Polish respondents score high in Power Distance and Uncertainty Avoidance, average in Individualism, are moderately above average in Masculitiity as compared to Hofetedc’s Hermes data-base results. These culture characteristics are discussed from the perspective of their possible impact upon the adaptation of Western managerial concepts in Poland. culture 2 dimensions, cross-culttire matiagement, Poland Intfoductioii One of the focal issues in comparative management theory is the impact of culttire on management. Culture, which might be described in terms of a ‘collective mental programming’ of people who share a similar environment, is often difficult to alter: it changes slowly and only under the pressure of dramatic environmental shifts.In keeping with such a deflnition, it has been observed that business practices vary extensively as a function of culture (Hofstede 1991; Ronen 1986; Ronen and Shenkar 198S), that management is culttue-speciflc (Bartlett and Goshal 1992; Hodgetts and Luthans 1991; Wright 1988), and that managerial techniques must be tailored to flt local conditions (Nasierowski and Coleman 1997; Ricks 1983; Levitt 1983), With the fall of the â₠¬Ëœiron curtain’ increasing attention has been paid to direct business-type involvement in Central Europe, Questions of managerial practices, as well as the possibility of implementing Western concepts there have been explored by Shama (1993), Perlaki (1993), Jankowicz and Pettitt (1993), Ivancevich et,al, (1992), Newman (1992), Peaice (1991), Forker (1991), and Vlachoutsicos and Lawrence (1990), Although intellectually stimulating, these works fall upon theoretical speculation rather than a set of empirically grounded conclusions. Some notable exceptions to this pattern include, for example, the publications ofYanouzas and Boukis (1993) and Jago et al, (1993), This paper reports on an empirical study of the culture dimensions of young Poles who are, or through educational attainment intend to be, managers. Organization Studies 1998. 19/3 495-509 O 1998 EGOS 0170-8406/98 0019^4)020 $3. 00 496 Wojciech Nasierowski, Bogusz Mikula Poland was selected for its size in Central Europe and its favourable economic climate, which has attracted an increasing number of business people over the last eight years. It is posited that in sketching the culture dimensions of Polish prospective executives (referred to as managers in this paper), this study enables a more formal analysis of the adaptation of Western practices in Poland.Results will assist investors in the selection and development of ^propdate business arrangements, and will be indicative of the possibility of utilizing Western experience there, as well as of the sourees of potential problems. Results may, additionally, impact on the content of in-company training and induction programmes, the effectiveness of adopting managerial solutions, job organization, and employer expectations of subordinates. An overview of literature pertaining to ctilttiral characteristics and the impact of culttu « dimensions on organizat ional solutions in Poland is presented. The methodology employed in this study is described and justified.The calculation of Hofstede’s indices provides grotmds for an investigation of the potential effect of Polish cultural characteristics on the implementation of specific management practices. Some generalizations about the cultural characteristics of countries in the region are made in the closing section of the paper. Overview of the Literature There is a substantial and well recognized body of literature examining the impact of culture on organizational solutions. Itideed, so much has been written that summary is all but impossible. The principles of organizational behaviour have long been acknowledged, and legions of authors have attempted to develop both a theory and practice of cross-cultural management. To quote in this paper the more salient works in the field would merely be redundant.The conclusion from studies on cross-culture management is that managers must analyze and become familiar with the hidden language of foreign cultures. Some key starting points include: perceptions of time, space, material possessions, and friendship; patterns of business agreements; religion, language, and tradition; educational levels; urbanization and minority patterns; features of social and business customs; crime rate and corruption levels; attitudes towards foreigners; and social structure. Although sociology and psychology, as fields of research and practice, have been entertained in connmunist countries, they have served mainly ‘social-engineering’ purposes, in that they have been subordinate to pditical agendas.Relatively litUe attention has been paid to the impact of national culture detominants on organizational solutions. Even in the rare instances where local enqnrical studies of this sort have been performed, results have frequently been incommensurable with research in the West. A number of works (published before political/economic changes began in 1989) have dealt with issues of organizational culture in Poland (Mreta Culture Dimensions of Polish Managers 497 1974; KoimiAski and Obl6j 1989); motivation and norms in the job environment (Sarapata 1977; Hirszel 1983; Holstein-Beck 1987); organizational structures (Mrela, 1983); determinants, e. g. eeds, attitudes, hierarehy of values in the management of various groups of employees (Wawrzyniak 1989 ); reasons for attitudes of workers (Czamiawski 1982); and other elements of organizational behaviour (Zieleniewski 1979; KoimiAski 1983/198S; Kumal 1981; Kiezun 1980]. In addition, one can quote hundreds of journal papers and researeh projects pointing out the pervasive use of mechanical structures; the strong emphasis on conditions in the work place (i. e. good atmosphere, support from supervisors, security and safety, generous salary); and a lack of concern on the part of workers for highlevel performance. National culture determinants have also been examined in the Polish Business Administration related literature. Skar^yAska (1991), for instance, observed that family life and health are among the most valued features of Polish society.Hirszel (1983:193-194) and Buchner-Jeziorska (1992: 109-110) reported that while respect for property rights was high, it did not arise from respect for other people. Tarkowska’s (1992) study on perception of time found that Poles had short forward time horizons, referring frequently to the past, which resulted in a diminished receptiveness to new ideas. Kostera (1994: 15-16) concluded that there was a very high degree of polarization of opinions and a division, confrontational in nature, into ‘We’ and ‘They’: workers against management, operations against designers , and so on. You read "Poland Cultural Dimensions – Wojciech Nasierowski, Bogusz Mlkula" in category "Papers" This may reflect an attempt to externalize problems (they are to blame, not us), and is generally considered by researchers to interfere with harmony and cooperation in industrial settings.Mpczyiiski’s (1987, 1991) studies on the effectiveness of assertive-responsive management styles was extended to show a preference of Polish managers towards directive styles. Zieleniewski (1979:539-540) hypothesized that Poles were able to make decisions quickly and often successfully, possessing a high level of ingenuity. When emotionally reassured, they were capable of great sacrifice. However, on the whole, Poles tended to be suspicious and unresponsive to ai’guments that did not coincide with their emotional framework. They neglected details, were impatient, and lacked persistence. In addition, Poles preferred positive to negative motivational practices, and were not vulnerable to threats. Zieleniewski’s statements were not supported by empirical studies.As can be seen from this overview, quite an extensive body of empirical studies on organizational issues has been carried out in Poland. However, most of these studies were infused with ‘political’ jargon and the path from theory to practice was badly detoured by communist principles. Recent dynamic changes in Poland have altered hierarchies of values, needs, and norms of the society, and little is known about current preferences and perceptions of Polish citizens. Consequently, in the current choice of organizational solutions, or when methods intended for their transferral or adaptation to existing conditions are examined, the respective processes 498Wpjciecfi Nasierowski, Bogusz Mikuta renfiain largely intuitive. These problems are exacerbated by the changing attitudes of the population to new economic and social structures. Thus, the reader must be forewarned that these conditions, coupled with the sparseness of the sample used in this study, render the conclusions reached by this paper explanatory rather than definitely conclusive. MethoQOIOQy Because of its wide recognition (as well as to confine the scope of the study) Hofstede’s qtiestionnaire was selected as the primary instrument in this study. The double translation approach was used when preparing the Polish version of the questionnaire.Hofstede’s dimensions originally posited four criteria: Power Distance (PDI), Uncertainty Avoidance (UAI), Individualism (IND), and Masculinity (MAS). These dimensions, as pertaining to people outside IBM, have been proven reliable by correlating them with those of other researchers. Some 20 ptqjers have reported researeh results based on Hofetede’s ideas (Shane 1992: 302); yet Hofstede (1991: 254-257) wams strongly about pitfalls in using his methodology. Furthermore, an additional category, that of Long-Term Orientation was proposed by Hofstede in his later works, for perceptirais of its heavy impact upon organizational solutions (Hofstede 1991; (fofstede and Bond 1988): this item, however, has not been investigated in our study.Hofstede has emphasized that ‘it is meaningless to use the questionnaires for one single sample of respondents from one country and to compare the scores against those . .. which were based on matched IBM populations’ (1991: 255). Furthermore, it is his contention that ‘absolute values have no meaning’: results should be examined only within the context of a comparison between countries. In order to comply with these requirements, this study has chosen Canadian respondents as a point of comparison: it should be kept in mind, however, that this paper deals primarily with Poland. Furthermore, following Hofstede’s (1991: 251-257) suggestions, the study was confined to one specific group of respondents. The questionnaire was distributed to tudents/graduates infieldsrelatedto ECOIKMIUCS and Business Administration, who had some job experience (in many instances a limited one), who were in, or were targeted for, managerial positions, and who were, in general, young. Many of them had lived/worked in large cities. The sample was not randomly selected from all regions of each country. Consequently, it must be emphasized that the results are not meant to be conceived of as universally applicable. The questionnaire of the current study, beyond questions adopted firom Hofstede’s Value Survey Module (1982 version) (1982) also included questions about the respondents’ perception of time, current job status, education, age, sex, and job experience.The sample for this study included 316 responses from Poland and 133 Culture Dimensions of Polish Managers 499 Table 1 Data about the Canadians Male ^* 83 53 30 83 53 30 m 29. 20 29. 48 28. 70 29. 07 29. 19 28. 87 Age std 4. 01 4. 12 3. 83 3. 41 2. 34 4. 80 Job status** % valid responses 11/45/45 11/45/43 10/43/46 10/38/52 8/40/52 13/33/53 Female Poles Male Female †¢diam and Poles forndi red (-teat for Can Age Sample Male Female . 621 (. 50) . 392 (. 86) . 660 (-. 44) Job Status . 495 (-. 69) . 461 (. 74) . 861 (-. 18) *N — number of responses, m — mean value, sdt — standard deviation **management of an own company / a manager / non-managerial position irom Canada, with quite unequal distribution in terms of age, sex, and ‘type of current job’ (i. e. management of an own company / a manager / nonmanagerial position). Samples were matched with the same proportions of males and females within the country sample, and a similar ‘type of current job’ and ‘age’ within the sub-groups of respondents. The matching of samples resulted in the selection of S3 males and 30 females from each country. The similarity of samples was tested with r-tests: ^-values in paired r-tests are in each case greater than 0. 1 indicating that samples are matched regarding ‘age’ and ‘job status’. Thus, one of the crucial criteria to Hofstede’s approach — i. e. , the matching of samples — is satisfied.The result of these procedures, as well as basic features of the matched samples, are displayed in Table 1. It is conceded that the results of the current study cannot be generalized in terms of the population at large, because of the characteristics of the sample. The number of respondents to the survey is small, although ‘for obtaining statistically reliable (stable) scores, groups of respondents should not be smaller than SO, .. . 20 could be considered’ (Hofstede 1982: 1). Despite these methodological limitations, some preliminary claims might be made about the culture dimensions of Poles, yet, the statements used in this paper (such as ‘Polish culture is †¦ ‘, ‘Poles believe.. . ‘, etc. ), should be considered with caution.The comparison of scores (according to Hofstede’s four dimensions) between Poles and Canadian respondents is displayed in Table 2. The scores for Poles were recalculated by adding/subtracting the difference between scores for Canadians obtained in this study, and those reported by Hofstede (1991). Whenever possible, items used to calculate scores for Poles and Canadians were compared, both regarding items suggested by Hofstede in his 1991 500 Table 2 Scores on Hofstede s Dimensions for Poland and Canada Wojcieoh Nasierowski, Bogusz Mikuta PDI Current Study Results Canadians (n=83) Poles (R=83) Hobtede’s Results Canadians ResultsfiH-Poles atUusted to Hobtede’s Hermes results*** Max. alue in Hoblede’s study Min, value in Hobtede’s study average of: Anglo-Saxon cluster German cluster Scandinavian cluster Japanese Latin cluster UAl -1 Sft 48 106 112 Greece 8 Singapore 44 64 40 92 89 IDV 49 25 80 56 MA S 70 39 72 104 Malaysia 11 Austria 33 27 28 54 60 s 52 62 91 95 USA Japan 6 5 Guatemala Sweden 83 63 69 46 60 62 71 14 95 48 *** The adjustment was made by adding (subtracting) the scores obtained in the current y Hofttedes original sco Canadians obtained in this study (Hofstede 1991: 256). book and in the Scoring Guide (Hofstede 1982), The following was observed: – items related to Power Distance and Uncertainty Avoidance all follow the pattern of differences in values as suggested by the formula for calculating respective values.Differences of less/more than 10 percent of respective values were considered to be minor. When the sign of an item is negative, the values of items for Poles are less than, or similar to, those of Canadians, When the sign is positive, the value for Poles is similar to that of Canadians, This observation supports the assignment of higher values for Poles than for Canadians of the two dimensions; – for the two items related to the individualist pole (i,e, ‘personal time’ and ‘living in an area desirable to the family’), values for Poles are substantially higher than for Canadians. In the collecUvist pole, ‘cooperativeness’ is more important to Poles than Canadians, whereas ‘physical co nditions’ are assessed similarly.These results suggest less individualism for Poles as compared to Canadians, However, Hofstede (1991: 52) suggests that for the individualist pole, those who assign higher importance to ‘personal time’ might also consider ‘fteedom’ and ‘challenge’ more inqxirtant, Stich a pattern does not hold true for our respondents: although Canadians scored higher in terms of ‘personal time’ than Poles, they scored less in ‘freedom’ and ‘challenge’. This could be a sittiational item, in which Canadians take ‘freedom’ and ‘challenge’ for granted, whereas Poles believe that hard work is needed to achieve stich a condition, and hence sacrifices should be tnade in terms of having less ‘personal time’; Culture DImenskxis of Pdisfi Managers 501 – with respect to Masculinity, items on the masculinity pole appeared to be more important (or si milar) for Poles than for Canadians. For the ‘feminine pole’; Poles score similarly for ‘good relationship with direct supervisor’ and ’employment security’ than Canadians, and higher in terms of tiie importance of ‘cooperation’. All these results indicate a more masculine culture for Polish respondents than for those in Canada. The item ‘living area’ shows an opposite trend. This may be a situational item: because of housing problems, Poles cannot easily move from one area to another. This deviation from the pattern of responses does not impact on the final score for the Masculinity dimension (because it is not used in the score calculations), and is likely to be offset by more masculine answers to all other associated questions; – Hofstede (1991: 54) suggests that ‘many countries which score high on the PDI score low on IDV: this pattern is confirmed by the current study results.Diecuesion The study confirms expectations outiined in literature on tiie subject. The results of the current study are congruent with results arrived at by Yanouzas and Boukis (1993), who examined the cultural characteristics of Poles by means of ‘survival situation-power play’ exereises. In a ddition, these results are similar to those presented by Perlaki (1993). Power Distance (Poles 72, Canadians 39): Polish respondents to the study scored quite high in Power Distance. Typically, societies with high power distance reveal a greater degree of centralization and an unequal distribution of power. Close supervision may be accepted (tolerated) by subordinates.People make an effort to look powerful, which can be reflected in the high status of tilings. Thus, it should not come as a surprise that very many Poles own cars whose price exceed their yearly salary. Large differences between wages and privileges are likely. The work ethic is weak and a belief that people dislike work may be prevalent (which may, as indicated by Sarapata 1977, be true of Poles). Managers do not see themselves as practical and systematic, yet they deny a need for support and tend to avoid consultations with subordinates before making decisions. Employees are afraid to disagree with their superiors and are frequently uncooperative.An authoritarian style, although culturally inherent, may not be easily accepted by Polish respondents; it tends to be associated with tiie ineffectiveness of the earlier regime. This may eventuate in a decreased respect towards authority. Indeed, as indicated by Skipietrow (1992), in Central Europe, respect for authority is low and is quite unlikely to improve in the near future. When coupled with weak leadership, such an attitude may easily translate into poor economic performance in enterprises where issues of authority/respect are not easily resolved (e. g. state-controlled companies). Similar conclusions were advanced by Kostera (1994). 502 Wojciech Nasierowski. Bogusz MIkuiaHofstede (1991:42-46) would argue that the power distance of Poles could be explained by historical reasons (e. g. strong and prolonged feudal social structure). Also, Krysakowska-Budny and Jankowicz (1991) argue that ‘for years, all economic activity was inqwsed on people who were taken care of by â€Å"Them† — the political elite. Ordinary people were deprived of any need to think independently’. These conditions might have added to high Power ENstance. However, Power Distance can also be examined from an alternate perspective, that of ‘formal’ vs. ‘real’ authority. The SO-year ‘socialistic experience’ might have produced a dual attitude towards authority in Poland.On the one hand, there is the attitude of official subordination and formal authority — the Communist Party leaders were often more important than the directors of the company — and non-recognition of official authority typically resulted in persecution. On the other hand, there is an informal attitude based on respect for, and recognition of, truly accepted values. Though conditions have largely changed in Poland in the last decade, people may still fall into the habit of distinguishing between official and unofficial power. Centralized mechanistic structures, recommended for societies with high power distance, may be inefficient in fostering (or at times forcing) participation, commitment, dedication, and work ethics.Yet, their use does not stimulate the transfer of technology (Kedia and Bhagat 1988) needed in therestructuringof enterprises. In fact, such structures were [uedominant in Polish enterprises before 1989 (Kiezun 1991; Mrela 1983). Keeping in mind these deficiencies in authority/respect, a disproportionately large supervisory staff may be required (Kostera 1994). Also, as suggested by MpczyAski (1991), an authoritative management style may be preferred by Polish managers, because, although it may not be welcomed, it may be expected by employees. This ambivalent respect for/expectation of authority phenomenon can be used to advantag e in management objectives, however. Once the Pblish groups accept the rules imposed by a higher authority, they are more prone than US groups to develop trust and to work with each other to beat a common enemy’ (Yanouzas and Boukis 1993:70). Uncertainty Avoidance (Poles 106, Canadians 48): Following Hofstede’s (1984) and Ronen’s (1986) writings, in societies with low uncertainty avoidance, people experience less anxiety, stress, or desire to work excessively. They tend to be unemotional, cosmopolitan, and unconcerned with life-security. They accept risk and frequently change jobs. Belief is placed in generalists, in commonsense, and in amateurs: a high degree of scepticism toward experts may be prevalent Empiricism and relativism are accepted in favour of absolute truths and values.Managers often make risky decisions, do not structure activities, and do not pay much attention to written rules and ritual behaviour. Pearce (1991) reported widespread avoidance of responsibility in Hungary, a possible indicator of high uncertainty avoidance. Given the presence of bureaucratic systems in Central Europe characterized by rigid rules and considerable red-tape, Perlaki (1993) concluded the same. These deductively arrived at observations should be put into the context of ‘old’ orga- Culture Dimensions of Polish Managers 503 nizational structures, in which the majority of citizens were deprived of decision-making rights. One cannot conclude from this whether or not people have accepted uncertainty outside official institutional settings.Similar observations may hold true for Poles, Study results show that Poles score very high in Uncertainty Avoidance: quite a rational reaction to the recent changes in Poland, Moreover, in the past, uncertainty was externalized. An individual had limited opportunities to control his/her destiny. Regardless of what had been done in the workplace, assessment was often conducted on the whim of the ‘party’, and frequently could not be explained on economic or logical grou nds. There is still both a social support network and an economic grey zone enabling one to live quite well, despite unfavourable employment conditions. These conditions are unlikely to continue into the future: hence, again a preference toward avoiding uncertainty. However, a high score in Uncertainty Avoidance comes as a surprise.Although Hofstede (1991:116-117) warns that ‘uncertainty avoidance is not the same as risk avoidance’, low uncertainty avoidance implies ‘more willingness to take risk in life’ (Hofstede 1983: 61), The Polish respondents is this study were recent graduates, edticated in an attractive profession (or students in this fleld), predominantly very young, with job experience in regions of high economic growth. Their life circumstances appear to be conducive to experimentation with new ideas: a concept commonly accepted in Polish attitudes, and endorsed by Zieleniewski (1979), Thus, the current high score in uncertainty avoidance may be largely situational, as is further evidenced by the risky ventures to which many Poles have resorted, e,g, a small-business boom. If the assessment of un certainty avoidance was low, which indeed may be the case with a large pereentage of Polish ‘entrepreneurs’, then they may show willingness to take excessive risks, without the support of calculations or detailed analysis.This may be particularly threatening in the light of low work ethics, little reverence for law, and a limited recognition of the need for hard work: again, attitudes evidenced in daily press reports about pervasive corruption and low ethical standards. Thus, close supervision and a high degree of centralization of decision-making might be necessary. Individualism (Poles 56, Canadians 80): There is nothing inherently favourable or unfavourable about a high level of Individualism, Some cultures emphasize it (e,g, the US), others place more weight on collectivism (e,g, Japan), Generally, countries with high Individualism are richer (Hofstede 1983: 80): however, this relationship is moderated by country size, geographical latittide, family patterns, religion and political structures.Normally, in societies with low Individualism, employees expect organizations to look after them like a family (they may become extremely alienated when an organization dissatisfies them), and to provide expertise, order, stability, and security. Involvement with a company entails a moral element, often grounded in loyalty. An organization, or the clans within it, predetennine opinions and friendships rooted in stable social relationships. The emphasis is on group 504 Wojciech Nasierowski. Bogusz Mikufa initiative and achievement, and consequentiy, the leadership ideal is less important. The low value of Individualism for Poles indicates that structures and group financial security and involvement in decision-making are important: which is consistent with earlier observations reported by Sarapata (1977), Hirszel (1983), Holstein-Beck (1987), and Kr61ik (1993). When implementing change, a strong need for the support of informal groups is displayed. At the same time, respect to, or tiie least acceptance of, leadership is required. Thus, some ambiguity may be exhibited in local organizational cultures. On tiie one hand, the levels of Individualism are low, and on tiie otiier. Collectivism (in the sense of Uie communist past, at least) is rejected. As with Uncertainty Avoidance, the distribution of scores can change with age and the ability to accept and accommodate new realities. One more explanation for low values on the Individualism index is a tendency towards ‘shared responsibility’: if all are responsible, nobody is. Such an ethic was prevalent in socialistic economic conditions and is unlikely to change either easily or quickly. Moreover, a low level of individualism should not translate to an expectation that Polish managers would be good team players. As observed by Yanouzas and Boukis (1993: 70) ‘Poles, more than US managers, need to improve their teamwork skills. Some improvement was observed during the power play exereise after teams had undertaken the survival exercise, however, and there was agreement that teamwork skills are skills that are achievable’. Masculinity (Poles 62, Canadians 52): Polish respondents of our study scored slightly higher, on average, tiian countries involved in Hofstede’s study of the Masculinity dimension.Cultures with high Masculinity favour large-scale enterprises or ventures, and thus become excited by extraordinary achievements. Economic growth is seen as being more important than conserving the environment. Career success is a must. High job stress exists and industrial conflict is common (Hofstede 1984; Hodgetts and Lutiians 1994). There may thus be a strong drive towards smashing ‘successes’ and career advancement (for both men or women) in Poland. Earlier studies on Poles show that individual business success is not unconditionally well received by the society (Sarapata 1977), but times have changed. On the one hand, there may be a drive for success, on tiie other there may be jealousy over someone else’s success.Low ethical standards and prejudice are customary (Hryniewicz 1994), and may stem from ‘equality’ concepts of the Soviet style ‘urawnilowka Such attitudes remain detrimental to high achievements and may not foster entrepreneurial spirit. Not surprisingly, therefore, more and more frequently, one can read press releases alraut corruption scandals and smashing successes achieved by violating the law. On the organizational level, salary and job stability are likely to remain important motivational instruments (Pearce 1991; Kiezun 1991). Culture Dimensions of Polish Managers 505 Concluding Comments It is difficult to describe industrial philosophy, national culture, or business practices in Poland in the middle of 1990s widiout taking recourse to simplification.Economic systems are in transition from central planning to market orientation. Social values, norms, and attitudes change. However, some elements are likely to remain constant for a longer period of time. These include: a strong distrust of authority; high expectations/demands from life; and a lack of a spirit of co-operation because of earlier subordination to the failed communist rules. High power distance, a low work ethic, a desire to get rich quickly, limited experience with Western concepts, and different perceptions of business needs (Nasierowski and Wright 1993) may result in organizational solutions tailored speci fically to local conditions. Solutions will have to be developed to meet specific local preferences. Success stories about industrial cooperation, quoted in journals and the press, frequently deal with cases where earlier agreements existed and with new ventures (Bartlett and Ghoshal 1992: 905-907; Collins 1993). Such cases should not, however, be over-generalized. Based upon relevant literature (e. g. Kostera 1994) and press releases (e. g. Skipietrow 1992) it may be hypothesized that Polish societies are divided into those who exhibit entrepreneurial spirit and subject themselves to new ideas, and those who entrench themselves in large state-controlled enterprises, expecting governmental protection.This may lead to a large number of small, one-person kingdoms, and some large realms, each adopting different organizational solutions. This pattern, if, indeed, it starts to develop, may have profound economic and political consequences, and is worthy of further detailed exploration. Such discrepancies should not cause excessive bewilderment. The scope and pace of the changes in the region are breath-taking. As a result of preference polarization, problems may be experienced when developing uniform organizational solutions to fit local attitudes. In particular, substantial differences may arise between people, according to their age and length of job experience, and will be augmented by job associations and time perception s. Certainly, the results of the current study should not be extended to the population of any of the countries in Central Europe. However, Central Europe is considered largely homogenous by business communities (Nasierowski 1992), something congruent with the political and economic cireumstances uniting the region over the last SO years. This period of time might have been sufficient enough to leave its mark on the culture of each of the countries in this region. Each possesses a unique history, with periods of independence and decades (or even centuries) of foreign rule, different languages, habits, social traditions, and religions. Yet, it may be expected that Central European residents show some similarity in culture dimensions (Perlaki 1993; Pearce 1991).The subordination of countries in the region to the same social rules over the last fifty years, similarities in their struggle for democracy, as well as problems in the restructuring of their societies, can result in congruencies of local values and norms. It can 506 Nasierowski, Bogusz Mikula also be hypothesized that ‘Poles, probably along with other citizens of the region, may form a separate cluster of countries’: a cluster of ‘homoeconomicus’, as opposed to ‘homo-sovieticus’, according to Tischner (1992), who would need time to realize that the soul is worth more than a wallet filled up with ‘green bills with a picture of an old man’. Societies in the region are sometimes referred to as an ‘aimlessly drifting ship’ (Mikutowski-Pomorski 1993: 287).Such a ddft may, however, induce an awakening of national identities, ‘the first clash of two different civilizations within the bonds of the same continent’. These issues pose interesting questions regarding trends and conditions for changes in ‘culture two’ dimensions. Then, the case of Jugoslavia (a country with some 30 years of history and fotir distinctively different nationalities), or Canada (a country with some 130 years of history, with two distinctively different nationalities, and some SO percent of the population composed of immigrants or the second generation of immigrants) may form the basis for a discussion on the validity of exploring ‘national cultures’.In addition, the impact on tiational cultures of SO years of communist rule may be examined. Certainly, this can extend an argument regarding the possib le similarities and differences between societies in Central Europe. Such a topic, however, calls for separate treatment. It may be worthwhile conducting a ‘time-series’-based study on ctilture change in the region, thus allowing for an examination of the impact of Western economic concepts upon cultural preferences. *This paper was prepared with the support of the Social Sciences and Hutiuuiities Research Council of Canada and the Centre for Intemstioiial Business Studies at the University of New Brunswick.We would like to thank Professors G. Hofstede and A. D. Jankowicz for their constructive comments on earlier versions of this paper, thereby allowing us to improve our submission.Bartlett, Christopher A. , and Sumantra Ghoshal 1992 Transnational management: Text, cases and readings in cross-border management. Homewood: Irwin. Buchner-Jeziorska, Anna 1992 Szkic do poitretu polskiego przedsipbiorcy’. Prvglgd Socjologiczny 51: 97-113. Collins, Robert S. 1993 Sony in Poland: A case study’. European Management Journal 11/1: 45-46. Czamiawski, Henryk 1982 Kultura wspdUzialania pracownikdw umyshwych w przedsifbiorstwie. Warszawa: Ksi^tka i Wiedza. Ftarker, Laura B. 991 ‘Quality, American, Japanese, and Soviet perspective’. Academy of Management Executive 5/4: 63-74. Hirszel, Krzysztof 1983 Robotnicy i iniynierowle: Postawy wobec pracy i wybranych wartoici spolecznych, Waiszawa: Ksi^ika i Wiedza. Hodgette, Richard M. , and Fred Luthans 1991 International management. New York: McGniw Hill. Hofstede, Geert H. 1982 Scoring guide for values surveymodule, 1982 version, IRIC, Rijksuniversiteit Lrimburg. Culture DImenskxis of Polish Managers 507 Kedia, Ben L. , and Rabi S. Bhagat 1988 ‘Cultural constraints on the transfer of technology across nations: Implications for research in intemational and comparative management’. Academy How to cite Poland Cultural Dimensions – Wojciech Nasierowski, Bogusz Mlkula, Papers

Discuss An Issue Of International Concern And Its Importance To You Essay Example For Students

Discuss An Issue Of International Concern And Its Importance To You Essay It was easy to empathize with Andy Dufresne and the other prisoners in The Shawshank Redemption as they suffered in their prison cells, I suffered while watching the movie. It was not because I disliked the film far from it. But while the prisoners in the movie were serving their sentences in Shawshank Prison, I served my own three hour sentence for drinking five cups of fruit punch before entering the theatre. When the credits finally began to scroll, I strode quickly to the mens room, opened the door and found, to my dismay, that all seven urinals were already occupied. Well, not exactly. There were only four people using the urinals a person at every other one. Although there was a considerable line of guys eagerly awaiting the opportunity to relieve themselves, the three odd urinals remained unused. I did not dare to use one of the unoccupied urinals. Instead, I waited my turn along with the two dozen other men ahead of me. I reached the urinal a scant few seconds before losing c ontrol. Why is it that the middle urinals in mens restrooms remain tacitly forbidden? Whether a set of urinals is in an executive washroom or in the train stations public washroom, no man dares to use a urinal located next to a urinal in use. There seems to be no rational explanation for this, and it bothers me that this issue is given so little attention. Some men claim they just want a bit of privacy. An understandable reason, to be sure, but it lacks substantiation. In the mens restroom of a particular gym close to my home, there are 3 urinals. As one might expect, the middle urinal remains unused. If privacy is the reason for this, why do the men at the gym shower together? There are no barriers whatsoever in the showers, nor are the urinals separated from the shower room. On busy days, all shower heads are used, and these same men who shower together refuse to relieve themselves while standing next to one another. So much for the privacy excuse. The issue is even more confounding when one learns that this is an international phenomenon. The every-other-one rule is not limited to developed countries where public restrooms are common; my father grew up in a tiny village in India and told me that Indian men relieve themselves at every other tree, even though there is plenty of distance between adjacent trees. The whole situation becomes even more ludicrous when it is learned these same men bathe together in the river!Granted, there is a high degree of levity in an issue such as this. But when one considers how many people suffer on a daily basis, we move from amusement to acute discomfort. Undoubtedly, men can empathize with each other, for we all know the feeling of squeezing our legs together and hopping from foot to foot while waiting for an isolated urinal to become available. Women must surely understand the agony of waiting there are always ridiculously long lines in front of womens restrooms. This issue is not one I alone deem important; it has probably crossed the mind of nearly every person who has ever had to wait. The primary reason for its importance to me can be stated simply: waiting for facilities is decidedly uncomfortable. It is absurd that I, as well as nearly every male who has ever used a public facility, must suffer from holding it in when there is an unused urinal in the restroom; I would make a brazen attempt to use this urinal, but I fear the incredulous looks my bathroom comrades would give me. The every-other-one rule piques my curiosity not only because of its lack of substantiation, but because it is an excellent reflection of humanitys other quirks. Why is it that we lock our car doors while keeping the windows rolled down? Why do we push the up button on the elevator control pad immediately after seeing someone else push it? If I can find out why it is socially unacceptable to stand next to another man while in the rest room, maybe the elusive answe rs to the rest of these imponderable questions will also become apparent. Until then, I will only watch movies with generous intermissions.

Agent Nouns

Agent Nouns Agent Nouns Agent Nouns By Mark Nichol Why singer, but actor? Why doctor, but dentist? Why customer, but client? There seems to be no logic to the variation in endings for agent nouns. An agent noun, a word that identifies a person’s occupation or profession, place of origin or residence, or other association, or a device that performs a task, generally signals its function with a suffix. However, various endings are possible, and though the spelling of such words, because of their ubiquity, is often obvious, no set of rules is always reliable. Some people posit that the -er ending is found in words derived from Germanic sources, while the -or ending denotes Latinate words, but that’s not always true. (For example, adapt is from Latin, but its agent noun is adapter, not adaptor.) Alternatively, the -or ending appears in words referring to figures of authority (director, governor, inspector), but employer, manager, and teacher are counterexamples. (Occasionally, an agent noun has more than one spelling, as with adviser and advisor. It’s common practice in such cases to always prefer, for consistency, the first option listed in the dictionary, although in this case, doing so means that a writer will write adviser yet will spell the adjectival form advisory.) Another ending for agent nouns, -ist, might at first seem to consistently correspond to a positive value judgment, in that we associate it with scientist and words for those in scientific specialties (biologist, physicist), as well as powerful people (industrialist, philanthropist), but note the neutral bicyclist and the negative bigamist. Likewise, notice the variable status of people identified by the terms cineast (also spelled cineaste), enthusiast, and pederast, as well as the tongue-in-cheek neologism ecdysiast. Some endings for agent nouns are often associated with pejoratives, though there are exceptions. For example, beggar, burglar, and the archaic pedlar end with -ar, but so do registrar, scholar, and vicar. Bastard, coward, and drunkard, but steward and wizard. Mongrel and wastrel, but colonel and sentinel. Less common endings that might be associated with positive or negative words are -ant (accountant, but vagrant) and -ent (client, as well as agent itself, but indigent). Other rare examples are -aster (poetaster), which originally neutrally denoted partial resemblance but came to be exclusively derogatory; -ista, which is employed in lightheartedly pejorative terms such as fashionista (there’s also barista, borrowed from Italian, which in turn borrowed bar from English); and -nik (beatnik, peacenik), which in Russian or Yiddish is neutral but acquired a negative connotation in American English during the Cold War. As mentioned in the definition of â€Å"agent noun† above, that term also refers to inanimate objects. However, no consistent classification is possible for this subgroup: Why washer and dryer, but refrigerator? As revealed in these examples and the many terms for human agents referred to above agent nouns follow no rules of etymology or connotation. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Grammar category, check our popular posts, or choose a related post below:10 Rules for Writing Numbers and Numerals50 Types of PropagandaShow, Don't Tell

How to Use Definite Articles in German

How to Use Definite Articles in German A definite article (der Definitartikel) is that tiny word in English we refer to as the. In German, we have three: der, die, das. As in English, they are also placed before the noun (or their modifying adjectives). In German, however, each of the definite articles has a gender. When to Use Der, Die or Das Der :  der Hut (the hat)Die :  die Klasse (the class)Das :  das Kind (the child) Please note that the above forms are for nouns in the nominative case only, as you would find them listed in the dictionary. To see how definite articles change in the different cases, read about the four German noun cases. How Do I Know Which Definite Article to Place Before a Noun? There are some guidelines for specific groups of nouns. However, for the most part, you need to memorize which noun goes with which definite article. As you do so, keep in mind these two basic rules: Most nouns denoting male and female beings will be der and die respectively.For example: der Mann (the man)die Frau (the woman) but there are exceptions: das Mdchen (the girl) In compound nouns, the correct definite article is the one that belongs to the last noun.  For  example:   das Hochzeitsfest/the wedding celebration ( das Fest )

Missile Crisis Essay Example | Topics and Well Written Essays - 2750 words

Missile Crisis - Essay Example But though major powers were not directly involved, they armed or funded surrogates, lessening direct impact on the populations of their own countries, but increasing conflict and tension between millions of civilians around the world. One of the 'hot spots' in the Cold War was the Cuban Missile Crisis, when the then US President John F. Kennedy and the Soviet Premier Nikita Krushchev were practically eyeball to eyeball, each with a finger on the trigger. One wrong move and this would have escalated to a nuclear confrontation, and ccompletely changed the course of history. For the Americans, the countdown began on Monday, October 15, 1962, when a U-2 reconnaissance aircraft revealed several Soviet nuclear missile installations in Cuba. They promptly swung into action and the subsequent 13 days has been recorded for posterity and popular consumption in a typical American good-guys-verses-the-bad-guys movie "Thirteen Days," where the good guys were, of course, the Americans. Who knows when it began for the Russians Perhaps the insecurity of being on the defensive started after the atomic bombings of Hiroshima and Nagasaki, where the use of nuclear weapons is seen by some historians as a warning to the Soviet Union. According to Soviet Premier Nikita Khrushchev's memoirs, he conceived the idea of placing intermediate-range nuclear missiles in Cuba to counter an emerging lead of the United States in developing and deploying strategic missiles. At this point of time, MAD, or "mutually assured destruction" was a prominent feature of the nuclear arms race, supported in particular by the deployment of nuclear Intercontinental Ballistic Missiles (ICBMs). The idea was that the two super-powers would not attack each other because both sides had nuclear weapons to decimate each other, and worse, to make the entire planet uninhabitable. So, since launching an attack would be suicidal for either party, neither would attempt it. (Wikipedia) For the Soviet Union, what brought things to a head was the presence of U.S. missile sites in Turkey, which directly threatened cities in the western sections of the Soviet Union, tilting the balance of terror in favour of the U.S. As for the Cubans, ever since the Bay of Pigs Invasion in 1961, when the United States armed and funded Cuban exiles to overthrow Fidel Castro's government, the Cubans lived under the shadow of fear of more reprisals from the United States. It was to protect themselves from another such United States-sponsored invasion, that Fidel Castro gave the Soviet Union approval to build missile installations in Cuba. The differences in their view-points are reflected in how they subsequently remember the incident. The Cubans know it as the October Crisis, just one of the many run-ins with the Americans. The Soviets refer to it as the Carribean Missile Crisis, where the Cubans are merely instrumental in yet another confrontation with the Americans in the Cold War, while the Americans call it the Cuban Missile Crisis. However they saw it, the thirteen-day countdown (Timeline of the Cuban Missile Crisis, n.d.) was it was considered one of the tensest and most perilous moments in history. Starting with the American discovery of the SS-4 nuclear missiles in Cuba, when President Kennedy immediately convened his Executive Committee to consider America's options, which ranged from doing

CHAPTER 9 Coursework Example | Topics and Well Written Essays - 250 words

CHAPTER 9 - Coursework Example Prior to the First World War, the Jewish immigrants and Palestinians coexisted peacefully despite the confusion created by Jewish inhabitation of the area. However, the events of the First World War resulted into a protracted religious and nationalistic conflict that persists to date (White 258-286). The British wanted to win the war against the Germans. Therefore, it fuelled Arab’s hostility against the Turks with the promise of establishing a united Arab country at the end of the way. Instead of establishing a united Arab country as it had promised, the British divided the region into territories governed by families. There territories rivaled each other leading to eventual emergence of independent states such as Syria, Iran, Jordan, Saudi Arabia and Gulf States. The British also promised the Jews that it will create a Jewish nation in Palestine. Creation of the state of Israel increased tension in the region which resulted into repeated wars between the Arabs and the Israel. Israel defeated the Arabs in each of these wars forcing the Arabs to turn to terrorism. Change of international policies can prevent future occurrence of the conflict. The international community should play a key role in demarcating the boundaries separating the countries. In addition, the countries should recognize each other as a sovereign state and also respect their religious

DATA MINING AND VISUALISATION Essay Example | Topics and Well Written Essays - 1250 words

DATA MINING AND VISUALISATION - Essay Example Name of Algorithm: Eulid’s Algorithm Criteria of the Eulid’s Algorithm To measure was defined as placing shorter measuring length S in a successful times (q times) along a longer length (L), until the remaining portion (r) becomes less than the shorter length (S). In other words, the remainder r = L – q x s, q as the quotient is the modulus, which is the integer fractional par left after the division. In order for this method to work well, the lengths starting the process ought to satisfy 2 requirements. First, the lengths need not be zero. Secondly, the subtraction need not be proper and the test should guarantee that of the two, the smaller must be subtracted from the larger one. Description of the Eulid’s Algorithm This algorithm was postulated by Euclid who poses a math problem. The problem is such that provided with 2 numbers that are not prime to each other one would find the greatest common measure for the two numbers. In this case, the number was d efined as the multitude consisting of units, a counting number, and a positive integer excluding zero. The original proof of the Euclid adds a third, in which the two lengths not being prime to the other. Euclid stipulated with a view to construct a proof that the common measure for the two numbers is in the greatest. ... This is again subtracted from 21 with the remainder being 14, from which 7 is subtracted. In this case, seven would be left. However, seven cannot be subtracted from 7 (Yanhong, 2002). The diagram below shows the Euclid’s algorithm. Advantages of Euclid’s algorithm Euclid’s algorithm has various advantages. First, the algorithm involves step-by-step rep. of the solution to any given problem and it also has a definite procedure hence it is quite easy understanding it. It is quite easy developing and converting it to the flowchart and finally developing it into a computer program. Additionally, the algorithm is independent of the programming language, and given that every step has its logical sequence it is easy debugging it. Disadvantages of the Eudlid’s algorithm. The use and development process of the algorithm is somewhat cumbersome, as well as time consuming given that the algorithm has to be developed first, then be converted into a flowchart and final ly a computer program. Name of the algorithm: Force-based Criteria of Force-based algorithm The force-based algorithms often achieve the pattern through assigning forces in a set of edges, along with the set of nodes. In this case, the straight forward method entails assigning forces as though the edges were springs and nodes as though they were particles that were electrically charged. The graph is stimulated as though it were the physical system with the forces being applied on the nodes, by pulling the nodes together and pushing the somewhat further apart. The process is repeated iteratively until when the system reaches the equilibrium state. In this case, the relative positions of the nodes are not altered from one position to the other. The graph is then drawn at such

Improve Customer Service In Hospitality Industry Tourism Essay

Improve Customer Service In Hospitality Industry Tourism Essay The main purpose of this report is to research the problems in customer service of hotel and promote substantive recommendations to solve the problems. The report comprises the special definition of service, analyses of problems and methods of solving the problems. In order to improve those weaknesses of customer service, this report also identifies some detailed strategies. 2.0 Introduction Along with rapid economic development, competition in hospitality industry is becoming more intense, and the customer service is becoming an important means of improving efficiency, building brand and expanding sales. The level of customer service will largely determine the outcome of competition. Guests check a hotel, buying not only the facilities, and guests have a dinner at the hotel, purchase is not limited to meals, more importantly, they want to receive high-quality and thoughtful service. Therefore, the hotels mission is to provide quality services for guests and to meet the needs of guests. It is common pursue of hotel manager that how to improve customer service quality and make the hotel in a dominant position in the fierce market. 3.0 Customer service definition Services can be defined as the sum of behavior effectiveness that hotel staff devoted their emotions to form with the basis of certain equipment and facilities and with the target of customers needs (Gavin B. and Gillian M., 2002). We can build a figure to explain the word service. Figure 1 As the figure 1 said that customer service contain eight means: smile, excellence, ready, viewing, inviting, creating, eye and giving (Joost P. M. Wouters, 2004). In fact, these are some of the dictionary explanation about service. It enables services definition more specific, more operational. It is a circle surrounding the center of hotel, and this circle form the definition of service. 4.0 Improving service quality is the survival basis for hotel Modern customer needs are diversified and personalized, and their requirements are also getting higher and higher. It requires the hotel starting from the customer needs and continuously improves service quality (Omar M. and Simon J. 2006). Fundamentally speaking, quality of service is the basis for survival and development of hotel. Competition among hotels, in essence, is the service quality competition. The reasons are as below: 1. Customers are sensitive to quality of service; 2. Customer satisfaction are positively related to service quality. 5.0 Customer service qualitys problems analysis 5.1 Level of service quality is low Many hotel staff lack of initiative. Smile service can not be carried out and lack of basic manners etiquette (Allan Yen-Lun Su, 2004), and the staff can not operate advanced equipments. Although the situation has been improved in recent years, it still does not meet customer satisfaction very well. 5.2 Lack of inter-departmental services co-ordination Hotel customer service products have the property of integrating and which is provided by different departments and staff. Hotel service quality is good or bad that depends on the degree of cooperation and coordination between different departments and staff. Many managers are more concerned with the performance of their departments, rather than the co-operation with other departments, the corresponding barrier will eventually rush the guests to turn to rival. 5.3 Service Quality Management is inefficient Hotel service quality products are not only the physical products, but also the intangible service. Intangible services principal is human-that is hotel staff  ¼Ã‹â€ Marianna Sigala, 2005). Regulating and controlling the conduct of staff is the fundamental way to improve the quality of services. 6.0 The implement measures to improve the quality of hotel customer service 6.1 Build support system of customer service level of hospitality industry Figure 2 (FL=foreign language skill OM=operation manage skill IK=information knowledge EK=etiquette knowledge) From the survey results, it is a must that strengthen the operation manage skill of high-star hotel staff, foreign language communication skills, as well as the growing populary information systems management knowledge and so on. Hotel should build the certification system of hotel industry staff training that implement a voluntary system of taking examination to post. Through scientific training, help new employees master certain amount of hotel industry business knowledge. 6.2 Hotel managers should strengthen awareness service quality The quality of customer service the centeral work in hotel daily management, thus all staff should have a sense of quality and managers must establish the concept of service quality. Only managers taken root deeply in the concept of customer service quality can he regard quality as the lifeblood of enterprises, and make staff recognize the importance of customer service quality (Ling-Feng Hsieh and Li-Hung Lin, 2008). 6.3 Establish perfact service quality management system Establish the organization of customer service quality management. Hotel should set up specialized organization of customer service quality management as ensuranment of service quality system. Specifically, it is that establish comprehensive, scientific and rational, and controlled service control system, and bring the hotel quality activities into a unified quality management system through a certain rules, methods and procedures. Make out quality standards and quality objectives. Hotel should make specific standards to daily management of each service item and service sectors, and make work norms and procedures to make employee have the rule to comply with. Hotel can accurately record service process of different positions and sectors, and then analysis carefully, further improve service according to quality manage requirement, finally rationalize it, and defined it with the form of text and graphics and then form a service program. 6.4 Implementing a system of first-staff being in charge As far as customers concerned, they visit hotel and spend money just for buying service, and they do not have interest in understand that with which thing they can turn to which person for help. They have the right to believe that any employee represents hotels and should solve problem for them. So this system means, any hotel staff working in the post, who is the first to be consulted by customers, will be the main person in charge of solving problems and request of guests (C. F. Cheung and W. B. Lee, 2003). 7.0 Conclusion In conclusion, many hotels need to improve customer service level. Therefore, control and review is required when implementing administration and marketing activities. The hotel has to establish business goals for controlling and reviewing.

Moses Herzogs Confused Identity Essay -- Literature Narration Papers

Moses Herzog's Confused Identity While Moses Herzog sits in the Chicago police station after he has crashed his rental car, the narrator of Saul Bellow's work exclaims angrily, "See Moses? We don't know one another" (299). This is the lone moment in the book where the narrator explicitly suggests some separation between himself and Herzog. Much of the rest of the novel provides an unclear division between the narrator and the main character. I would argue that this unclear division occurs because these two figures, the narrator and Herzog, are in fact the same person. There are small logistical hints in the text that this is true. But these small elements of the text exist alongside much larger similarities between Herzog, and the narrator. In the largest sense, the uncertainty, the subjectivity that the narrator evinces in telling Herzog's story shows just how similar he is to the character he is describing. In the end even the quote that began this paper, the remark that ostensibly creates the strongest divis ion between the narrator and Herzog, is evidence that these two figures are really the same - that Herzog is really narrating his own story. The most visible element of the book that suggests some conflation of the narrator and Herzog is the narrator's confused pronoun use for Herzog. On occasion, the narrator confusingly refers to Herzog not in the third person as "he" but instead in the first person as "I," seemingly adopting Herzog's voice. Some of the times that this happens, it seems a stylistic device, such as when the narration is given in Herzog's voice, directly after Herzog's letters. Herzog writes to Madeleine's mother Tennie, before thinking about what he has just written: "It's in the vault, in Pitts... ...rose colored glasses. Similarly, Herzog having this emotional experience would not allow the narrator to empathize with, and thus understand Nachman. But it does. The narrator is, and would only be able to utilize Herzog's own emotional intelligence in narrating the story, because the narrator is Herzog. The confused pronoun references throughout the text strongly suggest that the narrator and Herzog are one. But the less overt moments, where the reader is brought to see the emotional closeness of Herzog and the narrator, are the truly convincing signals that these two figures are one. Even the question that ostensibly sets the two figures apart, in fact contains many of the similarities between the two figures. When Moses tells himself, "See Moses? We don't know one another," Moses is, in fact, keeping with all the uncertainties that define him as a character.