Relationships :: essays research papers

I. IntroductionLast fall, 700,000 men gathered at our nation's Capital to focus on mending relationships. Their goals were to help men end adulterous behavior, quit abusing and neglecting the women and children in their lives, and renew their promises to their families. Knowing this, it is hard to understand why this rally would be seen as a threat rather than honorable. Imagine 700,000 men acknowledging the areas in which they've failed and wanting to take responsibility for their actions. My father was one of these men. Knowing him in the capacity that I do, anything or anyone that can make him acknowledge his imperfections is to be admired! Now why am I telling you this? Why does it matter? People perceived these men as a threat. They were neither welcomed nor respected for taking a stand in what they felt was important. This matters because Conservative Christian thinkers are forced to face this type of discriminating judgement daily.II. One article that I read pertaining to the Promise Keeper gathering was titled "Invasion of the Promise Keepers." (a) I found this rather ironic. Why would men eager to finally take responsibility be seen as "invading?" As a woman, I would rather be with a man who openly admitted that he wasn't always right and who respected and honored me, than to be with a man who did not.(b) Evidently, however, not all women want to be appreciated. Many openly condemned them for their attempts. Protestors of both genders greeted these men with the phrase "racist, sexist, homophobe, go home."III. In an issue of Time, one reporter addresses this type of religious discrimination. He states that "the fight is not so much over what people ought to believe; it is over what they can say, and where, and to whom." He then goes on to give the following examples:(a) The Pennsylvania Supreme Court threw out the sentence of a murderer who killed a 70-year-old woman with an ax because the prosecuting attorney cited Biblical law in requesting the death penalty.(b) In Decateur, IL, an elementary, public school teacher demanded that her seven-year-old students mark out the word "God" printed in their phonics book.(c) In Oak Park, IL, a private Catholic hospital was not allowed to erect a cross because it could potentially offend some the town's residents.IV. As one who has experienced this particular type of discrimination, I have often wondered why someone would form a general opinion of disgust with such a large, diverse group of people.

Oberoi Group of Hotels

OBEROI GROUP Understanding Strategy and Design of the Organization An â€Å"Organizational Dynamics† Project by – Group 5 (Section G) Parth Krishnan Mannadiar (12HR-018) Priyanshi Kejriwal (12DM-104) Atharv Tilak (12DM-042) Ritu Kapse (12HR-024) Siddharth Venkataraman (12DM-143) Lov Loothra (12FN-068) Puneeth C (12IB-062) Table of Contents Sr. No. | Heading| Page No. | 1. | Introduction| 3| 2. | Growth and Strategy| 3 – 4| 3. | Structure| 4| 4. | Culture| 5| 5. | The People| 5| 6. | Technology| 6| 7. | Size and Organization Life-Cycle| 6 – 7| 8. | Complexity-Stability Model| 7| . | Conclusion| 7-8| 10. | Exhibits| 9-12| 11. | References| 13| Introduction The  Oberoi Group, founded in 1934, employs about 13000 people worldwide and owns and manages about thirty hotels and five luxury cruisers as of 2012. The company was incorporated in the year 1949 by Rai Bahadur M. S. Oberoi to run â€Å"Oberoi Group of hotels†. The group of companies, affiliated through common ownership interest, has to offer first class luxury hotels, airline catering, airport bars and restaurants, corporate air charters, travel consultancy, limousine services and project management.With hotels being spread out in Mumbai, Delhi, Calcutta, Chennai etc. , we can see it covers almost the entire span of the country. It also has properties abroad in places such as Cairo and Aswan in Egypt; Bali and Lombok in Indonesia; Mauritius; Medina in Saudi Arabia and a new property coming up in Dubai in UAE. EIH, the flagship company of The Oberoi Group is generally preferred by business travellers because of its consistent and high quality service across different locations. Exhibit 1 displays some reviews posted by customers who have had the pleasure of staying at an Oberoi hotel.As can be seen from their reviews, the main highlights of their stay were the ambience/facilities and highly motivated and well trained staff who provide exceptionally attentive, personalised a nd warm service. Such a holistic experience can be achieved by an organization through consistent efforts. Thus the purpose of this report is to understand these efforts which Oberoi has synergized and use it to study effective organization strategy and culture. Growth and Strategy â€Å"Rai Bahadur Mohan Singh Oberoi was born on 15th August, 1898 in erstwhile undivided Punjab, which is now in Pakistan.He was only six months old when his father died. Success and fortune did not, therefore, come easily to him. Initiative, resourcefulness and hard work, combined with the capability to face and overcome the most overwhelming odds can best characterise this phenomenal entrepreneur. † The above words about the founder, speak of the qualities he employed to make the Oberoi group reach the pinnacle it is at. When M S Oberoi first reached Shimla, he took up work as the desk clerk at the Cecil hotel. Today, the hotel is owned by the Oberoi Group and is called The Oberoi Cecil.The then manager of the hotel was happy with the work put in by Mohan Singh and asked him to assist him running another hotel he acquired, Clarkes hotel. With this first-hand experience of operating a hotel, Mohan Singh set out on his entrepreneurial venture. In 1934, he acquired two hotels, The Clarkes Hotel in Shimla and Delhi by mortgaging his wife’s jewellery and all his assets. The Company was incorporated as a public limited company in India on 26 May 1949 and its initial business activity was as the lessee and operator of The Oberoi Palace Hotel in Srinagar, Kashmir.It was in 1965 that they built their first hotel, The Oberoi Intercontinental, now The Oberoi, New Delhi. It offered facilities that no other hotel in the country could match and was India's first luxury hotel. In 1966, The Oberoi School of Hotel Management later renamed the Oberoi Centre for Learning and Development was formed. It provided high Quality professional training in hospitality management. The complete list of events that shaped Oberoi’s growth is given in Exhibit 2. Mr Oberoi was the first Indian to work in association with international chains to woo international travellers to India.This caused a large number of international travellers to offer their patronage. The foreign occupancy rose to a healthy level of 85%. Mr M S Oberoi had great vision and imagination. He converted dilapidated palaces and buildings into magnificent hotels. Some of these are the Windsor in Australia, Mena House Oberoi in Cairo and Oberoi Grand in Kolkata. The Oberoi Cecil in Shimla, built in the early 20th century, reopened in April 1997 after extensive and meticulous renovation. Strategy: Thus the Oberoi Group’s strategy under Mr M S Oberoi’s leadership was quite clear.Since the start, they have focused on expansion of their operations by catering to newer markets. The decision to offer world class hotels to International travellers was the mind of an ambitious businessman looking to expand his offering. Also multi location presence helped reduce concentration risk. It is this for this international image that foreign properties were acquired and assimilated into the luxury and top quality services from Oberoi. The search for newer markets was responsible for introducing its second brand of hotels, ‘Trident’. Trident hotels are five-star hotels that have stablished a reputation for providing the best in excellence bundled with an affordable price tag. Thus catering to the middle income segment and corporate clientele was the strategy. With this new brand, spread across nine locations in India, Oberoi now had a major share of the hotel industry. Exhibit 2 also mentions the strategic partnership with Hilton for the international marketing and handling of reservations of the â€Å"Trident† hotels. The hotels, as part of this partnership, were to be re-branded â€Å"Trident Hilton†. However with Hilton trying to establish its own Garde n Inn hotels in direct competition with Trident caused Oberoi concern.Thus it abandoned the arrangement with Hilton and re-marketed its hotels under the name Trident itself. The Oberoi Group, along with its subsidiaries and other brands, stands as one of the most decorated hotel chains in the world with many of its group hotels bagging various awards and accolades from Travel+Leisure,  Conde Nast Traveler,  Forbes  and  Galileo. While the business strategy and outright aggression in expansion has been a key to this success, it needs to have been supported internally though a resilient culture and committed human capital.Let us now try to uncover some key aspects of The Oberoi Group’s culture and workforce. Structure As facilities grow in size, hotel or lodging managers find the need to group certain jobs in order to ensure effective coordination and operational control. While departments may be grouped as front of the house (having guest contact) and back of the house (employees with no guest contact), Oberoi follows the practice of separating departments by function. Exhibit 4 shows the structure of a typical full service Oberoi hotel.Even though such a structure is normally followed by a hotel with size over 500 rooms, the sheer size of some of the Oberoi properties require such an elaborate structure. The divisional structure followed by Oberoi is in line with its culture and its objectives. The functional division promotes specialization. This specialization in turn increases worker productivity and efficiency. Culture The core values of The Oberoi Group are articulated through their dharma, which was developed by their own employees. Their dharma articulates their commitment to display core values through their action and behaviour.Elements of the dharma include Conduct of the highest ethical standards; a Focus on teamwork and mutual trust; Maintaining excellence in guest service; Protecting the safety, security, health and environment of g uests and each other. The Dharma has more aspects as well which together apply to all aspects of the group’s business (Exhibit 3). The employee is expected to make all decisions and all interactions based on the Company Dharma. By placing robust mechanisms and communicating specific conduct expected from each employee, the company has made it possible to put this Dharma into action.Oberoi does not believe it is in the business of hotels, instead it claims to be in the business of memories. The company empowers its employees to believe – â€Å"I don’t just work here. This is my hotel. † The Power of 1500 – Any employee in the hotel can offer anything at a cost value of INR 1500 without seeking prior approval, any number of times, to any number of guests – no questions asked. The objective is to create guest delight. Guests who have received the power of 1500 have been happy with the service they received.The real power of this program is that because of the freedom employees have, guest get an incentive to spend more, they come back and share their positive experience by word of mouth. This directly affects the company’s bottom line. It’s these small ideological differences which make a difference in sustaining the culture over time and across borders. The People The Oberoi Group takes pride in having the best service professionals in the industry. Throughout the year, the organization stimulates and rewards exceptional performance that best exemplifies outstanding service.Some of these awards are i) Outstanding Performance Award, ii) Employee in Spotlight, iii) Peer Recognition Program, iv) Star of The Month etc. Oberoi has employees who continue to celebrate a long tenure with the organisation, in some cases over 30 years. Many of their employees have completed their certification from the Oberoi Centre for Learning and Development (OCLD) and have built successful careers up to the general manager level and in some cases senior executive positions with the corporate office. In mid-management positions, their average tenure is around six years.As the war for talent continues across many industries, their retention strategy encompasses a variety of different elements. They undertake regular employee opinion surveys to understand employees’ needs. Their surveys reveal that while compensation remains an important component for people, they are increasingly focused on clear career plans, access to â€Å"best in class† learning and building a work-life balance. By catering to these requirements, they have been successful in providing the best experience to their customers through a committed and engaged workforce. TechnologyIn the hospitality sector, ensuring the comfort of your guests is paramount. However, in today’s increasingly demanding consumer marketplace, meeting that need could be a real challenge. This is especially true for Oberoi Hotels, a luxury group of hotels favoured by government officials and business travellers. Not only does the hotel have to cater for well-heeled makers who want to make use of features such as interactive TV, IPTV and wireless networking, it also has to meet the stringent security requirements of business users who want to be sure that whatever data they access during their stay will remain secure.In addition to this, it has to ensure that its fire safety, car parking and networking facilities meet the demanding safety standards required by government officials and high-profile business people. In response the hotel installed a highly available and highly secure network that would enable it to deliver the security and functionality required by its guests. In terms of fulfilling the networking demands of the business itself, the solution provides a solid, reliable platform for running all the hotel’s crucial applications – including reservations, billing, internal accounting, and digital signag e.Size and Organization Life-Cycle Size: For the Financial Year ended on 31st March, 2012, the Company’s Total Revenue was Rs 1147. 33 crores. The company posted a net profit after tax of Rs 122. 42 crores against Rs 64. 54 crores during the previous year, which is a 89. 68% growth or Rs 57. 88 Crores over YTD March 2011. It is one of Asia’s leading hospitality companies. Even though the company has multinational presence, there is a lot of decentralization in decision making at the lowest rung. As mentioned above, policies such as â€Å"power of 1500† enable employees to exercise a fair amount of decision.This is on account of being in a business centred on customer satisfaction. This amount of leeway translates to good customer experience directly increasing repeat business and word of mouth publicity. The formalization is well set. A company operating on the scales of Oberoi needs to have well-structured and standardized operations. Though the overall themes and products may differ the rules and procedures are well defined for each employ to enable him to work in synergy with the Oberoi Dharma. Life Cycle: In the entrepreneurial stage, Mr Oberoi didn’t have to devote a lot of time to develop a product or service.His experience in managing the operations of Clarkes Hotel already gave him enough knowhow on the business of running a hotel. Thus he could provide the strong leadership that was required to propel the company. In the collectivity stage, again it was Mr Oberoi’s well guided leadership which kept the sails flying high. They were focussed on expansion, but took enough time to mobilise resources. There was enough gap between 1934 when he acquired the first hotel and when the company got incorporated in 1949.Again there was almost a 15 year gab before which Oberoi group set up their own hotel. These timelines gave enough time for the newly formed workforce to grow along with the values of the founder and the organizat ion. This also helped in the formalization to the elaboration stage. The rules and procedures which did get established were in line with the culture of the organization. This meant that the different properties established across the country or acquired world over, could inculcate the same culture all over without there being too much red tape.Decisions such as setting up their own printing press to maintain high standards all over in stationery are an example of how strict procedures or standards were maintained while not causing problems within the internal management. The management in different hotels did not need to coordinate now with each other for procuring same quality of stationery. Presently the Oberoi group is in the elaboration stage, with different subsidiaries handling their different businesses. They are structured similarly and with varying controlling interests, Oberoi now is in a stable position in its sector.Its plans involve expansion and other ventures and par tners to collaborate with. Complexity-Stability Model The patterns and events occurring in the environment can be described along the two major dimensions. These are the Simple-Complex and Stable-Unstable dimensions. Complexity: The Oberoi Group, dealing majorly in hospitality, is subjected to Complex environmental factors since the hospitality industry has many players and has to cope with numerous dynamic governmental regulations, competition for quality employees ; new trends etc.Thus it is affected by numerous diverse external elements. Stability: The Stable-Unstable dimension refers to whether elements in the environment are dynamic. A domain is stable if it remains the same over a period of months or years, whereas under unstable conditions, environmental elements shift abruptly. As mentioned above, there areas number of dynamic factors which affect the hospitality industry. With budget hotels also eating into their share by offering value for money and the economy in recessio n, corporates are taking their patronage to relatively greener pastures.Thus the hospitality industry and Oberoi group face complex, unstable environments. The Competition The major domestic competitors of the Oberoi Group of Hotels are Taj Group, ITC, De-Meligan and Leela Group of Hotels. This presents a tough competition to Oberoi as in the luxury segment, supply exceeds demand in several cities, as per an analysis in EIH Ltd’s annual report. India has often been cited as one of the most lucrative albeit difficult markets to develop properties in with a long development cycle of three-five years, adding to the cost.Apart from the domestic competitors, the Oberoi group faces immediate concerns with major international brands, which are expanding their presence in India. Some of these brands are The IHG group, Wyndham Hotels, Marriott International and Hilton Worldwide. These international hotel chains are not just targeting the luxury and premium segment, but also the upscal e, mid-scale, budget and upper budget segments. Another advantage to these chains is that International travellers are accustomed with these international chains and so it is very difficult for Indian chains to break the associated loyalty.However, to fight competition, Oberoi and its domestic competitors such as The Taj Group are looking to add newer properties, ranging from the budget category to luxury. Exhibit 4 – lists out the existing hotels of International chains and the upcoming ones with their planned dates and categories. It shows how International Hotel chains are gaining ground in India and are bullish on their India expansion plans, giving tough competition to home-grown biggies. Conclusion We have just gone through the organizational design of The Oberoi Group.We have studied its strategy, its culture and people, the competition and business environment it operates in. So what exactly does the organization do right to cater to all these external factors and sti ll come out as one of the leading hospitality companies in Asia and the world? Strategy is one important factor that affects organization design. Oberoi group’s strategy has always been one of expanding markets through targeting different income segments, acquiring new properties and setting up hotels in different countries.This strategy makes a lot of sense if we consider the constantly changing environment of the hospitality industry as discussed in the Complexity-Stability Model. By changing the target segment along with the market trends, the company has been able to keep up its high standards with the customers. Its present size and elaborative stage in its life-cycle also enable it to follow this expansion strategy. Due to the brand value it garners, additional investments will also continue to reap in business despite the competition. Another point to note from the unstable-complex environment of hospitality industry is the structure of the organization.As we have seen above, the structure is highly differentiated and is highly organic. The differentiation is accompanied with high integration as well. The decentralized decision making at the operation level is required to have a participative workforce working towards customer satisfaction. Seasonality, economic upheavals etc. requires a lot of forecasting and the decentralized atmosphere allows the required high speed response. Lastly, the culture of the organization which is centred on the Oberoi â€Å"Dharma† is also in sync with its structure and design. Formalization is high at Oberoi.The rules and procedures are well defined which implies every employee is well aware of his responsibilities. Thus he can exercise his discretion with complete freedom while making decisions. Also this formalized structure allows standardization across its hotels across the world. Thus we can see that the design of the organization fits its workflow in a complementary manner. This has helped Oberoi keep its head above its competition and sustain itself successfully for over 75 years. The strong leadership has guided it with smart focus on targeting segments that offer new opportunities.Thus we can see that Oberoi is a good example of an organization that has used its structure and strategy to forward its business and remain successful. Exhibit 1 Customer Reviews About â€Å"The Oberoi, New Delhi† About â€Å"Mena House Oberoi Hotel, Giza, Egypt† Exhibit 2 Major events in the history of the Company Year| Major Events| 1949| The Company was promoted and incorporated by Rai Bahadur Mohan Singh Oberoi and Oberoi Hotels (India) Limited, in May 1949. | 1956| The equity shares of the Company were first listed on the BSE.Took the Maharaja’s palace in Srinagar, Kashmir on lease and converted it into The Oberoi Palace Hotel. | 1957| Started the flight services business. | 1965| Commenced operations at The Oberoi Hotel, New Delhi. | 1968| By a scheme of merger approved by the Calcutta High Court, The Associated Hotels of India Limited and Hotels (1938) Private Limited merged into the Company. By virtue of the merger, the Company acquired The Oberoi Grand, Kolkata, Maidens Hotel, Delhi, Palm Beach, Gopalpur-on-sea (operation suspended), The Oberoi Cecil, Shimla, The Mount Everest, Darjeeling (operation suspended). 1973| Commenced operations at The Oberoi Towers, Mumbai. | 1974| Established a printing press in Delhi primarily for the Company’s in-house needs. | 1979| Bonus issue of 1,337,745 new equity shares of the Company of Rs. 10 each in the ratio of one new equity shares for every five equity shares held by the shareholders. | 1984| Bonus issue of 4,953,131 new equity shares of the Company of Rs. 10 each in the ratio of two new equity shares for every five equity shares held by the shareholders. 1986| Made a foray into the airport services business by entering into a ten year contract with the International Airport’s Authority to op erate all the snack bars and restaurants at the domestic and international terminals in Mumbai. | 1992| Bonus issue of 4,720,704 new equity shares of the Company of Rs. 10 each in the ratio of one new equity shares for every five equity shares held by the shareholders. | 1994| Listing of GDRs on the London Stock Exchange. | 1996| Change of name of the Company from The East India Hotels Limited to EIH Limited. Bonus issue of 17,464,299 new Equity shares of the Company of Rs. 0 each in the ratio of one new equity shares for every two equity shares held by the shareholders. | 1997| Commenced operations at The Oberoi Rajvilas in Jaipur, our first luxury leisure hotel in India. | 2004| The Company entered into a strategic alliance for international marketing with Hilton International. All the â€Å"Trident† Hotels were re-branded as â€Å"Trident Hilton†, and the Oberoi Towers in Mumbai was re-branded as the Hilton Towers. | 2006| Sub-division of the face value of equity sh ares from Rs. 10 to Equity Shares of Rs. 2. Bonus issue of 130,984,657 new equity shares of the Company of Rs. each in the ratio of one new equity share for every two equity shares held by the Equity Shareholders. The Company acquired a 66. 67% equity stake in Mercury Car Rentals Limited, a joint venture with Avis Europe for car rental business. |   | The printing press established by the Company in 1974 was granted permission by the Indian Banks’ Association to print security stationery for banks. | 2008| The alliance with Hilton International ended and â€Å"Trident Hilton† and the Hilton Towers Hotels were renamed â€Å"Trident† Hotels. Establishment of EIH Flight Services Limited, Mauritius as a wholly owned subsidiary of the Company.Entered into a joint venture agreement with 26% equity interest in L;T Bangalore Airport Hotel Limited for a hotel project near the Bangalore international airport. Terrorist attack at the Trident, Nariman Point and The Oberoi , Mumbai in November, 2008 resulting in interruption in business and closure of both the hotels. The Trident Mumbai re-opened on 21 December, 2008, after the terrorist attack. | 2009| Entered into a joint venture agreement with 16% equity interest in Golden Jubilee Hotels Limited for the proposed Oberoi and Trident Hotels in Hyderabad. 2010| The Oberoi, Mumbai re-opens after full renovation subsequent to the terrorist attacks in 2008. EIH International Ltd, a wholly owned subsidiary of the Company completed an acquisition of approximately 46% of the equity interest in its international hotels joint venture company EIH Holdings Ltd. Pursuant to this acquisition, EIH Holdings Ltd is now a wholly owned subsidiary of EIH International Ltd. | Source: Information provided at website of EIH Ltd, a subsidiary of Oberoi Group (http://www. eihltd. com/about_eih/milestones. asp) Exhibit 3 – Dharma: Fundamental code of conductExhibit 4 – Department Structure Exhibit 5 – Int ernational Hotel chains in India GAINING GROUND International hotel chains are bullish on their India expansion plans, giving tough competition to home-grown biggies| Group| Existing hotels| Planned hotels** (in Rs)| By when| Category| Planned new brands| IHG*| 12| 150| 2020| Mid-market| Holiday Inn Express| Wyndham Hotels| 14| 60-70| 2017| Mid-market| Howard Johnson| Marriott International| 18| 80-100| 2015| Across segments| Fairfield, Ritz| Hilton Worldwide| 8| 50-60| 2016| Luxury/ premium| Hilton, Double Tree, Hilton Garden Inn, ; mid-market Hampton,Conrad and Waldorf Astoria| Accor| 13| 90-100| 2015| Luxury, mid-scale and budget| Formula 1, Sofitel and Pullman| Choice Hotels International| 27| 100| 2017-19| Mid-market| Sleep Inn, Cambria Suites, Econo Lodge| Best Western International| 34| 66| 2017| 3/ 4 and 5 star| Best Premier| Starwood Hotels| 33| 50-60| 2015| Across segments| St. Regis, W| Carlson| 46| 100| 2015| Mid-market and premium| Regent| Hyatt Hotels Corporation| 8| 5 0| -| Premium| Hyatt Place, Hyatt House| *InterContinental Hotels Group; ** Estimate Source: Industry and ICRA estimates|References Oberoi Hotels ; Resorts. (2012). [online]. Viewed 2012 October 15. Available: http://www. oberoihotels. com/ The Oberoi Group. (2012). Careers at The Oberoi Group. [online]. Viewed 2012 October 19. Available: http://www. oberoigroup. com/careers/index. htm SHRM India. (28/06/2012). The Oberoi Group of Hotels–Translating Dharma into Best Practices in HR. [online]. Viewed October 22. Availaible: http://www. shrmindia. rg/oberoi-group-hotels%E2%80%93translating-dharma-best-practices-hr P Mullick, 2012, ‘Oberoi Group: Social media increasingly important as recruitment tool’, Hindustan Times, October 18 S Baggonkar, 2012, ‘Taj, Oberoi under pressure from foreign hotel chains’, Business Standard, July 17 M Kaushik, 2010, ‘Guest Star: The Oberoi’, Business Today, September 5 Audited Financial Report for EIH Ltd. fo r the year 2011-12 Oberoi Hotels and Resorts. (2012). [online]. Viewed October 22. Available: http://en. wikipedia. org/wiki/Oberoi_Hotels_%26_Resorts

President Of The United States Essay - 2044 Words

Executive Privilege gives the President of the United States and his staff in the executive office the right to withhold information from the judicial branch of Government; it also allows the president and his advisors the power to keep information from Congress and the public. Presidential power has always been an extremely controversial matter because it is never mentioned in the United States Constitution as a right; but the process to actually exercise the use of executive privilege and of the official choices leading to make it clear that this in fact is a genuine presidential power as long as it is used correctly has been challenging. The President and his staff need to have plans and events that need to be kept in private, but the question of whether or not withholding this important information from Congress, courts and the public is beneficial to the country as a whole. Generally there are four areas that executive privilege is based on: ongoing law enforcement invest igations, presidential communications, national security, foreign affairs and or military affairs and finally thought through process. Presidents have always said that the implied principle of executive privilege is mandated through the separation of powers. Presidents also have said that in order to do their jobs correctly and to get the advice needed from all their advisors; their advisors are not willing to give advice if their advice can be used against them in anyway. The term executiveShow MoreRelatedThe President Of The United States1532 Words   |  7 PagesThe president is the most important job in the United States. Not the ruler of the United States ,but have some power over the country. The president of the United States is a person who symbolize the country and leads the country by making decisions of what is the best thing to do. 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As the 42nd president of the United States, Bill Clinton was a great president because of his performance in presidential roles and policies put forth during his presidency. According to Compton’s Encyclopedia, Bill Clinton was born in Hope, Arkansas. He attended several universities including

The Association Against a Womans Right to Vote

At the end of the nineteenth century, Massachusetts was one of the most populous states and was from the beginning of the woman suffrage movement a center of activity for pro-suffrage activism.  In the 1880s, activists opposed to women voting organized, and formed the Massachusetts Association Opposed to the Further Extension of Suffrage to Women.  This was the beginning of the fight against a womans right to vote. From State Groups to a National Association The National Association Opposed to Woman Suffrage (NAOWS) evolved from many state anti-suffrage organizations.  In 1911, they met at a convention in New York and created this national organization to be active on both a state and federal level. Arthur (Josephine) Dodge was the first president and is often considered the founder.  (Dodge had formerly worked to establish day care centers for working mothers.) The organization was heavily funded by brewers and distillers (who assumed that if women got the vote, temperance laws would be passed). The organization was also supported by Southern politicians, nervous that African American women would also get the vote, and by big-city machine politicians. Both men and women belonged to and were active in the  National Association Opposed to Woman Suffrage. State chapters grew and expanded.  In Georgia, a state chapter was founded in 1895 and in three months had 10 branches and 2,000 members. Rebecca Latimer Felton was among those who spoke against suffrage in the state legislature, resulting in the defeat of a suffrage resolution by five to two.  In 1922, two years after the woman suffrage amendment to the Constitution was ratified, Rebecca Latimer Felton became the first woman Senator in the United States Congress, appointed briefly as a courtesy appointment. After the Nineteenth Amendment In 1918, the National Association Opposed to Woman Suffrage moved to Washington, DC, in order to focus on opposition to the national suffrage amendment. The organization disbanded after the Nineteenth Amendment, given women an equal right to vote, passed in 1920. Despite the victory for women, the NAOWS official newspaper,  Woman Patriot (formerly known as Womans Protest), continued into the 1920s, taking positions against womens rights. Various NAOWS Arguments Against Woman Sufferage Arguments used against the vote for women included: Women didnt want to vote.The public sphere was not the right place for women.Women voting wouldnt add anything of value since it would simply double the number of voters but not substantively change the outcome of elections — so adding women to the voting roles would waste time, energy and money, without result.Women didnt have time to vote or engage in politics.Women didnt have the mental aptitude to form informed political opinions.Women would be even more susceptible to pressure from emotional please.Women voting would overturn the proper power relationship between men and women.Women voting would corrupt women by their involvement in politics.States where women had already gained the vote had shown no increase in morality in politics.Women had an influence on the vote through raising their sons to vote.Women gaining the vote in the South would put more pressure on states to permit African American women to vote, and might lead to demolishing such rules as literacy tests, p roperty qualifications, and poll taxes which kept most African American men from voting. Pamphlet Against Woman Suffrage An early pamphlet listed these reasons to oppose woman suffrage: BECAUSE 90% of the women either do not want it, or do not care.BECAUSE it means competition of women with men instead of co-operation.BECAUSE 80% of the women eligible to vote are married and can only double or annul their husbands votes.BECAUSE it can be of no benefit commensurate with the additional expense involved.BECAUSE in some States more voting women than voting men will place the Government under petticoat rule.BECAUSE it is unwise to risk the good we already have for the evil which may occur. The pamphlet also advised women on housekeeping tips and cleaning methods, and included the advice that  you do not need a ballot to clean out your sink spout and good cooking lessens alcoholic craving quicker than a vote. In a satirical response to these sentiments, Alice Duer Miller wrote Our Own Twelve Anti-suffragist Reasons (circa 1915).

The Effect Of Fine Arts On Standardized Tests Scores

One of the largest issues with fine arts implementation is the narrow effects. Garcia et. al conducted research that attempted to determine the effect fine arts have on standardized test scores. The researchers found that specific students attending schools with dense fine arts programs scored higher on the state standardized test; however, this improvement does not imply that fine arts will effectively cure the education decline. When analyzing the results, one sees that the fine arts mainly affect one group of students: at-risk students. The term â€Å"at-risk students† generally includes English Language Learners and low socioeconomic students. The research found that the at-risk students exposed to fine arts programs were more likely to have higher scores on the state standardized test specifically on the English Language Arts portion. This research suggests that if these at-risk students are exposed to the fine arts their test scores will increase on this specific p ortion of the test. Although these results appear to be encouraging, one must consider what improvements are missing when implementing the fine arts. One area that lacks improvement is the math and sciences. Garcia et. al states that there is no significant correlation between improved math and science scores and fine arts exposure. This lack of improvement is a serious factor that must be considered while discussing the effects of fine arts. In today’s society, the majority of growing career fieldsShow MoreRelated The Negative Impact of High Stakes Standardized Testing1191 Words   |  5 PagesStandardized testing is not a new concept; it has been in use since the mid to late 1990’s. However the â€Å"high stakes† focus on standardized testing is. The practices that accompany standardized testing have long been in debate. 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Othello Essay Summary Example For Students

Othello Essay Summary The play, Othello was written by William Shakespeare in the later years of his career. Giraldi Cinthios, Tale of a Moor, based Othello on a story that was a mellow Drama, about a moor and his doubts about his wife’s fidelity. In Shakespeare’s play the Moor (Othello) convinced by his jealous aid (Iago) that his wife (Desdemona) is not Being faithful. Iago’s jealousy is motivated by his anger when he learns that Cassio of Florentine has been appointed Governor of Cyprus. He felt that he deserved this promotion and vowed to seek revenge against Othello.Othello being a Moor commanding the armies of Venice is a celebrated general and heroic figure whose â€Å"free and open nature â€Å" will enable Iago to twist his love for his wife, Desdemona into a powerful jealousy. Iago is Othello’s ensign, and Shakespeare’s greatest villain. His public face of honesty and bravery conceals a satanic delight in manipulation and destruction. .The crucial moment in t he play is the scene where Iago deceives Othello and induces him to fall. He does this by expanding the tactics used in prior scenes. Iago plants the seed of doubt in the Moor’s mind when he says, â€Å"Ha! I like that not â€Å" (III, iii) as they came upon Cassio and Desdemona talking. He then retreats into a guise as â€Å"honest Iago† as he did in the brawl (II, ii).When he was the reluctant truth teller who must have unpleasant news dragged from him by a determined Othello. The honesty by him being reluctant to speak is reinforced by the moralizing tone he takes with his commander. Iago actually lectures Othello about his jealousy â€Å"the green-eyed monster† and insisting that he’ll not speak slander â€Å"he that filches from me my good name / Robs of that which not enriched him / And makes me poor indeed† (III, iii). At the same time he is playing upon Othello’s insecurities by lecturing him on how Venetian women are deceitful and treacherous by nature. The seizure of the handkerchief is a great achievement for Iago in his quest to destroy Othello and was aided by his wife, who apparently has no scruples about betraying her mistress in small matters. Shakespeare will eventually transform Emilia into a voice of moral outrage, and by the final scene the audience will applaud her role in Iago’s destruction, but for now she is Iago’s accomplice. It will take a great shock to inspire outrage against him-a shock that comes to late. Othello’s accusations and refusal to accept Desdemona’s denials are brutal and unfair, but his language recovers some of the nobility that it had lost in previous scenes. Iago’s like sorrowful laments for what has been lost replace curses, and the audience is reminded of the heroism and dignity that Othello possessed at the beginning of the play. His cry †o, thou weed, / Who art so lovely fair, and smell’st so sweet, / That the scene aches at thee-would thou hadst ne’er / been born!† (IV, ii) is a powerful expression of the love that he still holds for his wife, which has been ruined for ever by Iago’s poisons. Othello is terribly wrong, but what Shakespeare demands that we sympathize with his error. Othello’s words as he prepares to murder Desdemona reveal the extent to which he has allowed Iago’s logic to dominate his own thinking. His fury has abated, but he is left with a sense of being an instrument of divine justice. Desdemona must die, because she has betrayed him. Othello’s self-delusion is so strong that he believes himself to be merciful. He will not scar her body and he will allow her to pray because he says, â€Å"I would not kill thy soul† (V, ii). The actual murder is one of the most painful scenes in all of Shakespeare’s plays, because of Desdemona’s manifest innocence, beauty, and purity. She proclaims to continue are love for Othello to the grave and beyond, retur ning to life only to gasp out exoneration for her husband. He rejects are last gift, but his illumination arrives quickly thereafter, and the audience’s anger at the Moor dissipates as he is completely undone by the realization of his terrible error. There is no need to punish him, his horrible self-awareness (â€Å"O Desdemona! Desdemona! Dead!† is punishment enough. Then Othello passes judgment on himself with the courage we would expect from a military hero and loyal general, and he kills himself just as he once killed the enemies of Venice. Shakespeare allows him a final word, too, after this speech and Othello, dying, reaches for Desdemona, reminding the audience of what a great love has been destroyed. .ua2341a3972a64979bd0b393e98ada6f0 , .ua2341a3972a64979bd0b393e98ada6f0 .postImageUrl , .ua2341a3972a64979bd0b393e98ada6f0 .centered-text-area { min-height: 80px; position: relative; } .ua2341a3972a64979bd0b393e98ada6f0 , .ua2341a3972a64979bd0b393e98ada6f0:hover , .ua2341a3972a64979bd0b393e98ada6f0:visited , .ua2341a3972a64979bd0b393e98ada6f0:active { border:0!important; } .ua2341a3972a64979bd0b393e98ada6f0 .clearfix:after { content: ""; display: table; clear: both; } .ua2341a3972a64979bd0b393e98ada6f0 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ua2341a3972a64979bd0b393e98ada6f0:active , .ua2341a3972a64979bd0b393e98ada6f0:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ua2341a3972a64979bd0b393e98ada6f0 .centered-text-area { width: 100%; position: relative ; } .ua2341a3972a64979bd0b393e98ada6f0 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ua2341a3972a64979bd0b393e98ada6f0 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ua2341a3972a64979bd0b393e98ada6f0 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ua2341a3972a64979bd0b393e98ada6f0:hover .ctaButton { background-color: #34495E!important; } .ua2341a3972a64979bd0b393e98ada6f0 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ua2341a3972a64979bd0b393e98ada6f0 .ua2341a3972a64979bd0b393e98ada6f0-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ua2341a3972a64979bd0b393e98ada6f0:after { content: ""; display: block; clear: both; } READ: The SisterHood of the Traveling Pants EssayAs for the destroyer, he too comes undone in this scene. His parting words are â€Å"what you know, what you know,† denies us the explanation that we crave. The audience can take some satisfaction in watching Emilia roused from cynicism to righteous vengeance; bring down her husband as he brought down the victims. Iago’s fury at Emilia might just as well be a fury for himself, who spent the entire play manipulating Brabantio, Roderigo, Cassio, Othello, and Desdemona. In the end all is undone by the person he least expects, his wife, Emilia. Bibliography:

Operation Performance for the Cheesecake Factory

Cheesecake Company has formulated strategies that have enabled the company to effectively carry out production and distribution of its products. Cheesecake restaurants have different segments; the casual dining segment deals with food production, creation of food recipes, distinctive layouts and customer attractions. The factory has increased its production by offering a diverse, attractive and modernized menu for its products. Wide varieties are offered including, pasta, pizza, burgers, salads, sandwiches, seafood and appetizers.Advertising We will write a custom essay sample on Operation Performance for the Cheesecake Factory specifically for you for only $16.05 $11/page Learn More The restaurants update their menu twice per year following consumer’s tastes and preferences; this ensures their menus remain competitive. Cheesecake bakeries have facilities capable to produce more than sixty varieties of cheese cakes. The factory produces high quali ty products that are prepared using high quality ingredients as per the recipe. These products are prepared in the factory’s premises on dairy basis using high quality raw materials. The factory offers an excellent value for its products; it relies on its restaurants to offer outstanding service to complement the value for the products. Cheesecake restaurants offer food at reasonable prices; the company is committed to offering admirable and competitive services. The objective of the company is to reach for each customer’s expectation and satisfaction. The company believes in their employees who are well trained and qualified. The company has programs that attracts employees who are qualified, and motivates them to work at its restaurants. The restaurants reward committed employees by providing them with extensive training to improve their output. The programs they provide have helped their employees to fully commit to company’s core values. The restaurants are designed with modern equipments and operating systems build with modern technology to improve the efficiency in their kitchens. Flexibility in kitchen allow for thriving food preparation and deliveries to multiple locations where their customers are located. Cheesecake factory restaurants have unique designs and decorations for customer attraction. The restaurants are designed in a way that provides comfort and expansion. An outdoor patio seating is designed in these restaurants to provide extra space to cater for extra capacity needs. Cheesecake restaurants are located at strategic locations with high profiles. These locations are highly populated areas, with diverse businesses and residences. Unlike other theme restaurants, Cheesecake restaurants do not over rely on tourists who are occasional visitors.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More They accommodate the needs of loyal cu stomers who visit their restaurants from urban and suburban areas. They mostly depend on the customers who reside and work at nearby areas where their restaurants are located. The company owns 165 outlets in 35 states of US; of late, it has extended its locations outside the U.S including the Middle East. Cheesecake Factory’s Bakery Cafà © department has explored and succeeded internationally. Cheesecake restaurants experience significant competitions; there are a large number of restaurants that compete with these restaurants both directly and indirectly. Some of these restaurants have a high financial standing in terms of revenues and economies of scale. The biggest challenge that faces the restaurant in the line of competition is the change of tastes of their products by customers, making them opt for their competitors’ products. Competition power among Cheesecake restaurants and other restaurants is also affected by the trends in population, availability of raw ma terials and labor. Nevertheless, Cheesecake Company remains very competitive among its rivals, since the company embraces innovation, creativity and diversity. This essay on Operation Performance for the Cheesecake Factory was written and submitted by user Nia Murray to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.