A New Solution to Bring Back the Smile Essay -- Customer Service McDon

A New Solution to Bring Back the Smile Robert Liney is a divorced 34-year-old lawyer with four year old, a six year old, and an eight year old. Robert lives outside of Morristown, New Jersey and commutes an hour each way to his law firm. His law firm handles corporate mergers, and on average Robert works 60 to 70 hours a week. About two years ago, Robert and his wife, Marie, got divorced because of his busy schedule. On days when Bob gets custody of the kids, he does not have a lot of time to prepare dinner. McDonald’s fits well into his budget, is conveniently located on his way home from work, provides a great atmosphere for family dining, and, to top it all off, the kids love the Happy Meals. Robert and his children visited McDonald’s five to six times a month and spent around $18 dollars each visit. However, one day Robert and his children stopped in to McDonald’s before seeing the movie, Pokemon. First, the teenage cashier made them wait while he answered his cell phone and exchanged comments with the other workers. Then the cashier did not smile and warmly greet the family. He rushed through the order, placed it incorrectly, and undercharged him. Robert was happy to notice that he was undercharged, but then was completely disappointed to notice that he was given an incorrect amount of change back to make the meal an overcharged one. Due to this poor employee service, Robert and his family never come back to McDonald’s again. Robert and his family spent around a hundred dollars each month that McDonalds will now lose. What about all the other customers that this employee dealt with? How many other customers and how much money did the franchise lose from the rudeness of employees on that ni... ...several thousand dollars per unit in which McDonald’s will regain in a short period of time. In conclusion, the quality McDonald’s customer service is dropping and a new strategy is needed to bring a smile back onto customer faces. Customers such as Robert Liney should not have to face poor customer service at such a reputable restaurant chain as McDonald’s. By using technology as the intermediate between customers and employees, this will greatly enhance customer relations and lost profits. McDonald’s is the place that loves to see you smile. Works Cited Gibson, Richard. â€Å"McDonald’s Finds Angry Customers on Its Menu.† Wall Street Journal. 16 Jul. 2001 : A14 Reh, F. John. â€Å"Good Customer Service Is No Longer Enough. †About the Human Internet. 2001. http://management.about.com/library/weekly/aa042699.html.

Stereochemistry: Addition of Bromine to Trans-Cinnamic Acid

STEREOCHEMISTRY: ADDITION OF BROMINE TO trans-CINNAMIC ACID Required Prelab Readings:McMurry Chapter 5, Sections 8. 2 & 21. 2 Morhig, Sections 7. 1 and 7. 3. Previous techniques that you must know and be able to perform: Suction Filtration and Melting Point This experiment is designed to demonstrate two concepts. First, it will provide a demonstration of how chemists can use chemical reactions to understand reaction mechanisms. Second, is the concept of multi-step synthesis. You will be performing the following reaction: Isomer IIsomer II + Enantiomer+ EnantiomerBrominetrans-Cinnamic Acid2,3-Dibromo-3-phenylpropanoic acid MW 160 g/molMW 148 g/molMW 308 g/mol bp 60  °Cmp 133-134  °Cmp 93-95  °Cmp 202-204  °C When an electrophile, such as bromine, adds to an alkene, the addition can be done in a syn fashion, in which the two groups add to the same side of the molecule, or in an anti fashion, in which the groups add to opposite sides of the molecule. Depending on the mode of add ition, syn or anti, and the stereochemistry of the starting alkene, various stereoisomers will result. In some cases, a racemic mixture of products is formed, other times a meso compound is produced. Feature Article –  Free-Radical BrominationThe Fischer projections shown above are two possible stereoisomers that could form in the bromination reaction that you will perform. One is the result of a syn addition, the other is the result of an anti addition mode. Note that each would form as a racemic mixture, (+). You are to determine, based on the melting point of your product, which pair of enantiomers is produced. By knowing which enantiomeric pair is formed one can predict a plausible mechanism. Hint: you can predict the stereochemical outcome of a syn vs. anti addition of bromine to alkenes before you step foot into the laboratory.The simplest example of a multi-step synthesis is to examine virtually any commercial medicine. Almost without exception that medicine was prepared by a series of reactions rather than in a single step. A multi-step synthesis generally requires a chemist to perform a chemical reaction, isolate, purify and characterize the product and then use that product as the starting material for the next reaction. You will be using the product of this reaction as your starting material next week. It will be important for you to have the product from this week properly identified so you can correctly predict the product of next week’s reaction. The most time-consuming part of this experiment is setting up the glassware. Be sure all fittings are tight, well-greased, and clamped so as to prevent any escape of bromine vapors into the laboratory environment. An actual set-up is provided for you in the lab for you to look at. ? You will need to set up the apparatus as shown in figure 7. 4 a on page 63 of Mohrig. NOTE:You are responsible for calculating the amount of trans-cinnamic acid (in grams) equivalent to 4  mmol. You must have this done before you enter the lab. HazardsMolecular bromine is extremely toxic and corrosive; its vapors are damaging to the skin eye and respiratory tract. Wear gloves and UNDER NO CIRCUMSTANCES AR E YOU TO REMOVE THE BROMINE STOCK SOLUTION FROM THE HOOD. Only remove your bromine solution in the stoppered funnel. Sodium thiosulfate reduces Br2 to Br-1. When working with Br2, always keep a bottle of 5% sodium thiosulfate handy for rinsing the skin in case of contact. Experimental ? Assemble a 50 mL round-bottom flask with a Claisen head, reflux condenser, and addition funnel. Into the round-bottom flask, add trans-cinnamic acid (4 mmol) and 10 mL of methylene chloride.Add a stir bar. ? Obtain 4. 0 mL of a 1. 0 M solution of bromine in methylene chloride in the addition funnel. Attach a heating mantle and variac and heat the mixture to a gentle reflux. The variac setting should initially be 25-30. Adjust this setting as necessary until the solution is refluxing . ? While it is refluxing, add the bromine solution at a rate of two drops per second. You need not loosen the stopper on the funnel for the bromine addition due to the high density of methylene chloride. The red-orange c olor of the bromine should dissipate as it reacts with the mixture.Continue to reflux for an additional 10 minutes after the last of the bromine has been added. ? The color of your final solution should be a very pale yellow. If the red-orange color persists after the 10 min, add cyclohexene dropwise (1-2 mL) until the red color disappears. ? Remove the reaction flask and cool it in an ice bath for 10 minutes with a greased stopper on top. Allow the product, 2,3-dibromo-3-phenylpropanoic acid, to crystallize. ? Meanwhile, disassemble the rest of the reflux apparatus and sit it in the back of your hood to allow the fumes to dissipate.Rinse the glassware with a small amount of sodium thiosulfate to destroy any remaining bromine. ? Collect the crystalline product by suction-filtration, and rinse with a minimal amount of ice-cold methylene chloride. Allow it to air-dry and record the mass and melting range of the product. Have your instructor check the weight of your product and initial this value in your lab notebook. Save all of your product as it is the starting material for next week. STEREOCHEMISTRY: Addition Of Bromine To trans-Cinnamic Acid DATA SHEET NAME: Section Number: Overall Reaction (including stereochemistry, Symyx Draw): Mass of acid: Theo mmol product: mmol of acid:Theo mass product: Volume of Br2 sol’n: Mass recovered product: mmol of Br2: mmol recovered product: % yield of product: Melting point of recovered product: Literature melting point: Calculations: (notebook) Post Lab Questions 1. What is the stereochemical relationship between Isomer I and Isomer II? 2. Use perspective drawings, Fischer Projections and words, to demonstrate whether syn addition of bromine to trans-cinnamic acid results in Isomer I or Isomer II. Repeat the process for anti addition. NOTE CAREFULLY:The question is about mode of addition (syn vs. anti), not mechanisms; do not use curved arrows to explain your answer.3.Based on your results, did the addition occur by a syn or anti mode? Explain your reasoning. 4. Provide the â€Å"electron-pushing† mechanism for this reaction and show how both enantiomers are produced. Use perspective representations to draw structures. Assign the R / S configuration to each stereocenter in the products. 5. Using perspective drawings with the correct stereochemistry, redraw the pair of enantiomers you drew in question 4 and show how each can be redrawn as the Fischer projection of Isomer I, Isomer II, or the enantiomer. Clearly label all stereocenters as R or S. 6. Show the products of the following electrophilic addition reactions (symyxdraw):

Geological Education Unknown to Man Essay

Certain things in life occur even without our knowledge. Sometimes, these are the experiences that will forever change the course of our lives. I only found out about these as I embarked on a journey to discover the realities of life. I bore witness to the hidden beauty of the earth as we went on an educational trip to Washington D. C. As we were headed towards our destination, I became excited more than ever. Finally, I would be given the opportunity to explore the wonders that this country has hid from its citizens. First stop we went to was the Potomac River. I was amazed at the Bedrock of Meta-greywacke that welcomed us in the place. The area was definitely sandy, with slight foliations. Pink and Grey sandstones were also available in the area, and I believe that these were formed due to abyssal turbidity currents. The gradient beds get destroyed during metamorphosis. Next stop that we went to was the Rock Creek Shear Zone found in the Amazonia part of the Zoo. I observed that there were Quartz pebbles and granite cobbles found on the rock. We were given information that the fault was 15 km deep, was more ductile, and was more likely to falter. What we saw were more or less elongated, and smeared clasts, that were exposed to the environment due to erosion. In addition to this, we have also observed that some of the metagraywracke contained garnets. Garnets are considered to be medium grade meta minerals that are exposed due to heat and pressure. I was amazed at how such minerals were able to be exhibited in such rocks. As we went on further with the trip, I became more and more inclined into what we were learning. I discovered that Beech St. Tunnel was also made of metagraywreck. This was the rock that seeps out calcite from mortar. In addition to this, this type of rock could also form stalactites. As we went on further with the trip, Potomal formations also caught our attention. These were poorly sorted, having the presence of unlithided river deposits. I also discovered that the bottom of the hill was 460 mya, with the top being 100 mya. In addition to this, the erosion that occurs among the young App would cause unconformities, with the deposits being on top. Furthermore, the thrust fault of the potomal form found under the metagraywracke river removed the weight from the crust, which was then rebounded causing the fault. On the other hand, the rocks that contained serisites were formed due to the chemical stabilities present, as combined with low temperature and pressure. This kind of change was formed starting as a storalite. Storalites are considered to be high grade meta minerals, which easily change shape due to the cooling temperature. As we went on, I saw observed that there were rocks that shad more clasts. The Kink Bandine was created when a highly foliated rock was compressed in the direction of foliaton. I know that it may sound technical, but its not. The movement of the earth has caused the rocks to be stretched, changing their physical appearance. The Kensington Tonalite, on the other hand, was another site to marvel. This is the granite gneiss found in Rock Creek, which was north-south direction of the D. C. I was impressed with natural changes that occur in the earth as time passes by. The trip made us believe further that even the slightest changes in temperature and pressure could alter the rocks greatly. The clasts become stretched further, expanding them to greater heights. Moreover, we are brought to a conclusion that these natural beauties can stand the test of time. Pyrite porphyroblasts are also visible in metagraywracke. These come in square shapes, but are not to be considered as sedimentary grains. One classic example of their strength is the ability to hold the bridge. Unknown to many, the bridge was made mostly of rocks. The strength that this creation has is incredibly impressive, and would definitely grab the attention of geologists and students alike. As mentioned earlier, the shapes and sizes of these rocks have been naturally altered by erosion and weathering. More and more rocks have been exposed, that have been hidden for the past how many years. These are the wonders that have been hidden from the rest of the world that others did not witness. The kind of exposure trip provided for us was something that I will forever keep in my heart. I was able to learn new things that were unknown to me before. In addition to this, we were able to see first hand the different geological specimens discussed in class. Sometimes, learning should not only be done in school, but also in the real world. The trip has been effective in our application of the knowledge done in school. Aside from the experience, the trip also made us feel good about ourselves. Regardless of all the scientific and logical explanations that we had towards our environment, there are still certain things that we have no control of. I marvelled at how nature would take its course in allowing us to bear witness to things and circumstances that were beyond our reach. From everything that has been said and discovered, I believe that these educational trips are effective in promoting the education of students. Theoretical education is being applied through the exposure of such wonders. Besides, knowledge is not just learned within the walls of the classroom. Knowledge is best learned through the application of knowledge and the exploration of things and circumstances that we are unaware of.

Event Management Dissertation

An Application of the Events Management Concept in the Marketing Success of Clubs and BarsThis proposal presents a research initiative that aims to explore the events management concept and how this applies to the marketing success of clubs and bars. This paper focuses on the bar and club â€Å"scene† in London. This paper also enumerates the factors leading to the identified issue thereby leading to a statement as supported by aims and objectives of the project; these are as follows:To develop a framework of evaluation on the applicability of events management concepts as integral elements to the marketing success of bars and clubs.To create a workable research framework as based on the assessment of actual movements and developments in the dynamics of bar and club business in the city, especially as to how the application of events management concepts make a difference to the business of the bars and clubs. This includes both primary and secondary research.To identify the fa ctors leading to entertainment establishment success in the context of the marketing mix, with an emphasis on the promotional dimension.To create a foundation to this research a preliminary review of related literature is conducted.The identified literature examined topics on events management, promotional marketing, and background research on nightlife in the context of bars and clubs. This proposal therefore approaches the research from a practical perpective due to the amount of theory and concept applicability that will be tested to a specific nightclub. This initiative will partner with a specific bar/s or club/s that are willing to have their business examined when applying a specific set of events management concepts.Because of this, the main concern of this study is the amount of cooperation these bar/s or club/s will give, in addition to the stated limitations of this project whcih will be discussed in the next sections of this paper. This proposal therefore outlines the me thodology that will be undertaken. The approach to the methodology mixes qualitative factors through interviews and the comparison of gathered data from the participating establishments, and quantitative approaches as based on surveying bar and club customers in which they determine which applied event management concept works for them best.The recommended research framework of the institution is also outlined through the resources and programme. Last but not the least, this proposal also presents a contingency plan should the research encounters critical obstacles that may jeopardize its process and development. Introduction This proposal presents an outline on the intended methodlogy that will be utilised for the proposed research initiative evaluating the application of events management in the bar and club scene. The targeted area of evaluation are the selected bars and clubs in the London area.This proposal contains a preliminary review of literature which further gives light t o the background of this research topic. The relevant issues to be addressed are identified thereby contributing greatly to the framework of this proposal. Problem Background and Definition In order to establish the important fundamentals of the problem of this research, it is important to look at the background of events management, especially as to the concepts that surround this practice and strategy. In definition, Silvers discussed project management as,â€Å"[†¦ ] the process by which an event is planned, prepared, and produced. As with any other form of management, it encompasses the assessment, definition, acquisition, allocation, direction, control, and analysis of time, finances, people, products, services, and other resources to achieve objectives. An event manager’s job is to oversee and arrange every aspect of an event, including researching, planning, organizing, implementing, controlling, and evaluating an event’s design, activities, and production .†Based on these genres and the definition of events management, it can be gathered that although the concept is to manage a happening, function or an affair, there is still the strong aspect of marketing involved. This is because it can be observed that these events aim to gather people with special purposes, and with this, these events already identify a particular market segment. The identification and the formation of a market segment is critical in any marketing activity.These market segments thereby make marketing initiatives more focused and targeted on a specific group. As Michman explains, these segments create a lifestyle group which also gives way to their demogaphics, communication and values; these information are therefore important when it comes to formulating marketing strategies for the intended market (3). Concepts on event management thereby utilises a combination of many factors. Although events are strongly related to marketing, there are also of course th e other elements that need to be implemented.Silvers presented these through the identification of the different knowledge domains in which the author divided as follows: administration, operations, marketing and risk management. These domains include a list of many activities, the following of which are just a partial list of the tasks involved in managing events:Site surveying.Client services.Budgeting.Management of cashflow.Logistics.Scheduling.Security.Site and theme designed.Location/site management.Goldblatt also mentioned the following important aspects of event management:Administration – the administration aspect deals with the management and leadership that runs the event. This may include the involvement of an events company that takes over through the many stages of events planning and management. The administration deals with many factors including the design of the event, the financial planning, control and strategy, and the quality aspects of the event as seen in the deliverables and the performances of the staff and human resources employed specifically for that event.Coordination – coordination is another important aspect in event management, this is the aspect in which s The coordination activities include the formulation of the production schedule, the selection and the strategy for catering, choosing the best suppliers and vendors for services in audio, video lighting, sound and effects, and the providers of music and entertainment such as performers and artists.Marketing – a successfully marketed event can give way to a successful affair.The events management concept strongly utilises marketing as a weapon that makes the event possible and at the same time, to profit from the events. Many events market their affairs to corporate sponsors who provide the funding and the resources to make the event possible; in return, the event markets these sponsors through the promotional platform. The event profits from the event its elf in addition to those which can be also used to pay off some balances in the fees.Hence, there is the significant exchange of marketing aspects in event management because it makes use of the promotional platform as a means to bring forth entertainment, information, and the other objectives of the event.Legal, Ethical and Risk Management – events are still subject to many requirements and considerations especially in the legal, ethical and risk management aspects. Event managers need to secure the necessary permits and licenses needed for the affair. Contracts are also drawn especially if it involves lucrative partnerships with service providers.Ethical implications of the transactions and the potentoial effects of the event also need to be considered. Last but not the least, risk management is an important practice that organisations are also implementing. Risk management serves as an important element in order to prevent the possibilities of risks, and should any risk ta kes place, the management is ready with a contingency plan (Culp). One important note about events management is that it is also reflective of the project management practices; in fact, events are projects in itself because of its very nature.In the context of project management, projects are defined through the following characteristics (Webster & Knutson, 2-3):Projects are unique undertakings.Projects are composed of independent activities.Projects create a quality deliverable.Projects involve multiple resources .Projects are not synonymous with the products of the project.Projects are driven by the Triple Constraint: time, resources, technical performance (quality).Based on these characteristics of project management, it can be gathered that an event is also a project.What distinguishes an event from other projects is that it has a very strong marketing element because it involves many actors, from the provider of the product or service and the prospective clients. Events assembl es people therefore there is a collective sense of objective. Because of this attendance, events therefore have a strong promotional element (Soares). When it comes to bars and clubs, it is important that these establishments market themselves effectively in order to maintain their businesses.These establishments rely on customer count as a source of profits especially as they sell products like food and drinks, and services such as dancing and other entertainment-based gatherings. It is therefore important that these bars and clubs ensure they have a strong patronage and customer flow in order to assure that their businesses remain competitive. In observing the bar and club â€Å"scene†, there is much competition especially in a city like London. In looking at resources for these events such as TimeOut, there is always a list of bars and clubs with their respective â€Å"events†.These events may include a theme night, a special guest DJ or performer, a concert, and ot her gimmicks. It can be also observed that these events are strongly driven by sponsorships such as partnerships with relevant products and services like alcoholic drinks, fashion labels, and other lifestyle related products and brands. In this regard, when it comes to the application of events management concept in bars and clubs, it is evident that these have had some successes. This therefore elicits close inspection as to how these concepts are applied and which concepts are successful.It should be noted that due to the strong marketing element in these initiatives, these bars and clubs are also subject to what is known a product life cycle — a cycle in which a product or service may start to plateau and decline. Hence, this reflects as to why bars and clubs may have their â€Å"time†; some bars and clubs that were famous a few years ago may have already shut down or are losing customers because new concepts get introduced in the market. It can be also observed tha t certain event themes also went through their peak and lost their lusters; examples are the raves, the cream parties, and the bubble parties, among others.Hence, this shows that although generally, events management concepts work in the context of bars and clubs, they don't work all the time and are not necessarily sustainable. This thereby shows the strong association between a project and an event — something that is unique that has beginning and an end. This research therefore aims to explore the events management concept at greater depths by means of looking at the actual applications and the industry practices.As certain events tend to become â€Å"old†, the turnover of new events concepts need to be examined, especially in a market with changing preferences and values. In addition to the aspect of events concepts, the management aspect is also examined by this paper. This is especially important as the market is volatile, and the entertainment and leisure sector s tend to get easily affected by economic and market challenges. This paper examines how events actually take place and how certain strategies may need to be formulated in order to respond to challenges in resources.This therefore bring up the issues on cost management and how bars and clubs intend to profit from their events. This may then bring up certain events management concepts and applications from other event genres as applied in affairs that take place in bars and clubs. The events management industry in the UK is a million-pound industry considering the number of events held in the country, from conferences to major concerts. The industry also involves many sectors including those from the hospitality, entertainment and leisure services.This research therefore localises an exploration of events management in a specific context, and identifies the important factors that can affect the relevant businesses and establishments in this sector. Aims and Objectives In order to hav e a substantial insight on events management concepts in the context of bars and clubs establishments, this research therefore aims to achieve and implement the following:To develop a framework of evaluation on the applicability of events management concepts as integral elements to the marketing success of bars and clubs.To establish how events management applications are integral to the success of the bars and clubs sectors.To create a workable research framework as based on the assessment of actual movements and developments in the dynamics of bar and club business in the city, especially as to how the application of events management concepts make a difference to the business of the bars and clubs. This includes both primary and secondary research.To identify the factors leading to entertainment establishment success in the context of the marketing mix, with an emphasis on the promotional dimension.Based on the sourced literature, it appears that there are a few studies with rega rds to events management, especially as to how these affects bars and clubs. Because of the close nature of events with projects, and due to the function of events as marketing tools especially in this specific context of the study, much of the reviewed literature touches on the marketing aspect, the project and event management resources, and some literature touching on bars, clubs, nightlife and other entertainment establishments.Review of Literature Definitions of Events ManagementEvents management can be said to have emerged from the increasing commercialisation of popular celebrations, from big affairs such as concerts to small and private gatherings. Bowdin, et al. explained that in certain historical aspects, the increasing importance of events were noted because of the benefits they bring as enumerated through its purpose and objectives. An example noted by the authors were the emergence of the industry as encouraged by political and religious reasons; this happened in the U nited Kingdom where exhibitions became a popular event that it needed to be sustained.The approach to the sustainability of events, especially as this would lead to the formation of an industry, would then become integral to the management requirements of this practice. Across the world, the management of events would become a more formal approach in organizing festivals and other festivities. Bowdin, et al. therefore presented the following definition of events as follows (14): â€Å"[†¦] anything which happens; result; any incidence or occurrence esp (sic) a memorable one; contingency or possibility of occurrence; an item in a programme (of sports, etc.); a type of horseriding competition, often held over three days (three-day event) consisting of three sections ie dressage, cross country riding and show jumping; fortune or fate (obs); an organized activity at a particular venue, eg. for sales promotion or fundraising. † Based on these definitions, the events that fall under event management are applicable in all aspects. Basically, the last definitiion, â€Å"an organized activity at a particular venue, eg. for sales promotion or fundraising† (14) can be said to already encompass what an event is.However, it should be also noted that the fundamentals of events management also refers to the uniqueness of the event, hence, it is memorable. At the same time, an event may have many sub-events such as â€Å"items†. Last but not the least, as based on the cited definition, an event also includes contingency or possibility of occurrence. This therefore brings up the aspect of events management in which case it is not just about ensuring that the event takes place, but also the management formalises the event in a sense that it is defined by a specific strategy.As previously mentioned, an event in the events management context becomes a project; in this case, the aspects of project management is applied. It is initially important to define what a project is, and according to Bowdin, et al, (267), an event as a project â€Å"produces an asset [†¦] the asset is the ultimate deliverable of the project. The management is the planning, the organizing, leading, and controlling of the project†. Hence, based on these, Bowdin, et al. presented the definition of event management in the following (267):â€Å"The project management of events concentrates on the management process to create the event, not just what happens at the event [†¦] (it) is called the ‘overlay' as it integrates all the tasks of management. Event management is made up of a number of management areas including planning, leading, marketing, design, control and budgeting, risk management, logistics, staging and evaluation. Each of these areas continuously affect each other over the event life cycle†.Shone and Parry, furthermore, mentioned that in order for an event to be managed in a similar context, the event has to be â€Å"sp ecial†; based on this, the authors presented the following pointing out the definitions of events that are managed:Leisure events (leisure, sport recreation).Personal events (weddings, birthdays, anniversaries).Organisational events (commercial, political, charitable, sales).Cultural (ceremonial, sacred, heritage, art, folklore).The Events Management Concept and Practice Event management is therefore a discipline and a practice.There are many concepts and aspects of event management that needs to be considered especially among those who specialise in certain components of the practice. One of the common perceptions of event management is its dimension as a coordinating activities. Silvers (28) mentioned that in event coordination, the coordinators visualise, organise and synchronise the different elements of an event. In addition, in event coordination, the coordinator also identifies the purpose, scope and the program of the event by means of identifying its intent, extent, a nd content.Another important point raised by Silvers (28) is that, in agreement with the past discussions on the nature of event management as similar or related to project management, the author also further mentioned the processes involved both in the coordination and the management of events. These aspects, for instance, is through the discussion on the Project Scope (28-29):Identifying the needs and requirements of the event including the definition of its purpose and the expected outcomes.The description of the product as spelled out by the type of event.Product analysis or the identification of the components of the product.The feasibility of the product as based on the analysis of the resources.From these, the event becomes more definite through the design of a Work Breakdown Structure and Activity Schedule (29). Another important approach in event management can be considered in the perceptions of the customers, competition and the sponsors. Silvers discussed the aspect of t he consumers and the competition. According to the author, the customers make up the â€Å"marketing realm† of the event (30).Hence, it is important to identify a target segment because this helps in the design of the event, from its scope to its marketing to its implementation. Silvers also discussed the competition; for cases such as bars and clubs, any weekend night poses a great amount of competition for any establishment holding an event that night.As the author stressed, it is significant that the bar or club is aware what kind of other events that will take place in another establishment. It is therefore in the strategy of the club or bar owner, along with its hired events specialist, to determine how to best approach competition.

Human Multi-Tasking

Human multitasking is the best performance by an individual of appearing to handle more than one task at the same time. The term is derived from computer multitasking. An example of multitasking is taking phone calls while typing an email. Some believe that multitasking can result in time wasted due to human context switching and apparently causing more errors due to insufficient attention. Etymology The term â€Å"multitasking† originated in the computer engineering industry. [1] It refers to the ability of a microprocessor to apparently process several tasks simultaneously. 2] Computer multitasking in single core microprocessors actually involves time-sharing the processor; only one task can actually be active at a time, but tasks are rotated through many times a second. With multi-core computers, each core can perform a separate task simultaneously. The first published use of the word â€Å"multitask† appeared in an IBM paper describing the capabilities of the IBM Sy stem/360 in 1965. [3] [edit]Research on human multitasking Since the 1990s, experimental psychologists have started experiments on the nature and limits of human multitasking. It has been shown multitasking is not as workable as concentrated times.In general, these studies have disclosed that people show severe interference when even very simple tasks are performed at the same time, if both tasks require selecting and producing action (e. g. , (Gladstones, Regan & Lee 1989) (Pashler 1994)). Many researchers believe that action planning represents a â€Å"bottleneck†, which the human brain can only perform one task at a time. [4] Psychiatrist Edward M. Hallowell[5] has gone so far as to describe multitasking as a â€Å"mythical activity in which people believe they can perform two or more tasks simultaneously as effectively as one. Others have researched multitasking in specific domains, such as learning. Mayer and Moreno[6] have studied the phenomenon of cognitive load in mu ltimedia learning extensively and have concluded that it is difficult, and possibly impossible to learn new information while engaging in multitasking. Junco and Cotten examined how multitasking affects academic success and found that students who engaged in more multitasking reported more problems with their academic work. 7] A more recent study on the effects of multitasking on academic performance found that using Facebook and text messaging while studying were negatively related to student grades, while online searching and emailing were not [8]. [edit]The brain's role in multitasking Because the brain cannot fully focus when multitasking, people take longer to complete tasks and are predisposed to error. When people attempt to complete many tasks at one time, â€Å"or [alternate] rapidly between them, errors go way up and it takes far longer—often double the time or more—to get the jobs done than if they were done sequentially,† states Meyer. 9] This is lar gely because â€Å"the brain is compelled to restart and refocus†. [10] A study by Meyer and David Kieras found that in the interim between each exchange, the brain makes no progress whatsoever. Therefore, multitasking people not only perform each task less suitably, but lose time in the process. When presented with much information, the brain is forced to pause and refocus continuously as one switches between tasks. [10] Realistically, this is â€Å"a rapid toggling among tasks rather than simultaneous processing. According to a study done by Jordan Grafman, chief of the cognitive neuroscience section at the National Institute of Neurological Disorders and Stroke, â€Å"the most anterior part [of the brain] allows [a person] to leave something when it’s incomplete and return to the same place and continue from there,† while Broadman’s Area 10, a part of the brain’s frontal lobes, is important for establishing and attaining long term goals. [9] Fo cusing on multiple dissimilar tasks at once forces the brain to process all activity in its anterior. Though the brain is complex and can perform a myriad of tasks, it cannot multitask well.Another study by Rene Marois, a psychologist of Vanderbilt University, discovered that the brain exhibits a â€Å"response selection bottleneck† when asked to perform several tasks at once. The brain must then decide which activity is most important, thereby taking more time. Psychologist David Meyer of the University of Michigan claims that, instead of a â€Å"bottleneck,† the brain experiences â€Å"adaptive executive control† which places priorities on each activity. These viewpoints differ in that, while bottlenecking attempts to force many thoughts through the brain at once, adaptive executive control prioritizes tasks to maintain resemblance of rder. The brain better understands this order and, as psychologists such as Dr. Meyer believe, can therefore be trained to mult itask. [11] Because the brain is an expanse of yet uncharted territory, psychologists do not understand how the brain truly processes input and reacts to overstimulation. Some research suggests that the human brain can be trained to multitask. A study published in Child Development by Monica Luciana, associate professor of psychology at the University of Minnesota, discovered that the brain’s capability of categorizing competing information continues to develop until ages sixteen and seventeen.Perhaps if people are trained to multitask at an early age, they will become efficient at multitasking. A study by Vanderbilt University found that multitasking is largely limited by â€Å"the speed with which our prefrontal cortex processes information. † Paul E. Dux, co-author of the study, believes that this process can become faster through proper training. The research team found that with training, the brain can think and perform certain tasks more quickly, effectively allo wing time for another task. The study trained seven people to perform two simple tasks, either separately or together, and conducted brain scans of the participants.The individuals multitasked poorly at first but, with training, were able to adeptly perform the tasks simultaneously. Brain scans of the participants indicate that the prefrontal cortex quickened its ability to process the information, enabling the individuals to multitask more efficiently. However, the study also suggests that the brain is incapable of performing multiple tasks at one time, even after extensive training. [12] This study further indicates that, while the brain can become adept at processing and responding to certain information, it cannot truly multitask.People have a limited ability to retain information, which worsens when the amount of information increases. For this reason people alter information to make it more memorable, such as separating a ten-digit phone number into three smaller groups or div iding the alphabet into sets of three to five letters. George Miller, former psychologist at Harvard University, believes the limits to the human brain’s capacity centers around â€Å"the number seven, plus or minus two. † An illustrative example of this is a test in which a person must repeat numbers read aloud.While two or three numbers are easily repeated, shown in the beginning straight line, fifteen numbers becomes more difficult, as the line curves. The person would, on average, repeat seven correctly. [13] Brains are only capable of storing a limited amount of information in their short term memories. This ineffectiveness of the human brain for multitasking has been demonstrated in different studies. [14][15][16] Laboratory based studies of multi-tasking indicate that one motivation for switching between tasks is to increase the time spent on the task that produces the most reward (Payne, Duggan & Neth, 2007).This reward could be progress towards an overall task goal or it could simply be the opportunity to pursue a more interesting or fun activity. Payne, Duggan and Neth (2007) found that decisions to switch task reflected either the reward provided by the current task or the availability of a suitable opportunity to switch (i. e. the completion of a subgoal). A French fMRI study published in 2010 indicated preliminary support for the hypothesis that the brain can pursue at most two goals simultaneously, one for each frontal lobe (which has a goal-oriented area). [17] [edit]Continuous partial attentionMain article: Continuous partial attention Author Steven Berlin Johnson describes one kind of multitasking: â€Å"It usually involves skimming the surface of the incoming data, picking out the relevant details, and moving on to the next stream. You’re paying attention, but only partially. That lets you cast a wider net, but it also runs the risk of keeping you from really studying the fish. â€Å"[18] Multimedia pioneer Linda Stone coined the phrase â€Å"continuous partial attention† for this kind of processing. [19] Continuous partial attention is multitasking where things do not get studied in depth.Rapidly increasing technology fosters multitasking because it promotes multiple sources of input at a given time. Instead of exchanging old equipment like TV, print, and music, for new equipment such as computers, the Internet, and video games children and teens combine forms of media and continually increase sources of input. [20] According to studies by the Kaiser Family Foundation, in 1999 only 16 percent of time spent using media such as internet, television, video games, telephones, text-messaging, or e-mail was combined.In 2005, 26 percent of the time this media was used together. [11] This increase in media usage decreases the amount of attention paid to each device. Today 82 percent of youth use the Internet by the seventh grade, according to the Pew Internet and American Life Project. A 2005 surv ey by the Kaiser Family Foundation found that, while their usage of media continued at a constant 6. 5 hours per day, Americans ages 8 to 18 were crowding roughly 8. 5 hours’ worth of media into their days due to multitasking.The survey showed that one quarter to one third of the participants have more than one input â€Å"most of the time† while watching television, listening to music, or reading. [9] The 2007 Harvard Business Review featured Linda Stone’s idea of â€Å"continuous partial attention,† or, â€Å"constantly scanning for opportunities and staying on top of contacts, events, and activities in an effort to miss nothing†. [11] As technology provides more distractions, attention is spread among tasks more thinly. A prevalent example of this inattention to detail due to multitasking is apparent when people talk on cell phones while driving.Talking and driving are mutually exclusive because focusing on both the conversation and the road use s the same part of the brain. [citation needed] As a result, people generally become more concerned with their phone conversations and do not concentrate on their immediate surroundings. A 2006 study published in the Human Factors journal showed that drivers talking on cell phones were more involved in rear-end collisions and sped up slower than drivers intoxicated over the . 08% legal limit. [citation needed] When talking, people must withdraw their attention from the road in order to formulate responses.Because the brain cannot focus on two sources of input at one time, driving and listening or talking, constantly changing input provided by cell phones distracts the brain and increases the likelihood of accidents. [citation needed] [edit]Popular commentary on practical multitasking Multitasking has been criticized as a hindrance to completing tasks or feeling happiness. Barry Schwartz has noted that, given the media-rich landscape of the Internet era, it is tempting to get into a habit of dwelling in a constant sea of information with too many choices, which has been noted to have a negative effect on human happiness. 21] The idea that women are better multitaskers than men has been popular in the media. Recently, a study by British psychologist Professor Keith Laws at the University of Hertfordshire was widely reported in the press to have provided the first evidence of female multitasking superiority. [22] A formal research paper has yet to be published. In another study,[23] females were found to perform better at coordinating a primary test with a secondary test (p=0. 007), supporting this notion that females are better at multi-tasking.However, the authors concluded their tests may not reflect real life multi-tasking and that further research was required. Observers of youth in modern society often comment upon the apparently advanced multitasking capabilities of the youngest generations of humans (Generation Y and Generation Z). While it is true that c ontemporary researchers find that youths in today's world exhibit high levels of multitasking, most experts believe that members of the Net Generation are not any better at multitasking than members of older generations. 24] However, recent studies by Bardhi, Rohm, and Sultan argue that Generation Y is becoming better at media multitasking. This is evidenced by the fact that they are gaining control over deciding which messages they pay attention to or not. [25] Furthermore, while there is a great deal of evidence showing the negative effects of multitasking on cognitive tasks [26] [27] [28] [29] [30], there is no evidence showing that multitasking has a positive or neutral effect on these tasks. **Source: WIKIPEDIA (http://en. wikipedia. org/wiki/Human_multitasking)

Chapter 4 discussion and analysis Dissertation Example | Topics and Well Written Essays - 1000 words

Chapter 4 discussion and analysis - Dissertation Example these variables have no significant differences between grocery items and insurance (p > 0.05). Therefore, these variables should not be rejected because these factors significantly affect the purchasing behavior of online consumers when it comes to buying online grocery items and insurances. With regards to the length of time for transaction, several studies revealed that online shoppers are more likely to purchase online grocery items and insurances because of its convenience, reduced physical effort concerning the travelling from home to grocery store outlets or meeting a sales agent in buying insurances, and lesser amount of time it takes to complete a transaction (Kaufman-Scarborugh and Lindquist 2002; Verhoef and Langerak 2001; Keh and Shieh 2001; Raijas 2002). Likewise, the study of Yang et al. (2007) reported that security and privacy, the ease of use of the website, brand-name recognition, and pleasure associated with the purchase assistance provided online also positively a ffects the buying behaviours of online consumers. On the contrary, statistics result indicate that offering a wider choice of products (t = -4.321, p = 0.000), easy comparison of prices (t = -2.021, p = 0.046), sufficient information about the products (t =

Analysis of Walmart Research Paper Example | Topics and Well Written Essays - 750 words

Analysis of Walmart - Research Paper Example More than 90% of respondents said that Walmart’s leadership style is result centred and people focused (Foroohar, 2012). The managers interviewed confirmed that the people elected into leadership positions are servant leaders with sharp business minds, global outlook and a clear vision for the company. The company’s elevation was guided by leaders who constantly inspired their subordinates to work hard and steer the business to the next level of success (Roberts & Berg, 2012). The observation exercise revealed that leaders were understanding, inspiring, thoughtful, kind, and considerate and involved their subordinates in decision making. The subordinates were very happy with their leaders and perceived them as very helpful and pleasant to work with (Creswell & Clark, 2007). More than 90% of respondents said that transformational leadership was effective because it encourages and motivates employees to form common organizational goals, which has seen the firm transform from a small business to a multinational retail corporation. 87% of respondents said that leaders’ behavior increases performance by motivating, training and pushing employees to give their best. More than 90% of employees (respondents) were happy to work for the firm. The dissatisfied group gave reasons such as poor working conditions and low pay as major dissatisfiers The research also revealed that Walmart has good leadership that is guided by strong business ethics. Most respondents were satisfied with the company’s leadership and adherence to business ethics. However, there were several instances of unethical behaviour that were reported by respondents. For example, Wal-Mart was accused of unethical behaviour when it continued to buy clothes from Bangladesh which were banned for export. It was also involved in major financial scandals such as the Mexico scandal that involved bribery, fraud, and concealing evidence