Mary Kay free essay sample

The VIP automobile program is our problem child. The cost of all three automobile incentive programs is eating our lunch. These words were spoken in the summer of 1989 by Dick Bartlett, president and chief operating officer of Mary Kay Cosmetics. tC In 1984, the company had introduced the VIP (Very Important Performer) car program to motivate its top-performing, nondirector beauty consultants (i. . , independent saleswomen). The program, which originally awarded the use of compact size Oldsmobile Firenzas to eligible beauty consultants, was modeled after the company’s acclaimed pink Cadillac program, introduced in 1969, for which only director-level consultants were eligible. The pink Buick program, Mary Kay’s third program, was also reserved for sales directors, but was based on less difficult performance criteria than the Cadillac program. Under all three car programs, Mary Kay awarded the use of a new car to eligible beauty consultants who sustained the required sales and recruiting levels for the designated number of months. We will write a custom essay sample on Mary Kay or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Winners maintained the use of their cars for two years as long as they continued to meet the required sales volumes on a monthly basis. The company bore all the costs associated with leasing the new General Motors cars from ARI Leasing, insuring the cars, and then selling the used ones as consultants returned them. No The car programs had proven to be very effective motivators, helping company sales through a period of market stagnancy in the mid1980s. Over time, however, the cost of running the programs had escalated substantially. The cost of the VIP program in particular had skyrocketed in the late 1980s, with the number of leased cars approaching 3,000 in early 1989. In addition, there were approximately 1,000 Cadillacs and 1,000 Buicks in force in 1989. The number of car winners as a percentage of the total number of beauty consultants had doubled from 1. 5% in 1986 to 2. 5% by yearend 1988. Do Mary Kay’s management now faced the difficult challenge of containing further program cost increases without upsetting the powerful incentive system that was the firm’s primary source of growth and success. In addition to reducing total car program costs (especially VIP costs) as a percentage of sales, management was interested in redirecting the dollars behind other elements of its incen tive compensation plan for greater cost effectiveness. Also, management wanted to provide reward and recognition for a range of performance levels that was broad enough to meet the varying career interests of current and prospective beauty consultants. Hilary Weston prepared this case under the supervision of Professor Robert Simons as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright  © 1990 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www. bsp. harvard. edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) Company Background op yo rP os 190-103 Mary Kay Cosmetics Inc. was an international manufacturer and distributor of premium skin care, hair care, and body care products. Mary Kay products were not available through retail stores. In 1988, its products were sold throughout the United States exclusively by a network of over 175,000 independent (self-employed) women who ranged in status from beauty consultants to national sales directors. (Mary Kay also sold internationally in seven countries. ) This sales force met directly with customers in their homes and offices to demonstrate and sell Mary Kay products. The firm’s 1,436 company employees worked out of its Dallas headquarters and manufacturing facility and its five regional distribution centers. In 1988, the company’s 25th anniversary, Mary Kay Cosmetics achieved record sales of $406 million, up 26% from $326 million in 1987. The original mission of company founder Mary Kay Ash had been to be a â€Å"teachingoriented† organization that provided women with exceptional opportunities for professional achievement, economic success, recognition, personal development, and independence. The organization had remained true o this goal, but had expanded its mission during the 1980s to include greater emphasis on consumer needs, product innovation, and quality. As revised in 1987, the Mary Kay Mission was â€Å"To achieve preeminence in the manufacturing, distribution and marketing of personal care products by providing personalized service, value, convenience and innovative solutions to consumer needs through our independ ent sales force. † Company Philosophy The â€Å"Consultant’s Guide† book provided to new beauty consultants stated the firm’s philosophy as follows: tC From the beginning, the Company has grown based upon the same philosophy: every person associated with the Company, from Chairman Emeritus to the newest recruit, lives by the Golden Rule, â€Å"Do unto others as you would have them do unto you† and the priorities of God first, family second, and career third. In describing the company’s commitment to the independent sales force, Chairman Rogers asserted, â€Å"Every aspect of the Mary Kay system is aimed at promoting a successful career for the beauty consultants. It’s through her succeeding that we all succeed. . . We’re committed to total customer satisfaction; and to the customer, a beauty consultant is Mary Kay. † No A director of sales development explained the relationship between the company and its sales force: There are five things that all consultants seek. We refer to them as STORM: Satisfaction with a task well done (self-worth); Teamwork (a sense of belonging); Opportunity (to succeed); Recognition; and Money. These five needs are being met through various aspects of our business. Do Company Ownership and Structure In 1984, after several years of extraordinary growth, a decline of 14% in sales and 8% in earnings had triggered a sharp drop in the corporation’s share price. In December 1985, in response to both the depressed share price and to their own desire to manage for the long term rather than for quarterly earnings, Chairman Mary Kay and her son, Richard Rogers (president and CEO at the time), led a management leveraged buyout for a price of approximately $315 million. Mary Kay and Richard also wished to avoid the impact that public financial reporting could have on sales force 2 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) 190-103 op yo rP os t attitudes during a sales and stock price decline. Negative attitudes could easily trigger further sales and recruiting declines. Two years later, in November 1987, Mary Kay assumed the title of chairman emeritus and Rogers, 44, became chairman (retaining his title as CEO). Dick Bartlett, former executive vice president of Marketing, was named president and chief operating officer (COO). Mary Kay management prided itself on its lean internal staff. President Bartlett placed himself at the bottom of the organization, surrounded by staff support functions. Above him were the four operating divisions—Marketing, Sales, RD/Manufacturing, and Distribution—which â€Å"served† the sales force. Bartlett placed Mary Kay’s customer base of 15 to 20 million households at the top of the organizational structure. Exhibit 1 depicts the internal organizational structure and Exhibit 2 shows the hierarchical structure of the sales force as well as the profile of a typical beauty consultant. ) Bartlett explained the role of his internal organization and how it operated: Our goal is to support the independent sales force of 175,000 beauty consultants, because our sales force is our lifeblood. Our job in supporting the consultants involves a cont inual effort to update and improve the quality and selection of our products and to refine our facilities and procedures. We also have to anticipate and respond to the consultants’ needs. This all requires creativity and flexibility. tC One of my first challenges as president was to break down departmental fiefdoms. I instituted three types of meetings that bring together managers from different departments. The weekly Sales and Marketing meetings are religiously attended by top management. I never miss those meetings. They’re where the hot topics are raised and discussed. We’ve also created what we call â€Å"CATS†Ã¢â‚¬â€Creative Action Teams. These cross-functional temporary task forces are formed on an ad hoc basis whenever any employees identify a specific problem or opportunity which they think they can take on, especially those affecting quality improvement. The purpose of the CATS is to nurture creativity and keep the organization flexible. We track the progress of all CAT projects at our weekly meetings, and employees are usually recognized for successful completion. The main personal link between the company and the sales force was the group of six regional sales development directors. One of them described his role: Do No The job of the six of us is to bridge the gap between the growing sales organization and the company. We picture ourselves as their voice internally. Each of us covers a geographic region containing 700 to 800 sales directors and 30,000 to 40,000 beauty consultants. We wear a lot of hats—information conduit, administrator, motivator, personal and financial advisor, and so on. Also, there’s an expectation on the part of each consultant that their own personal considerations will be taken into account. Let’s say a woman works all year and misses a director’s goal by $18, we’d destroy her if we didn’t give her a break. We need to be flexible, so we make those kinds of calls. Sales Force Support In addition to personal contact with the field, Mary Kay Cosmetics employed an elaborate set of tools and programs designed to motivate, recognize, and develop its beauty consultants: Communications The company produced a constant flow of written material for the sales force, including a monthly magazine, weekly newsletters, training manuals, and product brochures. It also 3 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 190-103 Mary Kay Cosmetics: Sales Force Incentives (A) op yo rP os t provided video and audiocassettes (for recruiting, training, and motivating), promotional sales aids, and a telephone hot line for advice and answers. Mary Kay also regularly solicited feedback from consultants and customers by conducting surveys and focus groups. The company used this information to improve existing products and packaging and to develop new products and selling tactics. Events Mary Kay sponsored a variety of contests, conferences, and other events for the consultants, which combined all three elements mentioned above—motivation, recognition, and education. The biggest event was the annual seminar, which in 1988 was attended by 25,000 consultants. (The three-day event was divided into four back-to-back identical sessions because of its sheer size. The seminar was open to all consultants and directors; however, registrants paid their own way to attend and participate in the festivities and training sessions. The climax was a gala awards night in which consultants of all levels were honored and rewarded for their achievements before an applauding crowd of thousands. Rewards ranged from ribbons, jewelry, furs, and luxury trips to the crowning of â€Å"queens. † Sale force activities Ongoing support within the beauty consultant networks was another important ingredient in the Mary Kay formula for direct selling. Despite the high level of company support, the vast majority of a consultant’s interaction was with her unit director and the other 30 to 150 consultants in her unit, and not directly with Mary Kay management, which had no formal control over the sales force. 1 tC Because Mary Kay Ash believed that people could be â€Å"praised to success,† the company fostered a sale force culture based on positive reinforcement and recognition. This was achieved through several means. First, the company did no sales force recruiting; the independent consultants personally chose heir own new recruits. This personalized approach increased the likelihood of successful director-consultant relationships. Also, the company provided guidelines to assist the independent sales force in motivating and training its members. For example, the companysuggested Monday unit meetings were the primary forum for the sharing of product information, selling tips, and success stories, as well as group praise. These weekly unit meetings not only served as a support group and training class, but also created peer pressure to succeed. In â€Å"Memo,† the company’s weekly newsletter to directors, and in the Director’s Guide, the company provided directors with many kinds of creative tips and tools for training and developing their units and conducting effective meetings. Do No Recognition and prizes The majority of beauty consultants did not attend the annual seminar or receive cars and other large prizes. All active consultants, however, were motivated to increase their sales and recruiting by a constantly available array of prizes and recognition for incremental progress. Company-sponsored gifts and prizes were offered for achieving sales and recruiting goals and winners’ names were listed in Applause, Mary Kay’s monthly magazine for consultants. In addition, directors, at their own expense and discretion, rewarded their unit members for achieving various milestones. The gifts and prizes handed out by directors to beauty consultants usually took the form of jewelry and other accessories, often with the Mary Kay logo on them, and were usually awarded in front of a group. (Exhibit 3 lists a representative sampling of the type and cost of directors’ gifts to unit members. For example, upon signing up her first recruit, each consultant received a string of imitation pearls and congratulatory applause at her unit’s weekly meeting. At each step in her Mary Kay career, a consultant received additional recognition and status symbols, including â€Å"ladder† pins with varying numbers and types of gems, which indicated her level of 1The signed agreement between an independent beauty consultant and the company stipulated certain basic guidelines that the consultant was required to follow, such as her legal responsibility to represent the company and its products honestly and accurately. Mary Kay Cosmetics, however, had virtually no management control over the independent contractor sales force. 4 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) 190-103 op yo rP os t achievement. (See Exhibit 4 for the hierarchy of nonfinancial sales force incentives. Senior Vice President of Sales Bart Bartolacci described the role of recognition as an incentive: As Mary Kay herself would say, â€Å"A $5 ribbon plus $20 worth of recognition is worth more than a $25 prize. † In other words, give them a check, but give it to them on stage. Then they will really respond. I would never take away the recognition element. It would be like putting my head on a chopping block. Some of the women really don’t need the money at all, but the recognition is addictive. In fact, the top people in our sales organization motivate their units through recognition, not expensive prizes. Financial incentives The financial incentives, however, were also considered an indispensable ingredient in the firm’s direct selling strategy. According to management, the power and appeal of Mary Kay’s incentive system were rooted in the carefully designed combination of compensation, advancement opportunity, prize incentives, and recognition. According to the Mary Kay Marketing Plan (i. e. , the incentive compensation and advancement plan), a consultant’s income was determined by a very clear and objective method, based on her selling and recruiting activity. No organizational constraints limited the pace at which a consultant could advance her status and increase her income. In 1988, the highest paid sales director earned over $400,000 and roughly 90 others had six-figure incomes. The company, via its beauty consultants, aggressively advertised the Marketing Plan’s objectivity and unlimited earning potential to attract new recruits. The specific components of the plan were based on the following premise, as explained by Sales Group Executive Vice President Barbara Beasley: tC There are three things we want beauty consultants to do: order products, sell products to customers, and recruit new consultants. Recruiting is really the big source of growth because sales per consultant can rise only so much. That puts a limit on both company growth and consultants’ earning potential. Moreover, because approximately 70% of consultants drop out each year, we need new recruits just to maintain sales. We currently recruit about 10,000 consultants per month and lose 7,000 per month. I know that turnover rate sounds high. But, in fact, our rate is the lowest in the direct-selling industry, and lower than most retailers’ sales staff turnover. No But a good director must sell as well as recruit. Her best source of new recruits is her customer base. Also, her role as leader, teacher, and motivator involves setting an example for her unit members. We also need the sales directors to stay on top of customers’ needs and their reactions to new products because the directors are our strongest tie to the marketplace. Do Although all consultants fell into one of two general categories, nondirectors and directors, there were multiple titles within each group. The financial success of the more senior consultants and of directors depended heavily on their ability to recruit new consultants and on the ongoing performance of their recruits. Exhibit 5 summarizes the compensation for all levels as described below. An entry-level beauty consultant’s income was the difference between the retail value of the products she sold and the wholesale price (usually 50% of suggested retail) at which she bought 5 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 190-103 Mary Kay Cosmetics: Sales Force Incentives (A) op yo rP os t products from Mary Kay. A nondirector consultant also received a 4% to 12% commission2 on the sales of all her personal recruits. Once she had at least five recruits, her title became Team Leader and she could try to qualify for the use of a VIP car. In order to win the use of a VIP car (a red Pontiac Grand Am) and keep it for the entire awarded period of 24 months, a consultant had to reach and maintain three types of targets over that period: (1) team monthly production volume (i. e. wholesale value of all her recruits’ orders); (2) personal monthly wholesale production; and (3) number of active recruits. Each VIP consultant was given a fixed â€Å"allowance† she could draw on to make up for shortages in particular months, so that she would not have to relinquish her car because of one or two bad months. The allowance could be increased (and thereby â €Å"banked†) by performance above the minimum requirements in any given month. Once a consultant became a sales director (the qualifications were again tied to personal and team production and number of recruits), several additional avenues of income opened up to her. In addition to receiving an 8% to 12% commission on her personal recruits’ wholesale orders, she received a 9% to 13% commission on the production of the entire unit she directed, which included her recruits’ recruits. In addition, she received a sliding-scale monthly bonus of $400 to $2,500 if her unit’s total monthly production exceeded $4,000. Thus, if a director’s unit achieved the $4,000 threshold, the compensation system rewarded her doubly for the unit’s performance. Finally, a director also received a $100 to $400 bonus for each month in which her unit of consultants recruited at least three new active consultants. As soon as one of a director’s unit members became a director herself, the former became a senior sales director. In addition to the sources of director compensation, senior directors also received a 4% commission on the monthly production of all their â€Å"offspring† units. If they had eight or more offspring units, the commission increased to 5%. tC A national sales director—the highest position in the Mary Kay independent sales force—did not directly work with nondirector beauty consultants. Her compensation was based on the wholesale production of both her first-line and second-line offspring units. She received a commission of 5% to 8% and 2%, respectively, for the two tiers of units. History of the VIP Car Program No Between 1983 and 1989, Mary Kay’s car programs increased from a base of 1,100 cars on the road to over 5,000 cars. Most of this increase was due to the VIP program, which was introduced in 1984. By mid-1989, VIP cars in force numbered 3,000. The number of VIP car winners had grown rapidly despite increases in program qualification requirements in 1986, 1988, and 1989. Increased VIP participation was accompanied by several external cost trends: The costs to Mary Kay of leasing the cars had increased with interest rates. Automobile insurance premiums had escalated faster than both inflation and prices of Mary Kay products. Do †¢ †¢ General Motors discontinued the Oldsmobile Firenza, reducing the resale value of the one- and two-year-old cars. 2Commissions were based on wholesale orders and the percentage level depended on the number of recruits a consultant had. 6 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) 190-103 The Current Challenge op yo rP os t All of these trends had contributed in driving up the cost of the VIP program. The cost increase was further magnified by the decline in car â€Å"tenure†: an increasing proportion of the consultants who had qualified for VIP cars were unable to maintain the required sales and recruiting levels for the 24month period. As a result, Mary Kay often was forced to reclaim cars that were substantially less than two years old. The newer a car when Mary Kay reclaimed it from a consultant, the greater the disparity between the car’s unamortized book value and the (much lower) resale price that Mary Kay received for it. In short, the company absorbed larger losses on cars that were in service for shorter periods of time. Mary Kay’s top management was seeking a broad solution to the rising costs—and corresponding diminishing returns—of its incentive plan, the VIP car program in particular. According to Richard Wiser, vice president of Financial Planning and Analysis: Over the last several years, we’ve watched the cost of the car programs and of commissions creep up relative to sales. [See Exhibits 6 and 7. ] Car expenses in particular have really jumped up since 1985. In the past, we’ve always gone for incremental cost savings. We took a egative approach: we simply raised the program qualification requirements when we wanted to reduce the cost of the program. Now, we want to be more creative. We have Finance, Marketing, and Sales all working together to identify innovations that would save money for us but, at the same time, keep the sales force morale up and boost the effectiveness of the incentives. tC We haven’t been getting a bang for our buck from all VIP consultants. Unless they are trying to qualify for directorship, many feel no motivation to increase their sales and recruiting efforts above the level needed to maintain the use of their cars. We’re not tapping their full potential because we’re not rewarding them for achieving it. President Dick Bartlett continued: No Richard is right. In fact, those VIP consultants who really do want additional income and recognition may rush into directorship prematurely. They may qualify before they have a large, strong team base and sufficient experience. That’s bad for everyone. The consultant must fight a frustrating uphill battle to retain her director status. And from our perspective, her unit’s size and performance may deteriorate. A weak director hurts unit morale and development. The problem trickles down: when a weak or negligent consultant loses a customer, it’s a lost sale for Mary Kay. Customers can’t buy our products in retail stores and the customer is not likely to seek out another consultant. Do Bartlett and his management team summarized the objectives of the Marketing Plan modifications they sought: †¢ To improve profit margins by reducing overall beauty consultant compensation (particularly the costs associated with the car programs) as a percent of sales—a ratio that had been escalating yearly. †¢ To enhance the beauty consultants’ career path with more distinct milestones and forms of reward. Bartlett was particularly concerned about two issues that had adversely affected many top-performing VIPs: 7 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 190-103 Mary Kay Cosmetics: Sales Force Incentives (A) op yo rP os t 1. Many had worked extra hard to achieve director status but were ill-prepared for the extra demands of continuing director-level performance. . Many had stagnated at a â€Å"maintenance† sales level simply to retain their VIP cars. †¢ To make cost reductions elsewhere in the Marketing Plan while preserving sales force morale and motivation. †¢ To minimize the cost to the firm of maintaining low-performing consultants, i. e. , those with very few recruits and no indication of ambitious growth goals. At the conclusion of their interview with the casewriters, the managers reemphasized the extreme sensitivity of beauty consultants’ actions to changes in the Marketing Plan. They cited an example: in 1984, an announced increase in VIP qualification criteria resulted in an enormous â€Å"rush† for VIP status before the effective date of the program change. As a result, the number of VIP car winners temporarily increased dramatically, rather than tapering off as intended. (Refer to Exhibit 6. ) Moreover, many of those consultants who had rushed to obtain cars had relatively low tenure with Mary Kay. So, they did not have the experience and team strength to maintain their VIP status. As a result, they had to forfeit their cars prematurely, which was demoralizing for them and costly for the firm. Do No tC In general, any change in the Marketing Plan that was not well-received by the sales force of over 175,000 beauty consultants could be disastrous to the company: not only would sales drop off in the near term, but the sales force attrition rate could increase and the recruiting rate decrease over the long term. Aware of this danger, management had scheduled the first â€Å"Mary Kay Summit Meeting† and invited all national sales directors (the top of the independent sales organization) to be involved in designing changes in the Marketing Plan. Management wanted to bring to the Summit Meeting their own draft plan as a starting point for discussions with the national sales directors. 8 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) op yo rP os t Mary Kay Organizational Structure Do No tC Exhibit 1 190-103 9 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) Exhibit 2 op yo rP os t 190-103 National Sales Directors (60+)a Average Income: $160,000 Executive Senior Directors and Senior Directors (1,700) Average Income: $44,000 Directors and Star Directors (3,000+) Average Income: $23,000 Team Leaders (including VIPs and Directors-in-Qualification) (3,300) Average Income: $9,200 Star Recruiters, Star Consultants, and All Other Active Consultants (gt;175,000) Average Income: $1,900 PROFILE OF A TYPICAL BEAUTY CONSULTANT b †¢ †¢ †¢ †¢ 24 to 54 years old arried with children holds another job has some college education †¢ †¢ †¢ †¢ lives outside a major urban area spends approximately 8 hours per week on Mary Kay work earns less than $5,000/year through May Kay work holds $2,500 to $3,000 worth of inventory (at suggested retail value) in her home Do No tC aNumbers in parentheses represent headcounts bBased on entire sales force. Directors and above, however, do Mary Kay work full-time. This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] arvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) Director Prizes for Unit Membersa (representative sampling) Item op yo rP os t Exhibit 3 190-103 Cost to Director Ordered Through Mary Kay Director Supply Department: Business card case Checkbook cover Ask Me About Mary Kay luggage tag Mary Kay pencils (pkg. of 12) 1. 25 Gold money bag 1. 50 Mauve ring binder Pearls of Sharing bracelet 3. 00 Pearls of Sharing necklace 5. 00 Mary Kay pens (pkg. of 25) 5. 00 Glamour Face sweatshirt 10. 00 Ordered through independent distributors of promotional products and specialty gifts: Mink key rings Costume jewelry Picture frames Belts .75 2. 75 (all $5 to $20) Wrist watches .50 tC $. 50 Do No aThese prizes were purchased by directors at their own expense to award to eligible beauty consultants at weekly unit meetings. 11 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Personally recruit three or more Active Consultants Personally recruit five or more Active Consultants Maintain team production of $3,000/month, personal production of $600/month Attain a unit size of at least 30 Active Consultants and at least $14,000 wholesale unit production within a four-month, qualification period Have at least 1 off-spring director (Executive Senior Directors need 5 off-spring) Have at least 10 first-line off-spring directors, 8 of whom are senior directors Star Recruiter Team Leader VIP Sales Director Senior Director National Sales Director 190-103 -12- rP os t aThis list of awards was supplemented by a continual variety of company-sponsored and director-sponsored contests for specific time periods, as well as personal congratulatory letters from Mary Kay Ash for achievers of various milestones, and lastly, lavish awards and recognition for year-long efforts (before 7,000 people) at the annual Seminar. Contest prizes ranged from calculators and costume jewelry to furniture. Top-line Cadillac; Annual Summit Meeting; special suit; Presidents Circle Awards; Millionaire Club recognition Any commissions paid to sales directors on products repurchased by the com pany were charged back to the directors to whom they were paid based on the companys premise that commissions are earned by sales directors only on products which consul ants buy and resell to the ultimate t consumers. aCommissions are calculated and paid out on a monthly basis. Note: National Sales Directors: Senior Directors (and Executive Senior Directors): All Directors: †¢ tC No Recruiters, Star Recruiters, Team Leaders, VIPs, and all Directors: All Consultants: Compensation Receiveda Mary Kay Marketing Plan (all sources of financial compensation)

Greek statues--kouros essays

Greek statueskouros essays Kouros are life size or larger, freestanding stone figures of unclothed young man striding forward. They are considered today to be one of the most distinctive products of the Archaic era, the period of ancient Greek history from roughly about 650 to 500 BCE. The statue's head, feet and hands all point rigidly straight forward emphasizing the frontal view. As a standing figure, the statue is taller than it is wide. Its vertical orientation is emphasized by a central axis running vertically between the legs, through the navel, the cleft of the chest and between the eyes. When viewed frontally the figure is disposed symmetrically about this central axis. Auguste Rodin is generally recognized as the most important sculptor of the nineteenth century. The Age of Bronze is Rodins first masterpiece. To the academic practice of creating a balance between nature and an ideal, Rodin brought three innovations: an equal attention to every detail of the work; an insistence that the figure itself is the subject, not that the figure portrays a subject; and the dynamism supplied by complex asymmetrical axes. Such innovations would have remained intellectual and technical were it not for the genius of Rodin's hands. Rodin was able to translate his immense passion for work and his abiding love of the human form into "Nature" and "movement" were terms used by Rodin as touchstones for making sculpture Their beauty, energy, and sexuality-expressed in figures expressed the aesthetics of the fragment reveal a depth of feeling for humanity Rodin made the legs and lower torso of the figure slimmer than those of the model, and he also made the head somewhat smaller. Such details, which recall Hellenistic sculptures Rodin had seen in the Louvre and in Italy, confirm his remark that he found inspiration for his figure in a Greek Apollo. He was devoted to Greek and Roman art. ...

Heres How to Use Attribution to Avoid Plagiarism in Your News Stories

Heres How to Use Attribution to Avoid Plagiarism in Your News Stories Recently I was editing a story by a student of mine at the community college where I teach journalism. It was a sports story, and at one point there was a quote from one of the professional teams in nearby Philadelphia. But the quote was simply placed in the story with no attribution. I knew it was highly unlikely that my student had landed a one-on-one interview with this coach, so I asked him where he had gotten it. I saw it in an interview on one of the local cable sports channels, he told me. Then you need to attribute the quote to the source, I told him. You need to make it clear that the quote came from an interview done by a TV network. This incident raises two issues that students often are unfamiliar with, namely, attribution and plagiarism. The connection, of course, is that you must use proper attribution in order to avoid plagiarism. Attribution Lets talk about attribution first. Any time you use information in your news story that doesnt come from your own firsthand, original reporting, that information must be attributed to the source where you found it. For example, lets say youre writing a story about how students at your college are being affected by changes in gas prices. You interview lots of students for their opinions and put that in your story. Thats an example of your own original reporting. But lets say you also cite statistics about how much gas prices have risen or fallen recently. You might also include the average price of a gallon of gas in your state or even across the country. Chances are, you probably got those numbers from a website, either a news site like The New York Times, or a site that specifically focuses on crunching those kinds of numbers. Its fine if you use that data, but you must attribute it to its source. So if you got the information from The New York Times, you must write something like this: According to The New York Times, gas prices have fallen nearly 10 percent in the last three months. Thats all thats required. As you can see, attribution isnt complicated. Indeed, attribution is very simple in news stories, because you dont have to use footnotes or create bibliographies the way you would for a research paper or essay. Simply cite the source at the point in the story where the data is used. But many students fail to properly attribute information in their news stories. I often see articles by students that are full of information taken from the Internet, none of it attributed. I dont think these students are consciously trying to get away with something. I think the problem is the fact that the Internet offers a seemingly infinite amount of data thats instantly accessible. Weve all gotten so accustomed to googling something we need to know about, and then using that information in whatever way we see fit. But a journalist has a higher responsibility. He or she must always cite the source of any information they havent gathered themselves. (The exception, of course, involves matters of common knowledge. If you say in your story that the sky is blue, you dont need to attribute that to anyone, even if you havent looked out the window for a while.) Why is this so important? Because if you dont properly attribute your information, youll be vulnerable to charges of plagiarism, which is just about the worst sin a journalist can commit. Plagiarism Many students dont understand plagiarism in quite this way. They think of it as something thats done in a very broad and calculated way, such as copying and pasting a news story from the Internet, then putting your byline on top and sending it to your professor. Thats obviously plagiarism. But most cases of plagiarism that I see involve the failure to attribute information, which is a much more subtle thing. And often students dont even realize they are engaging in plagiarism when they cite unattributed information from the Internet. To avoid falling into this trap, students must clearly understand the distinction between firsthand, original reporting and information gathering, i.e., interviews the student has conducted him or herself, and secondhand reporting, which involves getting information that someone else has already gathered or acquired. Lets return to the example involving gas prices. When you read in The New York Times that gas prices have fallen 10 percent, you may think of that as a form of information-gathering. After all, you are reading a news story and getting information from it. But remember, to ascertain that gas prices had fallen 10 percent, The New York Times had to do its own reporting, probably by talking to someone at a government agency that tracks such things. So in this case the original reporting has been done by The New York Times, not you. Lets look at it another way. Lets say you personally interviewed a government official who told you that gas prices had fallen 10 percent. That is an example of you doing original reporting. But even then, you would need to state who was giving you the information, i.e., the name of the official and the agency that he works for.   In short, the best way to avoid plagiarism in journalism is to do your own reporting and attribute any information that doesnt come from your own reporting. Indeed, when writing a news story its better to air on the side of attributing information too much rather than too little. An accusation of plagiarism, even of the unintended kind, can quickly ruin a journalists career. Its a can of worms you just dont want to open. To cite just one example, Kendra Marr was a rising star at Politico.com when editors discovered  shed lifted material from articles done by competing news outlets. Marr wasnt given a second chance. She was fired. So when in doubt, attribute.

Criminal justice process Research Paper Example | Topics and Well Written Essays - 1500 words

Criminal justice process - Research Paper Example Moreover, felony cases have both direct and indirect consequences. Direct consequences are those, which are expected in a typical felony case. This includes imprisonment, fines, probation, and other related costs. Indirect consequences, on the other hand, include barring a criminal from participating in an election and bond denial, among others. Orfield (2005) argues that many people do not know what is expected of them when charged with felony. This always put a lot of pressure and fear among many defendants and witnesses and even the plaintiff in the case. However, what is important is that anybody charged with a felony should make an attempt and get a lawyer to represent him or her and give necessary advice concerning the rights of the accused. This paper will discuss the procedures expected in a typical felony case. There are usually a number of procedures and stages involved in felony probation. This includes an arrest, followed by arraignment, preliminary examination, circuit c ourt arraignment, pre-trial, trial and sentencing, appeal and probation. Arrest It is reported that the responsibility of arresting a suspect in felony matters lies with the police. In this case, once the police have gathered enough evidence from the scene of the alleged crime, he expected to pursue the suspect, apprehend, and bring the accused to the police station. However, in some instances, a suspect is only issued with court sermons advising accused to appear in court on a certain date. This usually happens for lower level offenses, which may not necessarily warrant an arrest (Cole, Smith and DeJong, 2012). Interrogation Once the police have arrested the accused, the police may interrogate him but this is not a must. However, in case the police are interested in interrogating the accused, it is always advisable that the accused insist on speaking with a lawyer. The reason for an attorney’s representation is to prevent the accused from giving incriminating statements whic h may be used against them by the police in a court of law (May, Minor and Ruddell, 2007). Initial appearance This usually marks the opening phase where the accused is arraigned in court and should be conducted within the first 24 hours after the arrest. Usually a number of things take place at this stage. This includes informing the suspect of the charges leveled against him or her. It is also here that the suspect is reminded of his right to have a lawyer’s representation. However, in case the accused cannot produce a lawyer, then the court is expected to provide one. It is also reported that it is at this stage that the conditions of release is determined such as whether the accused can be bonded or put in prison as he or she awaits the charges for the good of the society. Finally, another hearing date is set for subsequent proceedings, which is usually conducted in a superior court (Orfield, 2005). Preliminary Hearings Fourteen days after the initial appearance, the accus ed is supposed to be taken through preliminary examination. This is also a very crucial stage since it is here that the judge is expected to decide if there is reasonable ground to continue the case to the next level. It is also at this stage that the charges may be dropped in case the judge finds no reasonable ground to continue with the case. What is unique at this stage is that it is a one-sided procedure since it is only involves the review of incriminating evidence for

Issue Report Essay Example | Topics and Well Written Essays - 750 words - 1

Issue Report - Essay Example Are they really people that the ordinary Joes and Janes can look up to in terms of what is right and wrong? What to believe in and what not to believe in? Jost was accurate in reporting that celebrities have the kind of star power that can move mountains and gain international support for their causes which range from everything from animal rights to using the right kind of shower gel. As he amply put it: More than 2,800 celebrities now support slightly more than 1,800 causes. In a celebrity-obsessed society, entertainers and athletes can help focus public attention on global trouble spots, raise funds for disaster relief or increase public awareness of little-known diseases or medical conditions. (Jost, â€Å"Celebrity Advocacy: Do Stars Influence Issue, Politics?†) Needless to say, these celebrities now have to be more than just pretty faces on camera that can repeat the words written by other people for them like the parrots they were once viewed to be. These days, they have to work hard to be taken seriously in their business and an in-depth knowledge of their advocacy usually strikes that cord. People like George Clooney and Bono have worked very hard in order to prove that they are more than just pretty faces and are capable of influencing world leaders into at least listening to the plight of those whose lives these celebrities feel so concerned about. They have become masters at this new game of publicity for advocacy (Dieter & Kumar, â€Å"The Downside of Celebrity Diplomacy: The Neglected Complexity of Development†). Theirs are now one of the the most important voices when politics and issues are discussed on a national and international level. Celebrities are more than just actors on screen now. They are the people who encourage others to learn more about issues that directly affect them at the moment, or could have a tremendous impact on them in the future (Casey,

Ken Kesey’s One Flew Over the Cuckoo’s Nest Essay Example for Free

Ken Kesey’s One Flew Over the Cuckoo’s Nest Essay I. Introduction The book One Flew Over the Cuckoo’s nest is the result of Ken Kesey’s own experience during his work in mental institution in late 1950s. This book reflects the themes of individuality and rebellion of that time that include protest against conformity. It is the story of one small rebellion that was successful through a big sacrifice. The book is largely symbolic and many characters and things in it are allegoric. II. Body Rebellion is the major theme in the book. It is shown as a confrontation between protagonist Randle McMurphy and antagonist Nurse Ratched. Before McMurphy entered the ward, it was the small structured society of mentally ill patients ruled by powerful Nurse Ratched who weakens them by psychological manipulation. There is no chance that anybody would defy her. After the arrival of McMurphy the situation changed dramatically because this patient is sane and has a strong personality. The figure of McMurphy is symbolic in the way how he sacrificed himself to let the patients realize who they are and regain their spirits. The narrator of the story, Chief Bromden, realizes that he is not weak and breaks free from the ward. McMurphy is compared to Christ in many ways: he is sacrificed, crucified on the table with electroshock; he gathers disciples around him and arranges the fishing trip as Christ who led his twelve disciples to the sea to test their faith. III. Conclusion The book has made a big impression on me in the way how individuality is confronted with the submission and conformism. It teaches rebellion against humiliation of human nature. However, I dislike the author’s view of women as the castrators of men in this book. Nurse Ratched is portrayed as a horrible creature who has no feminine features about her. I liked the figure of prostitute Candy, although she is shown only as the means to relieve Billy Bibbit. Having many symbols and allegories, this book makes us think and not only entertain ourselves.

Women as Undeveloped Men :: Ancient Greece Aristotle Female Essays

Women as Undeveloped Men Even the hard science of medicine is not always devoid of social information about the culture in which it is written. In ancient Greece, medical texts such as Aristotle’s The Female Role in Generation as well as The Seed and The Nature of the Child, both Hippocratic texts, all reinforced the idea that women are the result of weaker sperm despite differences in the specifics of their arguments. Aristotle wrote about the equivalence of menstrual fluid and male semen, except for menstrual fluid’s inability to generate offspring. The Hippocratic texts concluded that both partners contain sperm, and the combination of the strong male sperm and the strong female sperm creates a male child. The texts also mention the similarities between women and children, which explains the similar treatment of the two in Greece. The connection between eunuchs and women was also pointed out by reinforcing the physical semblance between unfertile men and mature women. All of these arguments come together to scientifically explain the female inferiority to the male sex, an all-encompassing aspect of society in ancient Greece. The medical texts of ancient Greece provide the scientific base for the conclusion of the society that women are undeveloped men and attempt to explain the patriarchal hierarchy of Grecian society that severely limited women’s rights and viewed them as second class citizens. The subject of semen, its nature and its role in generation inspired theories centering on the male’s ability and the female’s inability in both The Nature of the Child and Aristotle’s piece, The Female Role in Generation. According to the Hippocratic text The Nature of the Child, there is stronger and weaker sperm (346). On the subject of twins the reading states, â€Å"the pouch which receives thicker and stronger sperm will contain a male, while that which receives sperm which is more fluid and weaker will contain a female†(Lloyd ed., 346). Therefore a female is the result of weaker sperm, a weaker version of man. Similarly, Aristotle concludes that â€Å"menstrual fluid is a residue, and it is the analogous thing in females to semen in males† (Fant and Lefkowitz, 339). He describes the â€Å"male as possessing the principle of†¦generation† (ibid.). The female is simply â€Å"that out of which the generated offspring†¦comes† since â€Å"the female does not contribute any semen to generation† (ibid.

Music publication through what was relevant in society

Dear Miss Bethany Sharp, I have done extensive research into the following magazines in order to conclude their success as a music publication through what was relevant in society. NME 1950's What was Society like? It was the end of wartime rationing from World War 2 and there was now a consumer society. Teenagers had now been given spending power but no means of entertainment but magazines. Rock ‘n roll hit the scene with a new audience, the emerging youth culture had now taken the music scene and Rock was now dismissed by older generations. This type of music was popular mostly with teenagers who were trying to break out of the mainstream idea of the middle class. Also, The US had now created their own Hot 100 Music Charts – NME responded to the change in Society so because teenagers wanted to break out of the idea of middle class that Editors decided to publish adds in the magazines content ‘wanted: hip young gun slingers'. NME did this so that they could get new, fresh writers who represented part of the audience; therefore they were part of the music scene and would have a more informal mode of address, therefore relate as well as appeal to them, creating success for the magazine. – NME responded to the change in Society that the US had now created a music chart, so NME they decided to introduce the first British Pop charts. It appealed to the audience and created success as it was the best selling singles chart in the UK and in a sense influenced the audience in what to listen to and what was part of the music scene. 1960's What was Society like? London spent much of its time swinging and dancing as much of the music scene. The nation became more obsessed with political and cultural events. The British invasion of rock and roll, beat and pop performers now appeared by performers such as The Beatles. – NME responded to the change in Society to embraced the new British groups emerging at the time; The Beatles and The Rolling Stones were arguably the two most renowned groups to emerge during this 60's and they were frequently featured on the front cover. – NME responded to the change in Society because it was between January and June 1964, NME's sales peaked to 306,881 that as the Beatles and the rolling stones were taking on the music scene, NME was left to track the new rock music. 2000's What was Society like? Society has now become multi-platform and fast paced because of all the new mediums and the use of synergy – technology has now become a necessity to everyday life – NME responded to the change in Society as technology was becoming more used in everyday life, i.e. the internet, NME felt that it might lose sales as factors such as piracy and easy accessible information can come about, so NME absorbs part sister/rival publication melody maker in 2000. – NME responded to the change in Society because technology was becoming more widespread that NME decided to feature on radio and television coverage in order to become more multi-platform and thus making it more successful – It appealed to the audience because NME had coverage on NME awards and weekly NME chart show on MTV2. NME had taken further steps than being just a magazine. – NME responded to the change in Society so the NME magazine as the music scene was becoming younger, NME introduced Club NME nights across Britain and to the US. Smash Hits Late 1970's/1980's What was Society like? Society was now full of mass unemployment and there were now a social unrest- people where now angry at the government and there were now anti-rebellion teens. Punk was introduced and the idea of being rebellious, bands like the sex pistols started to make the music scene. – NME responded to the change in Society so the Smash Hits magazine As the new music scene was young socialites and looking good was important, Smash Hits was a new glossy magazine for younger audiences . It used niches which appealed to younger audiences because it focused around â€Å"trivia† (What is your favourite colour? etc.) they used this informal mode of address to create success – It appeals to the audience to create success because it talks about lives and gossip, something the audience was looking for. – NME responded to the change in Society so the Smash Hits magazine as the magazine was talking to a new audience it created a new mode of address; it was now informal and colloquial – chatty because it had to represent the audience in order to create success. 1980's What was Society like? Cable and MTV were introduced; it had an enormous impact on the music and young people. The CD revolutionized the music industry. Music such as Pop, Rock, new wave, Punk, country, Rap and Hip-hop became popular. – NME responded to the change in Society so the Smash Hits magazine It was because the music scene had became widespread and there were much more genres that Smash hits went on to hire many respected journalists 2000's What was Society like? Society has now become multi-platform and fast paced because of all the new mediums and the use of synergy – technology has now become a necessity to everyday life – NME responded to the change in Society so the Smash Hits magazine a whole new range of platforms including Television, the internet, mobile and so on were introduced, the magazine became multi-platform as the audience became more industrialised to create success – It appealed to the audience because Today's teens wanted faster, deeper information about music at a faster rate of accessing information, they were now able to do so. – NME responded to the change in Society so the Smash Hits magazines started to notice that the group allegiances to pop and rock had changed, magazine realised it had to change so became more multi-platform – Magazines became more synergised, using television, radio, websites etc. This was because technology was growing and so was the young audience. – NME responded to the change in Society so the Smash Hits magazine Because the audience and the music scene were changing, the magazine had to change. Smash hits decided to keep the genre the same although it became multi-platform. – It didn't appeal to the audience and the audience moved on, however it managed to continue using different mediums such as television, digital radio and website services Sniffin' Glue Late 1970's/1980's What was Society like? Society was now full of mass unemployment and there were now a social unrest- people where now angry at the government and there were now anti-rebellion teens. Punk was introduced and the idea of being rebellious, bands like the sex pistols started to make the music scene. – NME responded to the change in Society so the Sniffin' Glue magazine Young socialites wanted to be part of the music scene, so they wanted to belong to a group, The Sniffin' Glue publication is one that is a fanzine – It appealed to the audience because this means it is exclusively made by fans for fans for a specific genre – Punk Zine, this meant the audience could relate to Gigs and so on. It also appealed to the audience because it meant that it could remain very Punk and shocking through the mode of address such as the aggressive and vulgar language but managed to remain very political toward the audience through the points it made. – NME responded to the change in Society so the Sniffin' Glue magazine It was because the audience wanted to be heard that the publisher Perry encourages reader to make their own fanzines so sniffin' glue had less circulation – It appealed to the audience because it Introduced the British punk culture and DIY Punk ethic so fans created their own fanzines. By doing this they kept the audiences demands and met theirs, overall creating success – It appealed to the audience as the mode of address was very opinionated, they were able to say what they wanted a it was a non-profit fanzine – They appealed to the audience as they represented them through the cover as it very punk and shocking almost making a political statement

Overall objectives of Holly Farm operations Essay

i. Executive Summary This case study proposes overall objectives of Holly Farm operations, and analyzes how to achieve those objectives in details. Symptoms and natures of operational problems are identified, in order to suit the remedy to the case. Solutions of two end-of-case questions are addressed, and the thought process is demonstrated thoroughly. Five options aiming at improving the operation are also provided at the end of the case study. ii. Overall Objectives of the Operation: Since Holly Farm was founded by Charles and Gillian Giles, there were several operational problems within the management during the business running process. The objectives of Holly Farm operations are to maximally increase the profitability by making use of current resources including human resources and material resources, as well as balance demand and control capacity. iii. Symptom of the Problem 1. Time spending on promotion activities was reduced. After three years’ operation, Gillian was unable to give so much time to do the promotional activities. 2. The number of people visiting maintained in the level of 15,000 per year, and there was no increase since then. 3. Visitor number fluctuated during the day time, and there was a visitors’ queuing problem on weekends. The farm opened at 11.00am, but most visitors would arrive later than 12.30pm, so very limited visitors were in the farm during that time period. However, between 4.00pm and 7.00pm, 4 out of 5 visitors would gather in the same place to watch milking, visit farm shop and purchase produce. Moreover, for milking watching on Saturdays and Sundays, visitors would queue before 4.00pm, but this activity could not start before 4.00pm. 4. There was a strong seasonality on the farm business. Only during April to October, the farm was open to the public, and within each week of this period, mid-week demand was too low, and Friday to Monday was high. 5. There were not enough workers for new designed activities. Gillian considered tying up with schools for educational visits, but she did not want to use farm guide staff on extra weekends and Charles needed them three day s a week to do farming work. However, most farm workers were glad to do that. 6. The production of the ice cream was 350 liters per day maximum, and there was only one flavor was made on any day. 7. There was no separate record kept of ice cream sales to the paying farm visitors and those to the farm shop only. iv. Natures of the Problem 1. Symptom 1 is the problem of marketing. The nature of this might be not enough market research and survey to figure out the most effective promotional activities. 2. Symptom 2 is the problem of decreased number of visitors, and there are several natures for it. First, not adequate or effective promotional activities might be one of them, since optimizing promotions could best meet customers’ needs and stop the trend of visitors decrease (Chandon, Wansink, & Laurent, 2000). Second, the accessibility and capacity of the farm might be another one, because the farm could only be open on Friday to Monday, which limited visitor number. 3. Symptom 3 and Symptom 4 are both about seasonality and fluctuation problem. One nature is seasonality and fluctuation itself, because other period of time throughout the day or the year was not suitable for the farm to either open to public, or conduct milking activities. Another nature is  the capacity and accessibility of the farm. 4. Symptom 5 is the problem of human resources. The nature for it might be not enough workers to perform new designed activities, because of lack of human resources in the farm. 5. Symptom 6 is about ice cream production and low sales. First nature for it is the capacity of ice cream equipment was limited. Second nature for it might be the once a week deliveries of ice cream was not enough for selling ice cream. The last nature could be not effective marketing to promote on ice cream to the public. 6. Symptom 7 is about sales problem. The nature of it might be inappropriate accounting system. v. Response to Questions Question 1 If Gillian intends to increase the total number of farm visitors by 50% in 2008, the vital capacity constraints for Holly Farm are the low demand in mid-week periods from Tuesday to Thursday and high demand during Friday to Monday within these businesses. In order to manage those limitations of capacity, Gillian is expected to promote and encourage coach company guests with the providing of discounts on the admission charges, and is also supposed to make more efforts to attract more families in cars and school students for educational purpose. That could stimulate low demand in the period of mid-week and limit high demand between Friday and Monday, resulting in smooth demand in the operation (Slack, Chambers & Johnston, 2010). In addition, Gillian needs to change the work schedule and augment the number of productive hours for the employees so as to alter capacity, which is a potential technique to react to the fluctuating demands (Slack, Chambers & Johnston, 2010). For instance, when more visitors are coming and extra  demand is happening, Gillian could use their farm staffs who are interested in working extra hours after doing their normal work to earn more money for their lives, which is a potential method of idle time for adjusting capacity (Slack, Chambers & Johnston, 2010). The existing farm staffs are more familiar with the conditions of the farm and the farm work, which could reduce the costs of error mistakes that could be happened in new employees. Moreover, part-time workers could be employed during peak demand periods. Furthermore, mixed plans could be employed for Gillian, which include managing demand plan and chasing demand plan (Slack, Chambers & Johnston, 2010). Discounts could be offered during the periods of low demand to encourage customers’ expenditure on visiting Holly Farm (manage demand plan) and capacity could be adjusted through the applying of chase demand plan to avoid the wasteful of extra staff, satisfy customer demand and restrict the inventory of finished goods (Slack, Chambers & Johnston, 2010). Question 2 If Gillian proposes to increase the amount of ice cream flavors from four to ten, there are several aspects that need to be considered, because variability in supply and capacity will lessen the ability of an operation to produce its inputs (Slack, Chambers & Johnston, 2010). In a short, that will â€Å"reduce its effective capacity† (Slack, Chambers & Johnston, 2010, p.325). To begin with, if the number of flavors will be increased by ten, the working time of ten flavors will be increased as only one flavor made on one day, which will augment throughput times and decrease the effective utilization of capacity (Slack, Chambers & Johnston, 2010). As a result, Gillian needs to take into account the problems that result from increasing working time. After that, when the amount of flavors increased, the queues will be accumulated on account of the longer throughput times (Slack, Chambers & Johnston, 2010). Therefore, Gillian needs to plan and manage the waiting line of customers and retailers in terms of more working hours will be consumed for the ten flavors. Followed that, the inventory will also be influenced due to the increased variability (Slack, Chambers & Johnston, 2010), so Gillian should to enlarge its inventory level of ice cream (there is only 7,000 liters for its inventory). Lastly, more staff will be  recruited for the ice cream factory, since the recent three employees’ productivity and efficiency would be decreased with the increasing working hours and duties. Consequently, Gillian should reset the base level of capacity higher to accommodate its increased number of flavors. vi. Options 1. Gillian could consider hiring extra staff who can handle the promotional activities, because she did not have much time to do it. According to Almira (2011), the company could build a positive image to the public through effective promotions. It could be concluded that the promotional activities could not be restricted to giving lectures to local schools and local organizations, and it should expend on more advertisements on magazines, newspapers and TV programs. In addition, Lawrence (1993) claimed that accurate market research and financial analysis are strong in presenting information to marketers and sellers. From this statement, she also could authorize a market-research company which is able to provide a comprehensive version of the Holly Farm’s performance, including financial data, ratio and SWOT analysis, to collect useful information. After that, through these professional surveys, the most effective promotional activities could be figured out, and there would be a more accurate business forecast for improving Holly Farm’s capacity of product and economic benefit. 2. The essential solution of decreasing number of visitors is that increasing customers’ satisfaction. Outstanding reputation could be an intangible advertisement for potential consumers, via word-of-mouth promotion of current consumers. Schwaiger and Cannon (2005) found that value of reputation demonstrates the firms’ capacity to get more future profits through decreasing transaction costs with their stakeholders. Therefore, Gillian could be suggested to do more training for their managers and service staff, which could improve their comprehensive skills and abilities to guarantee that they could do their best to meet the demands of visitors. In addition, the flexible operation strategies could remedy the emergencies and meet the diverse needs of consumers. Although managing the flexible and specific product could cause the problem of costs, offering the flexible product to meet the specific demands of customers can improve profits significantly (Gallego & Phillips, 2004). For instance, on the one hand, during the busy days, the explanatory tape could be cancelled for customers who were not interested in it, which could save time. On the other hand, Holly Farm could promote a new time schedule of each 15 minutes from 4:30 pm to 7:00 pm, which could provide a suitable option for visitors and it also avoid crowded situations, and the waiting time could used to play explanatory tape. Besides that, the various marketing should cooperate with flexible operation which could bring a refreshed image for current consumers, even potential ones, thereby attracting more visitors to come to Holly Farm. In order to meet different demands of diverse customers, various activities packages should be launched during the peak and off-peak seasons. For example, the package could include the maize maze, milking watching, and making DIY ice cream. 3. Concerning human resource management, a strategic operation system is required (Onyango & Okech, 2008). The appropriate staff plan and control capacity should be one of the criteria to function the entire business (Chang, 2011). In terms of the lack of human resource management of Charles and Gillian’s Holly Farm, there could be two major recommendations in order to improve. Firstly, enough skilled employees in each area of different businesses are necessary (Varpilah, Safer, Frenkel, Baba, Massaquoi, & Barrow, 2011). For example, different employees are responsible for doing advertising, and several focus on communicating with sponsorship. In this case, every employee would spare no effort to contribute their values to take responsibility for their business. Secondly, in order to control the costs of hiring staff to tie up with educational visits, casual or part-time employees could be better (Heneman & Milanowski, 2011). Therefore, the money that is saved could be used into other programs such as providing more facilities about educational concept. 4. In the overall operations, the inter-functional accounting management should be playing an important role (Inglis, 2008). The explicit and detailed financial documents are necessary for the organization to conclude the output of different sectors (Jorgensen & Messner, 2010). As there was no separate record between the outcomes of people visiting the farm and people only buying ice cream in special entry, there could be several recommendations to improve such condition. First of all, it would be the best that different records are done for different entries (Jorissen & Otley, 2010). As long as the special entry leading to ice cream shop only is confirmed, there would be two major financial records for the entries, the whole farm visiting and shop buying. According to the statistics, the farm can formulate different promotions and strategies to enhance the profitability. References Almira. (2011). Public relations as promotional activity. Theoretical and Applied Economics, 11(564), 21-26. Chandon, P., Wansink, B., & Laurent, G. (2000). A benefit congruency framework of sales promotion effectiveness. The Journal of Marketing, 64(4), 65-81. doi:10.1509/jmkg.64.4.65.18071 Chang, S. (2011). Study on human resource management in Korea’s chaebol enterprise: A case study of Samsung electronics. The International Journal of Human Resource Management, 1-26. doi:10.1080/09585192.2011.579922 Gallego, G., & Phillips, R. (2004). Revenue management of flexible products. Manufacturing & Service Operations Management, 6(4), 321 Heneman, H. G., & Milanowski, A. T. (2011). Assessing human resource practices alignment: A case study. Human Resource Management, 50(1), 45-64. doi:10.1002/hrm.20405 Inglis, R. (2008). Exploring accounting and market orientation: An interfunctional case study. Journal of Marketing Management, 24(7), 687-710. doi:10.1362/026725708X345470 Jorgense n, B., & Messner, M. (2010). Accounting and strategising: A case study from new product development. Accounting, Organizations and Society, 35(2), 184-204. doi:10.1016/j.aos.2009.04.001 Jorissen, A., & Otley, D. (2010). The management of accounting numbers: Case study evidence from the ‘crash’ of an airline. Accounting and Business Research, 40(1), 3-38. doi:10.1080/00014788.2010.9663382 Lawrence, K. D. (1993). Market research using forecasting in business. International Journal of Forecasting, 9(4), 579-580. doi:10.1016/0169-2070(93)90083-Y Onyango, F. E., & Okech, R. N. (2008). Human resource systems in Kenya: A case study of hotel human resources performance. Cornell Hospitality Quarterly, 49(4), 413-427. doi:10.1177/1938965508326390 Schwaiger, M., & Cannon, H. M. (2005). The role of company reputation in business simulations. Simulation and Gaming, 36(2), 188-202. doi:10.1177/1046878105275136 Slack, N., Chambers, S., & Johnston, R. (2010).Operations Management (6th ed.) Essex: Prentice Hall. Varpilah, S. T., Safer, M., Frenkel, E., Baba, D., Massaquoi, M., & Barrow, G. (2011). Rebuilding human resources for health: A case study from Liberia. Human Resources for Health, 9(1), 11-11. doi:10.1186/1478-4491-9-11

Ladys life Essay

Ladys life Essay Ladys life Essay Quiz one Fremount Culture- Haunted and farmed in western Colorado between A.D. 650 and 1200. Fremont people left distinct rock art on cliff walls. They also made a unique kind of basket, and they made gray-coiled pottery. Like other groups, they left behind grinding stones, arrow points, and other stone tools. Anasazi- Lived in Colorado for more then a 1000 years in southwestern Colorado. They were gardening and gather. They Made Mesa Verde’s cliff Palace, which housed 400 people. Arapahoe- Ute- Paleo-Indians- Clovis Culture- Cheyenne Atl-Atl- Comanche- Arachaic Indians- Quiz 2 Zebulon Pike- Juan Ulibarri- El Cuaratelejo- Juan Baustista de Anza- Dominquez and Escalant- San Luis- Pedro de Villasur- San Carlos- Cuerno Verde- Stephan Long- Quiz 3 Bent’s Fort- Fort Vasquez- Ceran St. Vrain Lancaster Lupton- John C. Fremont- William Becknell- Santa Fe Trail- Jim Beckwourth- Kit Carson- American Fur Company- Chapter 4 William Gilpin- William Larimer- Placer mining- George Jackson- Swansea Smelting Process- John Gregory- William Green Russell- Lode Mining- Elizabeth Byers- Aunt Clara Brown- QUIZ 5 John Evans- Fort El Pueblo Massacre- Sand Creek Massacre- Battle of Beecher Island- Cheyenne Dog Soldiers- Black Kettle- John Chivington- Battle of Summit Springs Meeker Massacre- Ouray- Quiz 6 Colorado Central Railroad- Kansas Pacific Railroad- Atchison, Topeka and Santa Fe R.R.- Denver & Rio Grande Railroad- Otto

Definition and Examples of Subordinate Clauses

Definition and Examples of Subordinate Clauses In  English grammar, a subordinate clause is a  group of words that has both a subject and a verb but (unlike an independent clause) cannot stand alone as a sentence. Also known as a dependent clause. Contrast this with a main clause and coordinate clause. Subordinate clauses are usually attached to main clauses or embedded in matrix clauses. Pronunciation: Suh-BOR-din-it Exercises Exercise in  identifying adverb clausesPractice identifying independent and dependent clauses Examples and Observations Whenever you find yourself on the side of the majority, it is time to pause and reflect.(Mark Twain)That spring, when I had a great deal of potential and no money at all, I took a job as a janitor.(James Alan McPherson, Gold Coast, 1969)Memory is deceptive because it is colored by todays events.(Albert Einstein)Bailey and I did arithmetic at a mature level because of our work in the store, and we read well because in Stamps there wasnt anything else to do.(Maya Angelou,  I Know Why the Caged Bird Sings, 1969)If you cant leave in a taxi you can leave in a huff. If thats too soon, you can leave in a minute and a huff.(Groucho Marx, Duck Soup)If a free society cannot help the many who are poor, it cannot save the few who are rich.(John F. Kennedy)When you lose your laugh, you lose your footing.(Ken Kesey)Every book is a childrens book if the kid can read.(Mitch Hedberg) Grammatical Juniors Subordinate clauses are grammatical juniors, dependent on the main clause for complete sense. They are not subordinate in any other way; they need not be stylistically inferior, and indeed may be more informative than the main clause they depend on, as in this example: If you go on with a diet that consists exclusively of cottage cheese, dry toast, and Brazil nuts, I shall worry. The main clause is I shall worry: it is, I think, rather feeble in view of what precedes it, a sad anticlimax to what was promising to be a fairly arresting sentence. But although that previous clause is much more interesting in every other way, it remains grammatically subordinate: it could not stand on its own.(Richard Palmer, Write in Style: A Guide to Good English, 2nd ed. Routledge, 2002) Types of Subordinating Conjunctions Finite clauses are introduced by a subordinator, which serves to indicate the dependent status of the clause together with its circumstantial meaning. Formally, subordinating conjunctions can be grouped as follows: simple conjunctions: when, whenever, where, wherever, because, if, unless, until, while, as, althoughconjunctive groups: as if, as though, even if, even though, even when, soon after, no soonercomplex conjunctions:: there are three subclasses: (i) derived from verbs . . .: provided (that), granted (that), considering (that), seeing (that), suppose (that), supposing (that), so (that)(ii) containing a noun: in case, in the event that, to the extent that, in spite of the fact that, the day, the way(iii) adverbial: so/as long as, as soon as, so/as far as, much as, now (that) Angela Downing,  English Grammar: A University Course. Routledge, 2006) Subordinate Clauses in Poetry When I heard the learn’d astronomer;When the proofs, the figures, were ranged in columns before me;When I was shown the charts and the diagrams, to add, divide, and measure them;When I, sitting, heard the astronomer, where he lectured with much applause in the lecture-room,How soon, unaccountable, I became tired and sick;Till rising and gliding out, I wander’d off by myself,In the mystical moist night-air, and from time to time,Look’d up in perfect silence at the stars.(Walt Whitman, When I Heard the Learn’d Astronomer. Leaves of Grass)

Journal Project (Art and the Unconcious) Essay Example | Topics and Well Written Essays - 2000 words

Journal Project (Art and the Unconcious) - Essay Example The message has a deep meaning and most of the times, it carries a warning for a person who is dreaming. According to Sigmund Freud, dreams are the creation of the unconscious mind and it is through the dreams that the unconscious mind tries to tell the person that there is some important aspect about the life that he is not dealing with (Gamwell, 2000, p.19). Hence, dreams and nightmares are wake up calls from the unconscious asking the human being not to suppress the reality, but to face it by expressing it. I remember a time in my life when I was haunted by a dream sequence regularly. It was a struggling period of my life. I was going through a problem in my personal relationship and was not taking a decision. The relationship was working negatively for me and was causing immense stress and misery in all aspects of my life. Even after suggestions from my friends to get out the relationship, I was somehow avoiding the decision. The nightmares I had were regular. My dream sequence was very confusing and still, very vivid. I dreamt that I was in a deserted building. There was a open lift hanging loosely and to get to the ground floor, I had to get into it and then go down. Also, the lift was little far from the podium. The lift was moving and the lift doors had no handles. But somehow I got into the lift by jumping into it and with lot of efforts, balanced myself. The lift was huge and was moving from left to right. The lift started going to the ground floor. It was going fine but suddenly the lift stopped and started swinging from left to right violently. I was scared and in that moment a pair long hands(kind of a super hero) came in from somewhere and hugged me and the next thing