Summary Of Emily Wuthering Heights - 1692 Words

Jenny Panchal Mrs. Callarman English 4AP December 4, 2015 Bronte, Emily Wuthering Heights 1847. The narrators’ stories are told from two different time frames. Nelly’s story begins in the 1770s and Lockwood leaves Yorkshire in 1802. The story of Wuthering Heights takes place in two neighboring houses, called Wuthering Heights and Thrushcross Grange, on the Yorkshire moors. The setting is important to the story because of the symbolism of the moors and what drives or motivates the characters. The physical environment of the moors is symbolic in Wuthering Heights because it is a wild, wet place. Not much can be farmed on moors so it symbolizes how nothing can be nurtured, like love. It’s hard to get around because it all looks the†¦show more content†¦Class status affected the characters’ motivation, like Catherine’s decision to marry Edgar so that she will be â€Å"the greatest woman of the neighborhood.† The Lintons try hard to prove their social status by how they behave. The Earnshaws don’t have a carriage or as much land and their house is not as grand. The protagonists in the story are Heathcliff, Catherine, and Edgar Linton. Heathcliff was an orphan adopted by Mr. Earnshaw and brought to live at Wuthering Heights. Heathcliff falls in love with Mr. Earnshaw’s daughter, Catherine. After time, Mr. Earnshaw dies and his son, Hindley, is very mean to Heathcliff. Catherine wants a higher social status than Heathcliff can provide so she marries Edgar Linton. Heathcliff spends the rest of his life seeking revenge on just about everyone in the novel, including Hindley and Catherine. Heathcliff is often cruel and powerful and after he gets rich he uses his power to acquire both Wuthering Heights and Thrushcross Grange. Catherine is the daughter of Mr. Earnshaw. Catherine falls in love with Heathcliff, the orphan Mr. Earnshaw brought home. Catherine loves Heathcliff so much that she claims they are the same person. She is torn between her passion for Heathcliff and her social ambition. She brings misery to both of the men who love her. Edgar Linton is a

Sch 33 Equality and Inclusion in Health Essay - 1552 Words

SHC 33 Promote Equality and Inclusion in Health, Social Care or Children’s and Young People’s Settings 1. Explain what is meant by: Diversity Equality Inclusion Mean by Diversity the differences between individuals and groups in society arising from gender, ethnic origins, social, cultural or religious background, family structure, disabilities, sexuality and appearance. Our society is made up of people with a wide range of characteristics. Where people vary in a multitude of ways, including in their age, sex, sexual orientation, physical characteristics such as height, weight and skin colour, ability, personal experiences and personal attributes, such as beliefs, values and preferences Diversity contributes strength to a†¦show more content†¦Discrimination against people on the grounds of their income, for example treating people living in poverty as inferior, is known as povertyism 3. Explain how inclusive practice promotes equality and supports diversity. Discrimination and prejudice interfere with: Children’s right to have access to equality of opportunity ,promoting the positive aspects of diversity. And they have no place in setting for children . Setting should always aim for inclusion is the opposite of discrimination. `inclusion requires us to appreciate the barriers real or perceived to all children and families participating in and benefiting from what a setting has to offer on an equal footing. Working towards inclusion involves striving to ensure that such barriers are broken down. When we start to remove these barriers and make sure that all children and families can be ( and feel themselves to be) part of our settings, we are taking steps to open up equality of opportunity and promote positive attitudes to diversity. We offer each child opportunities to achieve and flourish which are as good as the opportunities experienced by other children and families has an opportunity to participate in a setting. 4. Explain how legislation and codes of practice relating to equality, diversity and discrimination apply to own work role Setting to promote equality of opportunity and ensure that every family is included. Learn child name, same for parents knowledgeShow MoreRelatedShc 31-31066 Words   |  5 Pagespractitioners because information is regularly shared where concerns are addressed within an environment that encourages open communication. Practitioners who work together as a team with a common aim will provide the best possible service for children. SCH 32 1. Understand what is required for competence in own work role 1. Describe the duties and the responsibilities of own work role To provide a high standard of physical, emotional, social and intellectual care for children placed in the nursery Read MoreThe Effect of Student Attitudes and Beliefs on Mathematics Education29432 Words   |  118 Pagestowards mathematics of standard six pupils†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...24 2.4 The process of planned change: A theory of innovation 26 2.5 Review of literature related to SMASSE INSET 33 2.5.1 Change in attitudes towards teaching strategies in secondary school teachers in Nigeria following in-service professional Development. 33 2.5.2 Rationale for SMASSE In-service Education and Training (INSET) 35 2.5.3 The ASEI Movement and the PDSI Approach 38 2.5.4 Study on Mathematical Achievement

Lenovo Marketing Free Essays

Lenovo Acquisition Analysis Product/Brand decisions: Some of the issues Lenovo had to deal with in the acquisition of IBM was how to capitalize on the marriage of brands and how to win corporate respect with the Lenovo brand. The acquisition allowed Lenovo to move quickly into the international marketplace. Given that IBM had one of the most trusted brands around the world, this allowed Lenovo to build on past IBM’s reputation. We will write a custom essay sample on Lenovo Marketing or any similar topic only for you Order Now But Lenovo only had the right to use the IBM logo for five years so they wanted to leverage that asset. The media perception of Lenovo’s association with the Chinese government was also concerning to Lenovo’s executives since firms with this type association tend to get low marks for trustworthiness. In response they did face to face surveys to determine customer concerns. After choosing to focus on innovation and quality the company eventually settled on a strategy with two elements: build up the Lenovo brand as master brand and continue to strengthen the ThinkPad brand which rated high among corporate buyers. Pricing decisions: Lenovo’s pricing decisions was a case of how to position itself in the minds of consumers. They had already become very efficient with the cost of manufacturing since most of the components were already being made inside of China. But they had to choose what its brand essence would be and over how many categories its brand would be stretched. As they saw it there were two groups with which to compete. One group included the discounted pricing model like Dell, HP, Acer and such. Another group included Apple and IBM which distinguished their products on innovation and quality. So to remain competitive, Lenovo planned to launch their new PC Series 3000. This was an attempt to keep the master brand and the ThinkPad as luxury products at a premium price and to create another product that was priced lower and could compete in the market on another level. They chose not to compete directly on price with the 3000 family by applying what they learned business consumers wanted which was ‘worry free computing’. They were going to stress in their marketing strategy that the Lenovo brand stood for innovation. Competing on price would have given the perception of a cheap product from China. But they learned that consumers put a premium value on quality, reliability and durability. Distribution decisions: The acquisition allowed Lenovo to acquire distribution channels that IBM had already built up. It now had a marketplace to 138 countries where both businesses had been selling previously. Prior to the acquisition sales in China for Lenovo’s were 70% transactional through business partners and 30% by relationships or consulting. Globally for Lenovo it was the opposite with only 30% of sales through partners. IBM’s customer base had been predominantly corporate customers. On the supply chain side IBM pc’s were already sourced in China so there were operational efficiencies to be gained. According to one executive there appeared to be no channel conflict since they had complementary products and client bases. They could assembly a broad product portfolio and use global distribution to take products around the world. Combining the two cultures still posed a challenge to making the company function in the manner it was the merger was conceived. Even though Lenovo had modeled itself after HP and IBM by focusing on meritocracy, the potential for corporate and operational clashes had not been clearly removed. However, the young CEO Yang exhorted them to work together as they integrate the two companies. The key message was to trust the other person’. This helped foster an atmosphere that would help the transition. Promotion decisions: Lenovo had many challenges facing them with regard to promotion of the brand and product portfolio. One was how to position the ThinkPad brand with the market and whether to put this brand on existing Lenovo products. The marketing ma nager thought this would dilute the ThinkPad brand and decided to keep the ThinkPad as a separate product class that would build on its reputation of a premium business notebook. This became part of their strategy of a ‘one-two punch’: building up the Lenovo master brand and continue to strengthen the ThinkPad product brand. Just before the acquisition Lenovo had negotiated an Olympic sponsorship in order to introduce the world to the brand. They would be able to use the Olympic logo for marketing and promotion but this arrangement would come at a hefty price of $80 million to start and another $160 for the additional advertising requirement; a large sum for a company with $3. 2 billion in sales. Lenovo would also be able to continue to use the IBM logo for five years as part of the acquisition which they intended to leverage. The promotion strategy led to a three phase advertising plan. First, they ran a worldwide campaign where each ad ended with a mention of the ThinkPad instead of Lenovo to reassure customer and maintain the ThinkPad momentum. The second campaign was labeled ‘ThinkPad Unleashed’ which ran during the Olympics to emphasis that the ThinkPad was being made even better. The third phase stressed that Lenovo stood for innovation which is how they intended to differentiate themselves from their competitors. In order to continue to raise awareness, the marketing manager studied brand-tracking research from 10 countries every quarter. They would chose product placements on TV shows in countries like India as a result of the studies. They also explored unconventional ways to position the company as Dell and HP continued to outspend them in ad dollars by as much as 20 times in the US and 10 times in Japan. Upon introducing a ‘3000’ family of pc’s for the small business market, the challenge was how to position it as price-competitive without the perception that they were cheap products from China. This might dilute the master brand. They would investigate more in depth about what business customers ultimately wanted in their pc’s. To help with what their research revealed, each PC came with a set of tools labeled ‘LenovoCare’ for ‘worry-free computing’. Marketing strategy: The marketing strategy would eventually stress a family of innovative products that resulted from the marriage of the two brands. This would help support their mission statement: We put more innovation in the hands of more people so they can do more amazing things. Delivering on this mission would prove to be harder than just saying it. From the outset, Lenovo strived to create a management team that was representative of the new global market. They achieved this by hiring employees in the countries where they sold the PC’s. Developing a marketing strategy that spanned the globe was a daunting task that would only be successful if their diverse team of executives worked together. Having multiple cultures working together toward the same goal would be difficult. Within the first several months after the acquisition the Lenovo did lose market share. Now the company would have to stand on the Lenovo brand to get them through the next several difficult months of regaining that share and getting more entrenched in the US market. They would find that even in their own home country of China where they once had the advantage that competition had become more intense due to additional ad dollars they were spending. As long as they continued to support the innovative culture which won IBM so much recognition and to work to make the cultures manage together this would lead to a successful future. How to cite Lenovo Marketing, Papers

People - Work and Organization

Question: Discuss about the People, Work and Organization. Answer: Company Overview KPMG is a Swiss Cooperative, providing professional services to the global organizations. The company has three major services such as tax, audit and advisory. Previously, the name of the organization was KMG abs after merging up with Peat Marwick; they change the name of KPMG. The company employs total 174,000 employees in global market (kpmg, 2016). Headquarter of the company is at Amstelveen. The company was founded in 1987. The company is known as the best financial service provider in global market. The annual revenue of the company is US$24.44 billion as per 2015. Level of complexity When it comes to the level of complexity, KPMG encounters complexity due to governmental regulations. KPMG conduct business in global market. On the other hand, government of different country has different regulations for financial sectors. Therefore, it is difficult for the company to comply with these legislations. The organizational process becomes complex for KPMG due to high regulatory difference (kpmg, 2016). As governments do not have any global framework, the company needs to understand lot of policies and regulation in order to conduct business in global market. Apart from that, information management is another challenge, which makes business of KPMG complex. In order to satisfy global client, the company needs to conduct efficient market research. However, limitation of confidential data increases the level of complexity. Mintzbergs configuration model Organizaiotons dealing with financial services are having hierarchical organizational structure. KPMG conducts business in global market and therefore, the organizational structure of this company has to be hierarchical (Ho, Lai Lee, 2013). In order to understand the type of organization and its structure, Mintzbergs configuration model has been evaluated. According to this model, there are five types of organizational structure. Following is the evaluation of these organizational types. The machine organization In such organization, the procedures are formalized. The processes should be aligned with the employees roles and responsibility (Tomanek, 2016). Centralized decision-making of this kind of organization helps to avoid uncertainty. However, this kind of structure is only appropriate for the manufacturing company. The entrepreneurial organization In this kind of organization, the processes are simple and flexible as well. There is no standardized system and therefore, the entire process is very informal (Hogan Coote, 2014). However, KPMG have to follow proper guideline of government in order to conduct business in global market. Therefore, KMPG is not an entrepreneurial organization. The divisional organization This kind of organizations has a range of products or services. The organizational structure of this kind of company is divisional. There will be a central headquarter to support the autonomous sections (Kummerow Kirby, 2013). This kind of organizational structure can be seen is large and global organization. Therefore, it can be said that KPMG is a divisional organization. The professional organization The basic different between machine organizations and professional organization is, professional organization rely on trained workforce in order to achieve the organizational goal (Schneider, Ehrhart Macey, 2013). The term professional refers to the attitude of controlling critical situation without taking any assistance. This organizational structure can be seen in manufacturing industry. The innovative organization This kind of organizations relies on innovative strategies in order to achieve organizational goal (Shahzad et al., 2012). The organizations do not have any rigid policy to comply. As KPMG needs to comply with organizational and governmental policies, it can be said that this organizational structure is not appropriate for this context. Symbolic Frame According to Scheins concept of cultural model, organizations do not adopt their culture in one day. The process is lengthy and depends on different situations. In case of KPMG, the company has five different logos such as primary logo, blue logo, black logo, solid blue logo and solid black logo (kpmg, 2016). The purposes of these logos are different and introduced in different organizational situation. Scheins concept of cultural model suggests that if an organization has strict policies to comply with, then the company is highly professional. As described, KPMG maintains their logo in an appropriate manner. The company uses each logo for different purpose. Therefore, it can be said that the approach of this company is more professional in contrast with other organizations in this field. Following are the logos that KPMG have: KPMG primary logo KPMG blue logo KPMG black logo KPMG solid blue logo KPMG solid black logo Figure: Logo of KPMG (Source: kpmg, 2016) KPMG is a service-based organization serving to the global consumers. Apart from that, the company is complying with a range of regulations. Therefore, it can be said that the company maintains professionalism, which makes the company different from the competitors. Aligning Symbolic, HHR and Structural Frame Figure: Organizational Structure of KPMG (Source: kpmg, 2016) According to the organizational structure, KPMG has a hierarchical structure. The top management controls the lower management in order to ensure that the organizational objectives are achieved. According to the Mintzbergs configuration model, KPMG is divisional organization. In this kind of organization, employees are bound to comply with the organizational policies. Therefore, KMPG maintains the use of different logos in order to maintain their global identify (Ho, Lai Lee, 2013). The logo designed by the human resource management of the company stands for different purpose. SFor example, the solid black logo is used for signage. However, the background of the signage should be white or light color. It helps the company to display a prominent brand image in global market. According to the organizational structure, the company needs to maintain the professional approach while conducting business in global market. Apart from that, the entire process of this organization is controlle d by the headquarters (Hogan Coote, 2014). Therefore, it can be said that global council, global executive team and global board are responsible for implementing new strategies. As this organization follows a hierarchical approach, the lower level management should maintain the policies framed by the higher management. Therefore, the organizational culture should fall under the professional organization in Mintzbergs configuration model. References Ho, C. L., Lai, G. C., Lee, J. P. (2013). Organizational structure, board composition, and risk taking in the US property casualty insurance industry.Journal of Risk and Insurance,80(1), 169-203. Hogan, S. J., Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein's model.Journal of Business Research,67(8), 1609-1621. kpmg,. (2016). Retrieved 9 August 2016, from https://www.kpmg.com/NO/NB/Om-Oss/presse-og-media/Documents/logoRiktlinjer.pdf kpmg,.(2016).kpmg.www.kpmg.com/RU/en/IssuesAndInsights/ArticlesPublications/Documents/Confronting%20complexity.pdf. Retrieved 9 August 2016, from https://www.kpmg.com/RU/en/IssuesAndInsights/ArticlesPublications/Documents/Confronting%20complexity.pdf Kummerow, E., Kirby, N. (2013). Organisational Culture: Concept, Context, and Measurement (In Two Volumes).World Scientific Books. Schneider, B., Ehrhart, M. G., Macey, W. H. (2013). Organizational climate and culture.Annual review of psychology,64, 361-388. Shahzad, F., Luqman, R. A., Khan, A. R., Shabbir, L. (2012). Impact of organizational culture on organizational performance: an overview.Interdisciplinary journal of contemporary research in business,3(9), 975. Tomanek, R. (2016). Koleje lskie as an Example of H. Mintzbergs Structural Configuration Theory Application in Designing Organizational Structure of a Railway Operator. InTransport Development Challenges in the Twenty-First Century(pp. 231-239). Springer International Publishing.