The Role of Financial Stability in Truman Capotes In...

Herb Clutter and his family possess it. Dick and Perry want it. It is often associated with the ideal existence. What is â€Å"it† exactly? â€Å"It† refers to financial stability. This is the state of not having to fret about paying the bills or providing for one’s family and of not having to worry if one will eat on a given day. The concept of financial stability is central in the novel written by Truman Capote and inspired by real events entitled In Cold Blood. This issue is the backbone of the novel and is the chief motive for the murders committed in the story. Additionally, financial stability is an important component in the typical view of the â€Å"American dream.† It is fair to say that the Clutters embody this concept, which†¦show more content†¦It is fact that both Dick and Perry had served prison sentences for robbery in the past. Capote further illustrates the vices of Dick’s personality when he uses the statement, à ¢â‚¬Å"I promise you, honey, we’ll blast hair all over them walls† (22) to portray Dick as a potential murderer. Capote also shows that Dick is a liar by revealing that he lied to his father about where he was going the night of the murders (23). It is fairly obvious that Capote is portraying Dick as a person who doesn’t often exhibit virtue in his actions. Capote presents a similar idea about Perry when he reveals Perry’s confession of murdering all four Clutter’s present at the house (255). Dick and Perry never attain financial stability and are, within Capote’s story, the embodiment of the â€Å"American nightmare.† It is possible that Capote is subtly equating this with their lack of virtue. Throughout the story Dick and Perry tried to come up with schemes to make money. Dick goes on a bad check writing spree and he promises to marry Maria â€Å"who was the widow of a ‘very prominent Mexican banker’† (118) in order to get money. In fact, the incident at the River Valley Ranch was meant to be a robbery and not a murder. Dick and Perry never seriously try to find honest ways to make money, rather they spend all their time scheming and violating others in order to get money. Their methods ultimately fail every time and they always find themselves broke shortly after

Implementing A College Student Discount Of 10 % On All...

We suggest implementing a college student discount of 10% on all purchases with a valid college ID. This will attract college-aged individuals (namely UConn students) to the shop and will bring the services offered at Pandora’s Playground within the reach of college students on a budget. We also suggest the implementation of a loyalty rewards program in which every service purchased by a consumer results in a punch on a loyalty card. After 4 purchases of a tattoo or piercing, the customer gets their 5th tattoo or piercing 50% off. Because tattooing and piercing is viewed as an addictive habit, and the majority of individuals with tattoos and piercings have multiple, this rewards program can serve as a way to increase customer loyalty and keep customers from traveling to competitors for their second or third purchase. With the implementation of these practices, the prices charged can be segmented according to the income of the potential consumers. Older individuals with larger amounts of disposable income will be charged the full price. College students will not only be offered a price that they are more able to comfortably pay, but they will also be able to see and appreciate the discount. College students love receiving free goods and services, and the addition of the rewards program will increase their likelihood to repeat their purchases and to expand the types of tattoos and piercings they are purchasing. These incentives cause consumers to be more likely to purchaseShow MoreRelatedMarks Spencer: an Analysis of the Demand for a MS Simply Food Convenience Store in Complexe Desjardins3749 Words   |  15 Pages We applied the same methodologies when conducting a similar analysis of the Montreal convenience market. In this stage of our research we were able to apply more formal approaches, suc h as conducting in-depth interviews with store managers. After all the necessary information was acquired, a qualitative comparison of the industries was made to determine whether opportunities existed for Mamp;S Simply Food in Montreal and whether a repositioning of products would be needed. Target Market FromRead MoreConsumer Buying Behavior8665 Words   |  35 Pagesâ€Å"Goodwill†. Buying behavior of men on branded shirts is changing one. Number of people visits the showroom with a brand in mind because the quality and comfort of that brand are suitable for them. It is concluded in the study, that all the demographic factors and purchase pattern factors do not have significant influence on the buyer’s choice of retail outlet. An attempt is made in this study to assess the buying behavior in respect of men’s shirts in single brand showrooms or in multi brand shopsRead MoreBanking Laws and Jurisprudence Reviewer41247 Words   |  165 PagesSan Beda College of Law, Mendiola BANKING LAWS AND JURISPRUDENCE By: Efren L. Dizon and Efren Vincent M. Dizon This Reviewer is made by: MANILA, ANTONIO CEASAR BERNARDO, JANSEN INTIG, JOY ESTELA DE JESUS, TRACY ANN. FROM SECTION 2S AY 2011-2012 Topic Page 2 5 8 12 24 29 Chapter 1- Banks and Business of Banking Chapter 2 - Organization, Management, Administration Of Banks Chapter 3 - Deposit Functions Of Banks Chapter 4 - Investments, Loans and Other Bank Functions Chapter 5 - ProhibitedRead MoreAccounting Information System Chapter 1137115 Words   |  549 Pagesb. Your company will need to exchange information with various external parties. Identify the external parties, and specify the information received from and sent to each of them. The author turns this question into an in-class group activity. Students are divided up in groups, told to close their books, and given 15 minutes to: a. Think through the business processes, key decisions, and information needs issues in their group. b. Identify the external users of information and specify the informationRead MoreH2O Can Expand Operations from Germany Into the Us30890 Words   |  124 PagesOutline and Review of HRIS Systems Explanation of Manpower and Technology Needed to Operate HRIS Assessment of the importance of the HRIS function within an organization Metrics HRIS system can produce for the organization Best practices of 5-10 US organizations Key action items for H20 implementation of effective HRIS system Overview of Staffing Methods Cost per Hire Staffing and Training Requirements Consideration of Recruitment/Time to Fill Vacancies Unique/Best practices forRead MoreMotorola Inc.: Standards of Internal Control20118 Words   |  81 Pagesexpectations of our students, alumni, vendors, faculty/staff and our community. The Audit Committee of the Arizona Board of Regents, the State of Arizona Office of the Auditor General, University Audit and Advisory Services, (UAAS), the Financial Controls division of Financial Services and each Business Administrator (BA) across the university are responsible for monitoring our adherence to these standards. III. SCOPE These standards are applicable to all campuses, colleges, services and departmentsRead MoreBanking Concepts and Practices39548 Words   |  159 Pagesor storage of goods. †¢ It is the shallow edge of the sea. †¢ It is the raised edge of a river or a road. †¢ It is a blockage of sandbags to a flow of water. Though none of these explanations speak directly about financial dealings, all of them give a common meaning that it is a sort of CUSHION provided to PROTECT something. Hence, there can be a grain bank, a blood bank, a sperm bank, a question bank, a river bank, money bank, etc. The exact origin of the word bank is not certainRead MoreModel Thesis31971 Words   |  128 PagesWalden University COLLEGE OF MANAGEMENT AND TECHNOLOGY This is to certify that the doctoral dissertation by William Yaw Adufutse has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. James Schiro, Committee Chairperson, Applied Management and Decision Sciences Faculty Dr. Thea Singer, Committee Member, Applied Management and Decision Sciences Faculty Dr. Lilburn Hoehn, Committee MemberRead MoreIkea Case Study on Marketing22843 Words   |  92 PagesEngineering Bachelor Degree A creation of competitive advantage by using differentiation of company’s strategy actions. The case study of IKEA Sweden with experiences on Chinese and French markets. Dissertation in Marketing Credit point level – 10 ( 15ECTS) Supervisor: Venilton Reinert Authors: Landry Capdevielle Min Li Paulina Nogal Halmstad, 23rd of May 2007 The table of contents Introduction..........................................................................4 Problem .......Read MoreProject Mgmt296381 Words   |  1186 Pagesproject management processes [3.1] 6.5.2 Setting a schedule baseline [8.1.4] 6.5.3.1 Setting a resource schedule 6.5.2.4 Resource leveling 7.2 Setting a cost and time baseline schedule (1.3.5) [8.1.3] 6.5.2.3 Critical chain method Chapter 9 Chapter 10 Reducing Project Duration Leadership Chapter 2 Organization Strategy and Project Selection 1.4 Projects and programs (.2) 1.4.1 Managing the portfolio 1.4.3 Strategy and projects 2.3 Stakeholders and review boards 12.1 RFP’s and vendor selection

Arsa Free Essays

Spiegel Online Economics Edgar Atukeren MBA SBS (Swiss Business School) Alex Rau, Daria Revanchenkova, Arsa Grgurevic Table of Content: 1 Background 2 Assignment 3 Interactive Classified Advertising in Germany 4 Choosing the right segments 5 Business Idea and Concept 6 Competition 7 Financial Projections 8 The Problem 9 Possible Solutions 10 Conclusion 11 Recommendations and Lesson Learned Background Spiegel Online is one of the leading news Web sites in Germany and other German speaking countries, as Austria and Switzerland. It is a part of a Spiegel Group, publisher of several print products in addition to Der Spiegel and producer of the Spiegel TV Magazine. The Spiegel Group was also active in television film production. We will write a custom essay sample on Arsa or any similar topic only for you Order Now It took first steps toward internationalization by English-language editions of Spiegel special and the monthly publication of magazines in Hungary and Poland. In 2005 the Spiegel Group had more than 1,400 employees. Total revenues of the Spiegel Group were approximately around 322 million euro, of which Spiegel Online contributed 15 million euro. 0% of revenues resulted from online advertising, making this the most important source of income for Spiegel Online. The webpage is covering various topics as politics, business, panorama, arts, science, education, entertainment, sports, and travel. Spiegel is also a major contributor to the Hamburg Media School. It organized as a public-private partnership and offers MBA in Media Management, film, and journalism. In their second year, MBA students typically engaged in consulting projects with major media companies. Assignment This year the students must research on 2 questions: ) Were there any chances for an economically successful entry into the market for interactive classifieds? 2) What would the business model look like in detail? They had only 2 restrictions: anything in the adult segment was seen as inappropriate and the budget will be limited. The student team split their analysis into four steps: * Research of market volume and growth * Analyses of possible competitors * Selection of lucrative niches * Development of adequate concepts Interactive Classified Advertising in Germany The interactive advertising in Germany is based on offering space for classified ads for other companies. There are approximately 20,500 Web sites, which are doing that and they generate around 4 percent of all online revenues. Online services had gradually replaced newspapers and magazines in the classifieds segment. There are 3 most important interactive segments nowadays: * Automotive (which cover 1/3 of all customers looking for a car) * Real estate (200 billion euro are generated per year) * Job advertisement (30% of jobs are found online) Choosing the right segments Spiegel Online is following a brand new strategy: horizontal integration into a new market (interactive ads). The company decided to expand and cover new arket, which can generate additional revenue for the company. As automotive, real estate, and jobs interactive segments are already dominated by large competitors, Spiegel Online needs to interfere in the industry, by carefully choosing the segments, which are the most profitable ones. So it decided to concentrate on high quality standards and products that matched the image of Spiegel and chose high-quality cars, high- paying jobs and art objects. Spiegel Online Art Platform The team prepared a full business plan on each of the three market segments. The automotive and job segments seemed to be generally profitable and growing. Art, on the other hand, promised to be an interesting niche that had not yet been covered by any well-known company. Competition Most Web sites were positioned in the upper price segment. Serve as a marketing and sales tool for high-value objects. In the lower price segment, Web sites are mostly created by amateurs and hobby artists. These Web sites did not attract large audiences. The online art market had received some attention from investors and media companies (Example Burda-photo gallery Lumas). Opportunity for Spiegel online is to create platform in the middle and lower price segment. Business Idea and Concept The concept consisted of two integrated parts for the Spiegel online users interested in the arts: a selling platform and a community platform. Art platform Core to the Spiegel Online art platform was the sales platform. The sales platform homepage would lead to all art objects up for sale. A search engine would allow sorting objects by price, style, size, artist†¦ Navigation menu would allow quick access to additional site functions. The home page would also include a voting area. Community The Virtual Art Gallery could be customized, like MySpace. Users can create their own profiles. The profile included a virtual walk-through to gallery. Artist and galleries could use the Virtual Art Gallery as a marketing tool. Target group The Spiegel Online art platform addressed two target groups: first, people interested in art, and second, artist and galleries. Consumer benefits For buyers: low-risk playing field, moderate prices, high transparency, users don’t need specialized knowledge. For sellers: Low entry barriers, low sellers fees, attractive for young unknown artists. Benefits for Spiegel online Monetary: New revenues by commissions, insertion fees, and shop sales. Non-monetary: Parent brand, high-quality image. How to cite Arsa, Essay examples

Workforce Management

Question: What is Workforce? Explain. Answer: Introduction Workforce is considered as a major resource of an organisation that acts as a backbone of a company. Talent development programme plays an essential role in enhancing the skills, knowledge and capability of the workforce to promote development of business (Lavallee, 2006). Tesco PLC is one of the leading retail businesses in the United Kingdom with more than 500,000 employees across the globe. Due to a large diversified workforce, there is a need of proper talent development programme that can be helpful for the employees to improve their knowledge and skills to handle customers and carry on the operation of the company. Talent development programmes are the training and mentoring facilities provided by the organisation to its employees to improve their capabilities and performance. Being a retail trading organisation, Tesco needs to implement Leadership Development Programme for its regional customer service heads to handle different issues. The Sales Development Programme is needed for the team leaders and sales representatives to provide product knowledge and build leadership. Tesco also need trainee development programme for all employees to improve their knowledge over the business areas (Knight, 2009). Hence, it can be seen that Talent Development Programme is need for all employees and especially for the new recruitments to provide them knowledge about the business. TDPs must be conducted at an interval of every quarter to have a better workforce. In case of new recruitment, it must be carried on for first six months. Coaching and Mentoring Coaching and mentoring are techniques to develop the skills and knowledge of the employees through one to one discussion. It helps to improve the performance of the employees. Coaching and mentoring can be differentiated in terms of the practices that are used interchangeably to carry on the Talent Development Programme in an organisation. Coaching is an organisation targets to improve the performance of employees by focusing on specific goals and skills of the individuals. It develops new skills and knowledge among the employees. In case of mentoring, it is used to establish a good relationship with the employees by questioning, clarifying, listening and reframing the problems faced by the individuals (Jones, Armour and Potrac, 2012). Both of the techniques are used interchangeably to improve the performance of the employees and the organisation. Hence, the potential benefit of coaching and mentoring is a strong workforce capable of accepting different challenges at workplace. Evaluation of different models of coaching and mentoring The GROW model can provide significant structure so that new learners can experienced clear and better directive approach in coaching and mentoring system. The GROW model includes four apparent stages such as goals, reality, options and wrap up. In this sort of model, establishing goal and objective have to be set up first. On basis of the goals, reality checks have been analysed to generate options to be followed for better coaching and mentoring. At the final stage, an action must be concluded to wrap up the programme. Suitability Justification: In order to determine the suitability of the model in TESCO programme, identification of key resources will be important. Being a large business organisation, such model must not be appropriate for the programme as the model can be suitably applied to a smaller group of people. EXACT model of coaching and mentoring presents the fundamental principles of coaching that presents a clear understanding of the coaching goals. It is important to have Exciting, Assessable, Challenging and Time framed goals of Talent Development Programmes. Suitability Justification: EXACT model has been segmented in four different stages that include assembling and challenging goals. Therefore, such model will be effective for the coaching and mentoring programme of TESCO. The Achieve Coaching Model is another significant model to be considered in coaching and mentoring. The circular process has formed a chain circle including assessing current situation, creative brainstorming, identifying goals, option initiation, evaluating options, developing plan of action, and encouraging momentum. Such instrumental model can motivate the behaviour and skills of a coach or mentor. Suitability Justification: The Achieve coaching model has significantly included a circular process such as assessing current situation, creative brainstorming, identifying goals, option initiation, evaluating options, developing plan of action, and encouraging momentum. The sections will be inspiring The OSKAR Coaching framework is also significant for coaching and mentoring. The framework works on five stages such as outcome, scaling, know-how phase, affirm and action and review of the programme. The initial two steps are required to set up the objective of meeting or coaching session to solve any issue (Dinos and Palmer, 2015). Scaling phase has been used to measure the scale of achieving the identified levels. The know-how phase is focused on knowledge resources, characteristics and qualification of coaches and mentors to achieve success. Affirm and action describes the behaviours, skills and actions to be confirmed in the training and meetings. Finally, a review of both the positives and negatives has to be recorded. Suitability Justification: Apparently, the OSKAR Coaching framework may be also included in the coaching and mentoring programme of TESCO to motivate the large scale employees. The stages of the mentoring model will evaluate the best out of the employees so that the productivity and level of performance can be improved (Parylo, Zepeda and Bengtson, 2012). Factors impacting on the success of coaching and mentoring In the meantime, some critical factors can be identified as impacting aspects of the success of coaching and mentoring. First of all, business priorities have decided how coaching and mentoring must be promoted within a group or team members. Apart from that, organisational culture is another essential factor to determine the success of coaching. By fostering effective learning and development environment, perfect coaching facilities can be provided. Furthermore, perception is a significantly important factor in coaching (Parylo, Zepeda and Bengtson, 2012). By identifying the necessity of coaching to a particular team can make life easy for coaches and mentors. Hence, the perception has been considered to be an effective factor. At the same time, the degree of sponsorship and purpose of coaching can dictate terms on whether coaching facilities will be successful or not. By providing all necessary support from the top level can be truly helpful for a successful coaching session. Skills required of coaches and mentors In coaching and mentoring some fundamental skills are crucial to becoming an expertise and successful personality in the field. To identify the issues and challenges of a team, coaches must have listening skills, communication skills, interpersonal skills, feedback skills, questioning skills and most importantly motivating skills. The academic qualification and knowledge will not be enough to encourage the learners. Therefore, a coach must present unique style and learning tactics in front of the learners (Brockbank and McGill, 2006). In order to become successful, 5Rs of lifelong learning is mandatory for coaches or mentors such as readiness, resourcefulness, resilience, responsibility, and reflectiveness. The readiness to learn is so much essential to understand new issues and challenges. Resourcefulness signifies creativity in learning the process and understanding how to apply methods. Resilience forces a coach not to give up in any situation or a person. On the other hand, responsibility determines the learning ownership of a trainer or mentor (Rao, 2014). Finally, reflectiveness encourages improvement and practises the best knowledge facilities to become a successful mentor or coach. Evidently, to ensure fair and equal access across the coaching and mentoring programmes, some regulations must be initiated. The regulations must promote equal access to each of the human resource participating in the training programmes. Furthermore, the ethical checklist of the business organisation must be considered at the coaching and mentoring programme in order to establish ethics to mentoring (Brockbank and McGill, 2006). The employees must take freely participation so that the rate of the success of the programme will be high. Moreover, the concerned authority must govern the programme to ensure fair and equal access across the coaching and mentoring programmes. Support needs of Coaches and mentors There is a significant form of support to be offered such as one to one meetings, social media blogs, formal and informal e-mail groups, action learning activities and group meetings so that coaches and mentors level of performance can be increased (Brockbank and McGill, 2012). By establishing support needs of coaches and mentors, expertise knowledge and skills can be permanently exchanged to improvise the level of competence among the coaches. Facilities such as action learning activities and group meetings can be effectively utilised to share the fundamental issues and challenges of coaches (Dougan, 2013). In a coaching network, there are some basic learning issues as well as real problems to be tackled. However, professional learning facilities and supervision can inspire the performance of coaching staffs undoubtedly. Mechanism to support coaches and mentors Different mechanism can be used by Tesco management to support the coaches and mentors. The mechanisms to support coaches and mentors are discussed herein below: Group Supervision: Group supervision can be carried through one on one meeting, training classes, group discussions and after day meetings (Leong and Mak, 2013). Email/Social network groups: Email, social networking groups, blogs and online modules can be used to train employees. Share Information: Sharing information at workplace, training class, and internet media through emails and social networking sites can be used to improve the knowledge of the employees. Action learning Sets: Action learning sets are used to provide employees on the job training, develop solution to their daily problems, work on real issues and learn from their experiences. Justification of the mechanism to support coaches and mentors After considering all factors, it can be seen that the learning action sets and group supervision are the most effective mechanism to support the coaches and mentors in the TDP (Gilbert and Rosinski, 2008). Both of these mechanisms are suggested because, Tesco mainly provides the TDP for the new recruitments who need to know about the business and culture of the organisation. Both of these mechanisms can be used throughout the year and they comply with all ethical and professional practise of CIPD Code of professional practices (Megginson, Clutterbuck and Megginson, 2009). Furthermore, both of these mechanisms promote dissemination and sharing of learning. Along with that, the mechanism ensures equal and fair access to mentors and coaches to support provision. Including these mechanisms, it is important for TESCO to see to follow the principles of Wheel of Good Practice. The management must ensure that the mechanisms are used according to the wheel of good practice to ensure effective outcomes from the TDP. A diagram has been given below to present wheel of good practice. It is important for TESCO to see that all these good practices are carried on while using the mechanism of training and development programs. The TDP must take place regularly and focus on the need of clients, organisation and coach. Along with that, the mechanisms provide continuous professional development to the coach and assure quality of coaching provisions. It is believed that both of these mechanisms will provide support to the coach and generate organisational learning. Furthermore, the mechanism ensures balanced individual, group or peer supervision. Finally, the chosen mechanisms manage ethical and confidential boundaries that make them suitable for the organisation. Evaluation By comparing three different evaluation models, it can be seen that Kirkpatrick focuses on behavioural changes and not on achieving the objectives of training programme. In case of CIRO model, it focuses on achieving the objectives of training programme, but not on the behavioural changes (Wise and Jacobo, 2010). Finally, in case of RAM evaluation model, it can be seen that it checks the relevance of coaching with the context of business, examines the alignment of the mechanism and measures the final results and ROI of the TDP. Hence, RAM evaluation model is the most useful technique to measure the success of the TDP. Conclusion The facilities and skills offered to the coaches and mentors can eventually help the team members to perform in a better way. Hence, proper monitoring of mentoring facilities and systems is highly essential. Moreover, the art of coaching is one of the unique things to be understood. Every individual coaching staff has own methods and tactics to improve the skills and performance of others. Hence, professional practices and individual development can be identified as very effective in coaching and mentoring. References Brockbank, A. and McGill, I. (2006).Facilitating reflective learning through mentoring coaching. London: Kogan Page. Brockbank, A. and McGill, I. (2012).Facilitating reflective learning. London: Kogan Page. Carmel, R. and Paul, M. (2015). Mentoring and coaching in academia: Reflections on a mentoring/coaching relationship.Policy Futures in Education, 13(4), pp.479-491. Dinos, S. and Palmer, S. (2015). Self-esteem within cognitive behavioural coaching: a theoretical framework to integrate theory with practice.Coaching: An International Journal of Theory, Research and Practice, 8(2), pp.137-153. Dougan, M. (2013). Supporting mentors.Nursing Standard, 27(51), pp.59-59. Gilbert, K. and Rosinski, P. (2008). Accessing cultural orientations: the online Cultural Orientations Framework Assessment as a tool for coaching.Coaching: An International Journal of Theory, Research and Practice, 1(1), pp.81-92. Jones, R., Armour, K. and Potrac, P. (2012). Understanding the Coaching Process: A Framework for Social Analysis.Quest, 54(1), pp.34-48. Knight, J. (2009).Coaching. Thousand Oaks, Calif.: Corwin Press. Lavallee, D. (2006). Career Awareness, Career Planning, and Career Transition Needs Among Sports Coaches.Journal of Career Development, 33(1), pp.66-79. Leong, F. and Mak, S. (2013). Giving psychology away as coaches and mentors.PsycCRITIQUES, 58(47). Megginson, D., Clutterbuck, D. and Megginson, D. (2009).Further techniques for coaching and mentoring. Amsterdam: Butterworth-Heinemann. Parylo, O., Zepeda, S. and Bengtson, E. (2012). The different faces of principal mentorship.Intl Jnl of Ment Coach in Ed, 1(2), pp.120-135. Rao, R. (2014). Improving the coaching and mentoring of IMGs.BMJ, 348(jun05 3), pp.g3424-g3424. Schreygg, A. (2011). Coaching und Supervision in Changeprozessen.Organisationsberatung, Supervision, Coaching, 18(1), pp.1-3. Wise, D. and Jacobo, A. (2010). Towards a framework for leadership coaching.School Leadership Management, 30(2), pp.159-169.