The film, Aviator, illustrates the terrible problems sometimes Research Paper

The film, Aviator, illustrates the terrible problems sometimes associated with Obsessive Compulsive Disorder in both the life of - Research Paper Example Analysis of the Film Aviator Aviator is a film based on the life of one of the most significant personalities in the field of aviation, Howard Hughes. His story is exceptional due to his achievements in two fields namely filmmaking and the field of aviation. The story presented his feat in his first movie which is entitled Hell’s Angels, a war film that he had made through his trait of being perfectionist. At around the same time, Hughes explored the construction, engineering and production of different types of planes (Aviator film 2004). Howard Hughes explorations and successes in different fields are the main highlights of his life. He is one of the greatest Americans of his time because he is known as an not only as an aviator but also engineer, industrialist, film producer, director, and one of the wealthiest man in the world. His endeavors and projects were financed on his billion dollar inheritance from an equally inventive father who had developed the drill bit or the Hughes rollerbit which became the main apparatus for 75 percent of the world oil wells (Brown and Broeske 10). Through his life though, Hughes had one considered flaw which was his behavior. He is considered by people around him as a person who was very hard to get along with. His exaggerated attention to details often caused and escalated problems in his work and his interactions and relationships with other people. His behavior ranges from minor actions described by people who know him as bizarre to serious and threatening circumstances that often lead to accidents in his flight or lost of relationship with a woman or with work acquaintances (Brown and Broeske 165). Hughes profound personality attracted the interest of medical experts. Thus in the long run he was considered as the most well known example of a condition referred to as obsessive-compulsive disorder (OCD). One of the experts who studied Hughes life, Dr. Jeffrey Schwartz who is a professor in UCLA School of medicine a nd a forerunner in the research on OCD confirmed that the aviator’s ‘four decades of profound emotional anguish.’ Upon recognition of Hughes’ case, his life and behavior became one of the most studied cases of OCD in countries all over the world. Another expert who concluded that Hugh Hughes has OCD is Dr. Anthony Dietrich. He is the son of Noah Dietrich who is the Hughes Empire Chief Executive Officer. Hughes characteristics namely nonconformity, over adventurous disposition can be considered as general signs of his struggle to control obsessions and compulsions (Brown and Broeske 184). In his life, the effects of OCD covered different aspects of his life such as his job, his behavior, his life choices and his relationships and interactions with people surrounding him. It is then important to study the present knowledge, information and developments on the condition which is one of the main themes in the film Aviator. Obsessive-Compulsive Disorder, OCD Ob sessive-compulsive disorder, OCD, is a type of anxiety disorder. It is described as a condition which is based on the fixation to undertake ‘recurrent, unwanted, thoughts or obsessions and/or behaviors that are repetitive or referred to as compulsions.’ Compulsions are performed to be able to achieve a feeling of satisfaction and temporary relief. Failure to perform such rituals can

Charles Beard Essay Example for Free

Charles Beard Essay Charles Beard’s book, An Economic Interpretation of the U.S. Constitution, was published in 1913 and soon became one of the most controversial literary works of its time. Beard’s main thesis in this book is essentially that the Founding Fathers chose the specific format of the Constitution of the United States to protect their personal financial interests. Beard then goes on to argue that the Constitution was written by an â€Å"elite† attempting to safeguard their own assets and financial status. Beard was expanding on Carl L. Becker’s thesis of class conflict. In the eyes of Beard, the Constitution was created by the Founding Fathers as a â€Å"counter revolution† that ran against the wishes of farmers and laborers. Beard’s theory and his publication of this book were so controversial because it seemed to demean the Constitution and everything it stood for, which angered politicians and most of the legal community, at least those who didn’t ignore it completely. However, many historians and history professors seemed to recognize it and accept it. Many people were angered by Beard’s theory because, since it disparaged the Constitution and Founding Fathers, it seemed to put down almost everything our country stands for. Taking a sacred piece of history that started our nation and trampling on it by saying that it was nothing more than rich men trying to save their bank accounts and put down the common man is bound to upset more than just a few people. One of Beard’s main critics of the 20th century is a man named Forrest McDonald. McDonald uses his study of the voting habits and financial and economic concerns of the delegates at the Constitutional Convention in Philadelphia to prove that their motives were not financial-based. He asserts that the majority of the delegates who had public securities were Antifederalists. He concludes his study by saying, â€Å"Anyone wishing to rewrite the history of those proceedings largely or exclusively in terms of the economic interests represented there would find the facts to be insurmountable obstacles†. What McDonald means by this is that Beard, who was attempting to â€Å"rewrite the history† of the proceedings of the Constitutional Convention, was doing so without any actual evidence and therefore had an empty argument. I believe that Beard’s thesis, although an interesting notion, was not necessarily a valid argument and did nothing except anger most people in the political community. Even though many people in the late 20th century accepted his thesis, I disagree with it. My reasoning for this is that, although the Founding Fathers were economically prosperous, I believe that their status made them the only ones that could be able to write the Constitution and who were in a position to make the most crucial moves in establishing the United States. I do not believe that the Founding Fathers created the Constitution simply protect their financial status, I believe their status was the reason they could write the Constitution.

Job Specialization and the Division of Labour

Job Specialization and the Division of Labour Introduction Car production has changed dramatically over the years as managers have applied different views or philosophies of management to organize and control work activities. Prior to 1900, workers worked in small groups, cooperating to hand-build cars with parts that often had to be altered and modified to fit together. This system, a type of small-batch production, was very expensive; assembling just one car took, moving conveyor belts bring the car to the workers. Each individual worker performs a single assigned task along a production line, and the speed of the conveyor belt is the primary means of controlling their activities. Ford experimented to discover the most efficient way for each individual worker to perform an assigned task. The result was that each worker performed one siderable time and effort; and workers could produce only a few cars in a day. To reduce costs and sell more cars, managers of early car companies needed better techniques to increase efficiency. Henry Ford revolutionized the car industry. In 1913, Ford opened the Highland Park car plant in Detroit to produce the Model T. Ford and his team of manufacturing managers pioneered the development of mass-production manufacturing, a system that made the small-batch system almost obsolete overnight. In 1913, Henry Ford revolutionized the production process of a car by pioneering mass-production manufacturing, a production system in which a conveyor belt brings each car photo, taken in 1904 inside Daimler Motor Co., is an example of the use of small-batch production, a production system in which small groups of people work together and perform all the tasks needed to assemble a product. to the workers, and each individual worker performs a single task along the production line. Even today, cars are built using this system, as shown in this photo of workers along a computerized automobile assembly line, specialized task, such as bolting on the door or attaching the door handle, and jobs in the Ford car plant became very repetitive. Fords management approach increased efficiency and reduced costs so much that by 1920 he was able to reduce the price of a car by two-thirds and sell over two million cars a year.2 Ford Motor Company (www.ford.com) became the leading car company in the world, and many competitors rushed to adopt the new mass-production techniques. Two of these companies, General Motors (GM) and Chrysler, eventually emerged as Fords major competitors. The CEOs of GM and Chrysler-Alfred Sloan and Walter Chrysler-went beyond simple imitation of the Ford approach by adopting a new strategy: offering customers a wide variety of cars to choose from. To keep costs low, Henry Ford had offered customers only one car-the Model T. The new strategy of offering a wide range of models was so popular that Ford was eventually forced to close his factory for seven months in order to reorganize his manufacturing system to widen his product range. Due to his limited vision of the changing car market, his company lost its competitive advantage. During the early 1930s, GM became the market leader. The next revolution in car production took place not in the United States but in Japan. A change in management thinking occurred there when Ohno Taiichi, a Toyota production engineer, pioneered the development of lean manufacturing in the 1960s after touring the US plants of the Big Three car companies. The management philosophy behind lean manufacturing is to continuously find methods to improve the efficiency of the production process in order to reduce costs, increase quality, and reduce car assembly time. In lean manufacturing, workers work on a moving production line, but they are organized into small teams, each of which is responsible for a particular phase of car assembly, such as installing the cars transmission or electrical wiring system. Each team member is expected to learn all the tasks of all members of his or her team, and each work group is charged with the responsibility not only to assemble cars but also to continuously find ways to increase quality and reduce costs. By 1970, Japanese managers had applied the new lean production system so efficiently that they were producing higher-quality cars at lower prices than their US counterparts, and by 1980 Japanese companies were dominating the global car market. To compete with the Japanese, managers at the Big Three car makers visited Japan to learn lean production methods. In recent years, Chrysler Canada has been the North American model for speed in automobile production. Chryslers Windsor, Ontario assembly plant opened in 1928, and over 54 years built its first five million vehicles. Less than 11 years later, in 1994, the plant reached the eight million mark. Chryslers Windsor facility has made a reputation for itself as the biggest single experiment with flexible manufacturing methods at one site. In the last 20 years, the plant has been so successful that Ken Lewenza, President of Local 444 of the expected to meet peak demand for the firms most popular products. On July 24, 2000, the plant reopened its doors after being shut down for just two weeks to retool for the newest generation of DaimlerChrysler AG minivans, due in dealers showrooms a month later. That was by far Windsors quickest turnover, but flexible manufacturing procedures introduced in 1983 have enabled the plant to display North Americas speediest production turnovers. In 1982-83, the plant shut down for 16 weeks to retool from making sedans to the first models of the Chrysler minivan, and then in 1995, it closed for 12 weeks for retooling to produce the next generation of minivans. While the Windsor facility has been a model for quick turnarounds, Canadas auto industry in general has fared well with the advancements in lean production methods. One analyst suggested that Canada is in the golden era of the auto sector in Canada, with a chance to outpace Michigan as early as 2001. As this sketch of the evolution of global car manufacturing suggests, changes in management practices occur as managers, theorists, researchers, and consultants seek new ways to increase organizational efficiency and effectiveness. The driving force behind the evolution of management theory is the search for better ways to utilize organizational resources. Advances in management theory typically occur as managers and researchers find better ways to perform the principal management tasks: planning, organizing, leading, and controlling human and other organizational resources. Scientific Management Theory: The evolution of modern management began in the closing decades of the nineteenth century, after the industrial revolution had swept through Europe, Canada, and the United States. In the new economic climate, managers of all types of organizations-political, educational, and economic-were increasingly trying to find better ways to satisfy customers needs. Many major economic, technical, and cultural changes were taking place at this time. The introduction of steam power and the development of sophisticated machinery and equipment changed the way in which goods were produced, particularly in the weaving and clothing industries. Small workshops run by skilled workers who produced hand-manufactured products (a system called crafts production) were being replaced by large factories in which sophisticated machines controlled by hundreds or even thousands of unskilled or semiskilled workers made products. Owners and managers of the new factories found themselves unprepared for the challenges accompanying the change from small-scale crafts production to large-scale mechanized manufacturing. Many of the managers and supervisors had only a technical orientation, and were unprepared for the social problems that occur when people work together in large groups (as in a factory or shop system). Managers began to search for new techniques to manage their organizations resources, and soon they began to focus on ways to increase the efficiency of the worker-task mix. Job Specialization and the Division of Labour: Manufacturing methods. The first was similar to crafts-style production, in which each worker was responsible for all of the 18 tasks involved in producing a pin. The other had each worker performing only 1 or a few of the 18 tasks that go into making a completed pin. Smith found that factories in which workers specialized in only 1 or a few tasks had greater performance than factories in which each worker performed all 18 pin-making tasks. In fact, Smith found that workers specializing in a particular task could, between them, make 48,000 pins a day, whereas those workers who performed all the tasks could make only a few thousand at most. Smith reasoned that this difference in performance was due to the fact that the workers who specialized became much more skilled at their specific tasks, and, as a group, were thus able to produce a product faster than the group of workers who each had to job specialization The process by which a division of labour occurs as perform many tasks. Smith concluded that increasing the level of job specialization-the process by which a division of labour occurs as different workers specialize in different tasks over time-increases efficiency and leads to higher Based on Adam Smiths observations, early management pract itioners and theorists focused on how managers should organize and control the work process to maximize the advantages of job specialization and the division of labour. To discover the most efficient method of performing specific tasks, Taylor studied in great detail and measured the ways different workers went about performing their tasks. Principle 1: One of the main tools he used was a time-and-motion study, which involves the careful timing and recording of the actions taken to perform a particular task. Once Taylor understood the existing method of performing a task, he tried different methods of dividing and coordinating the various tasks necessary to produce a finished product. Usually this meant simplifying jobs and having each worker perform fewer, more routine tasks, as at the pin factory or on Fords car assembly line. Taylor also sought ways to improve each workers ability to perform a particular task-for example, by reducing the number of motions workers made to complete the task, by changing the layout of the work area or the type of tool workers used, or by experimenting with tools of different sizes. Principle 2: Codify the new methods of performing tasks into written rules and standard operating procedures. Once the best method of performing a particular task was determined, Taylor specified that it should be recorded so that the procedures could be taught to all workers performing the same task. These rules could be used to standardize and simplify jobs further-essentially, to make jobs even more routine. In this way, efficiency could be increased throughout an organization. Principle 3: Carefully select workers so that they possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures. To increase specialization, Taylor believed workers had to understand the tasks that were required and be thoroughly trained in order to perform the tasks at the required level. Workers who could not be trained to this level were to be transferred to a job where they were able to reach the minimum required level of proficiency. Principle 4: Establish a fair or acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level. To encourage workers to perform at a high level of efficiency, and to provide them with an incentive to reveal the most efficient techniques for performing a task, Taylor advocated that workers should benefit from any gains in performance. They should be paid a bonus and receive some percentage of the performance gains achieved through the more efficient work process. This decision ultimately resulted in problems. For example, some managers using scientific management obtained increases in performance, but rather than sharing performance gains with workers through bonuses as Taylor had advocated, they simply increased the amount of work that each worker was expected to do. Many workers experiencing the reorganized work system found that as their performance increased, managers required them to do more work for the same pay. Workers also learned that increases in performance often meant fewer jobs and a greater threat of layoffs, because fewer workers were needed. In addition, the specialized, simplified jobs were often monotonous and repetitive, and many workers became dissatisfied with their jobs. Scientific management brought many workers more hardship than gain, and left them with a distrust of managers who did not seem to care about their wellbeing. These dissatisfied workers resisted attempts to use the new scientific methods unable to inspire workers to accept the new scientific management techniques for performing tasks, some organizations increased the mechanization of the work process. For example, one reason for Henry Fords introduction of moving conveyor belts in his factory was the realization that when a conveyor belt controls the pace of work (instead of workers setting their own pace), workers can be pushed to perform at higher levels-levels that they may have thought were beyond their reach. Charlie Chaplin captured this aspect of mass production in one of the opening scenes of his famous movie, Modern Times (1936). In the film, Chaplin caricatured a new factory employee fighting to work at the machine imposed pace but losing the battle to the machine. Henry For d also used the principles of scientific management to identify the tasks that each worker should perform on the production line and thus to determine the most effective way to create a division of labour to suit the needs of a mechanized production system. From a performance perspective, the combination of the two management practices (1) achieving the right mix of worker-task specialization and (2) linking people and tasks by the speed of the production line-makes sense. It produces the huge savings in cost and huge increases in output that occur in large, organized work settings. For example, in 1908, managers at the Franklin Motor Company redesigned the work process using scientific management principles, and the output of cars increased from 100 cars a month to 45 cars a day; workers wages increased by only 90 percent, however. From other perspectives, though, scientific management practices raise many concerns. Ethics in Action: From 1908 to 1914, through trial and error, Henry Fords talented team of production managers pioneered the development of the moving conveyor belt and thus changed manufacturing practices forever. Although the technical aspects of the move to mass production were a dramatic financial success for Ford and for the millions of Americans who could now afford cars, for the workers who actually produced the cars, many human and social problems resulted. With simplification of the work process, workers grew to hate the monotony of the moving conveyor belt. By 1914, Fords car plants were experiencing huge employee turnover-often reaching levels as high as 300 or 400 percent per year as workers left because they could not handle the work-induced stress. Henry Ford recognized these problems and made an announcement: From that point on, to motivate his workforce, he would reduce the length of the workday from nine hours to eight hours, and the company would double the basic wage from US$2.50 to US$5.00 per day. This was a dramatic increase, similar to an announcement today of an overnight doubling of the minimum wage. Ford became an internationally famous figure, and the word Fordism was coined for his new approach. Fords apparent generosity was matched, however, by an intense effort to control the resources-both human and material-with which his empire was built. He employed hundreds of inspectors to check up on employees, both inside and outside his factories. In the factory, supervision was close and confining. Employees were not allowed to leave their places at the production line, and they were not permitted to talk to one another. Their job was to concentrate fully on the task at hand. Few employees could adapt to this system, and they developed ways of talking out of the sides of their mouths, like ventriloquists, and invented a form of speech that became known as the Ford Lisp. Fords obsession with control brought him into greater and greater conflict with managers, who were often fired when they disagreed with him. As a result, many talented people left Ford to join his growing rivals. Outside the workplace, Ford went so far as to establish what he called the Sociological Department to check up on how his employees lived and the ways in which they spent their time. Inspectors from this department visited the homes of employees and investigated their habits and problems. Employees who exhibited behaviours contrary to Fords standards (for instance, if they drank too much or were always in debt) were likely to be fired. Clearly, Fords effort to control his employees led him and his managers to behave in ways that today would be considered unacceptable and unethical, and in the long run would impair an organizations ability to prosper. Two prominent followers of Taylor were Frank Gilbreth (1868-1924) and Lillian Gilbreth (1878-1972), who refined Taylors analysis of work movements and made many contributions to time-and-motion study. The Gilbreths often filmed a worker performing a particular task and then separated the task actions, frame by frame, into their component movements. Their goal was to maximize the efficiency with which each individual task was performed so that gains across tasks would add up to enormous savings of time and effort. Their attempts to develop improved management principles were captured-at times quite humorously-in the movie Cheaper by the Dozen, which depicts how the Gilbreths (with their 12 children) tried to live their own lives according to these efficiency principles and apply them to daily actions such as shaving, cooking, and even raising a family. Eventually, the Gilbreths became increasingly interested in the study of fatigue. They studied how the physical characteristics of the workplace contribute to job stress that often leads to fatigue and thus poor performance. They isolated factors- such as lighting, heating, the colour of walls, and the design of tools and machines-th at result in worker fatigue. Their pioneering studies paved the way for new advances in management theory. In workshops and factories, the work of the Gilbreths, Taylor, and many others had a major effect on the practice of management. In comparison with the old crafts system, jobs in the new system were more repetitive, boring, and monotonous as a result of the application of scientific management principles, and workers became increasingly dissatisfied. Frequently, the management of work settings became a game between workers and managers: Managers tried to initiate work practices to increase performance, and workers tried to hide the true potential efficiency of the work setting in order to protect their own well-being. Administrative Management Theory: Side by side with scientific managers studying the person-task mix to increase efficiency administrative management. Organizational structure is the system of task and authority relationships. It leads that how employees use resources to achieve the organizations goals. Two to high efficiency and of the most influential views regarding the creation of efficient systems of organization effectiveness. administration were developed in Europe. Max Weber, a German professor of sociology, developed one theory. Henri Fayol, the French manager also developed a model of management in the form of certain principles, which are given as under: Fayols Principles of Management Working at the same time as Weber but independently of him, Henri Fayol (1841-1925), the CEO of Comambault Mining, identified 14 principles that he believed to be essential to increasing the efficiency of the management process. Some of the principles that Fayol outlined have faded from contemporary management practices, but most have endured. Division of Labour Job specialization and the division of labour should increase efficiency, especially if managers take steps to lessen workers boredom. Authority and Responsibility Managers have the right to give orders and the power to exhort subordinates for obedience. Unity of Command An employee should receive orders from only one superior. Line of Authority The length of the chain of command that extends from the top to the bottom of an organization should be limited. Centralization Authority should not be concentrated at the top of the chain of command. Unity of Direction The organization should have a single plan of action to guide managers and workers. Equity All organizational members are entitled to be treated with justice and respect. Order The arrangement of organizational positions should maximize organizational efficiency and provide employees with satisfying career opportunities. Initiative Managers should allow employees to be innovative and creative. Discipline Managers need to create a workforce that strives to achieve organizational goals. Remuneration of Personnel The system that managers use to reward employees should be equitable for both employees and the organization. Stability of Tenure of Personnel Long-term employees develop skills that can improve organizational efficiency. Subordination of Individual Interests to the Common Interest Employees should understand how their performance affects the performance of the whole organization. Esprit de Corps Managers should encourage the development of shared feelings of comradeship, enthusiasm, or devotion to a common cause. The principles that Fayol and Weber set forth still provide a clear and appropriate set of guidelines that managers can use to create a work setting that makes efficient and effective use of organizational resources. These principles remain the bedrock of modern management theory; recent researchers have refined or developed them to suit modern conditions. For example, Webers and Fayols concerns for equity and for establishing appropriate links between performance and reward are central themes in contemporary theories of motivation and leadership. Behavioural Management Theory: The study of how managers should behave in order to motivate employees and encourage them to perform at high levels and be committed to the achievement of organization. The behavioural management theorists writing in the first half of the twentieth century all espoused a theme that focused on how managers should personally behave in order to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. The Management Insight indicates how employees can become demoralized when managers do not treat their employees properly. The Hawthorne Studies and Human Relations might be increased through improving various characteristics of the work setting, such as job specialization or the kinds of tools workers used. One series of studies was conducted from 1924 to 1932 at the Hawthorne Works of the Western Electric Company. This research, now known as the Hawthorne studies, began as an attempt to investigate how characteristics of the work setting-specifically the level of lighting or illumination-affect worker fatigue and performance. The researchers conducted an experiment in which they systematically measured worker productivity at various levels of illumination. The experiment produced some unexpected results. The researchers found that regardless of whether they raised or lowered the level of illumination, productivity increased. In fact, productivity began to fall only when the level of illumination dropped to the level of moonlight, a level at which presumably workers could no longer see well enough to do their work efficiently. The researchers found these results puzzling and invited a noted Harvard psychologist, Elton Mayo, to help them. Subsequently, it was found that many other factors also influence worker behaviour, and it was not clear what was actually influencing the Hawthorne workers behaviour. However, this particular effective group, had deliberately adopted a norm of output restriction to protect their jobs. Workers who violated this informal production norm were subjected to sanctions by other group members. Those who violated group performance norms and performed above the norm were called ratebusters; those who performed below the norm were called chiselers. One of the main implications of the Hawthorne studies was that the behaviour of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task. Managers must understand the informal organization The system of behavioural rules and norms that workings of the informal organization, the system of behavioural rules and norms that emerge in a group, when they try to manage or change behaviour in organizations. Many studies have found that, as time passes, groups often develop emerge in a group. elaborate procedures and norms that bond members together, allowing unified action either to cooperate with management in order to raise performance or to restrict output and thwart the attainment of organizational goals. The Hawthorne studies demonstrated the importance of understanding how the feelings, thoughts, and behaviour of work-group members and managers affect performance. It was becoming increasingly clear to researche rs that understanding behaviour in organizations is a complex process that is critical to increasing performance. Indeed, organizational behaviour The study of the factors that have an the increasing interest in the area of management known as organizational behaviour, the study of the factors that have an impact on how individuals and groups respond to and act in organizations, dates from these early studies.

Essay --

Sporadic surveys during the past 25 years (Mekete and Van den Berg, 2003) indicated that several plant- parasitic nematode genera and species were associated with various crops in different areas of Ethiopia. Ac- cording to Abebe and Geraert (1995), taxonomic stud- ies of plant-parasitic nematodes in Ethiopia are almost non-existent. These authors described four known and one new species. Recently, Mekete et al. (2008) reported the presence of various species of plant-parasitic nema- todes associated with coffee from Ethiopia and gave short descriptions and light microscope photos of Scutellonema paralabiatum Siddiqi et Sharma, 1994, and Rotylenchus unisexus Sher, 1965. During 2002, an ex- tensive survey was undertaken in Ethiopia. Eight species of various nematode genera were found of which short notes are given. Four species, Rotylenchulus borealis, S. brachyurus, S. clathricaudatum and S. mag- niphasmum are new records for Ethiopia. The survey was conducted during the June-Septem- ber 2002 cropping season. Two hundred samples were collected from different agro-ecological zones through- out the southern, western and southwestern regions of the country (Fig. 1). Samples were taken at a depth of 25-30 cm with a spade around the roots of the plants. Three to five soil cores were taken at each sampling site, bulked and a sample of approximately 1 kg was taken to the laboratory for extraction of the nematodes. Nema- todes were extracted from 200 g soil sub-samples by combining the Cobb’s sieving and decanting method with a modified Baermann’s funnel method (Hooper, 1985a). Nematode specimens were then killed... ... with all the previous descriptions of the species (Sher, 1964; Van den Berg and Heyns, 1973). Scutellonema clathricaudatum Whitehead, 1959. A few specimens of this species were found associated with Acacia sp. at Wendo Genet and maize at Shoboka (Jimma). This species was originally described from cot- ton in Tanzania (Whitehead, 1959) and subsequently re- ported from various other African countries viz. Cameroon, Ivory Coast, Kenya, Mali, Mozambique, Niger, Nigeria, Senegal, Sierra Leone, South Africa, Su- dan, Uganda and Zaà ¯re (Whitehead, 1959; Sher, 1964). It has also been identified from Ghana, Guinea-Bissau, Malawi and Zambia by the first author, but this is the first report for Ethiopia. Our specimens correspond well with the original as well as subsequent descriptions of the species (Whitehead, 1959; Sher, 1964). 212

Marketing Project

The bookstore's website can be found at http://shop. Bookstore. NCSC. Du/. The online bookstore sells the same apparel found in the bookstore and offers delivery or pickup services for its products. The Go Pack online store can be found at http://kopeck. Escapologist. Com/store. CFML? Store_id=465. The Go Pack online store sells the same apparel found in the store and offers delivery services as well. Market Areas Sells To NC State basketball sells to several markets and attempts to segment their marketing.The organization concentrates its' marketing locally in the Triangle. The total market area include: The Triangle of Raleigh, Durham and Chapel Hill The Western region of North Carolina The Coastal region Of North Carolina The Piedmont region of North Carolina Major North Carolina cities such as Charlotte and Greensboro The teams' television broadcasts from the AC Network can be seen regionally across in the East Coast, in states that feature an AC school (North Carolina, South Car olina, Georgia, Florida, Virginia, etc. ) The team has over 50 radio affiliates in the state of North Carolina.All major North Carolina cities have an NC State radio affiliate, including Raleigh, Durham, Charlotte, Greensboro, Asheville, Winston-Salem and the Outer Banks area. Product/Service Being Marketed Description of Product/service The main product being marketed is tickets to NC State basketball home games. Ticket packages available to fans include: Full season tickets Lifetime seats Ledge Lounge Private Suites Champion's Club Individual game tickets Group tickets (1 5+ people) Features and Capabilities The main focus of the product is the play that occurs during the game.The entertainment at a game include: On-court performance by the team. Halftime and timeout performances by various entertainment groups. Games n the video board, such as the â€Å"Kiss Cam†. Interaction on the concourse with other fans. Food and beverage needs provided by the concession stands or ven dors. Full season ticket plans include tickets to each NC State home game, often at a cheaper price than just buying individual tickets for each game. Season ticket holders may also be eligible for special deals on the AC Tournament or NCAA Tournament tickets.Season ticket holders are automatically entered into a drawing in September in which they are eligible for prizes such as gift cards, autographed memorabilia and AC Tournament tickets. NC State offers incentives to other potential customers as well: Group tickets can be purchased at a discount off box office prices, as well as arranged seating in the same section and group recognition on the scoreboard. Other promotions for individual tickets, such as special â€Å"Black Friday' offers, vary each season. Product/Service Life Cycle The life cycle is roughly 5-6 months per year.The regular season lasts from November-March and the conference and postseason tournaments such as the NCAA Tournament and National Invitation Tournament (NIT) can extend into late March-early April. Market of Product/Service Customers for Product/Service The primary customers are the fans: Dedicated basketball fans who follow the team game to game and frequently attend games. Interested fans who follow the team during the course of the season and often attend games. Fans who are aware of the team and will occasionally attend games. Fans who follow the team, but only watch the television broadcasts of the games and rarely attend games.Fans who are aware of the team and are interested in attending games. People who are not familiar with basketball but are aware of the NC State basketball team. For racketing tickets, the team first focuses on season ticket packages, which are marketed to: Families Individuals For individual games, the organization segments the market into: Small businesses Families College students Young adults Why Product/Service Needed The NC State basketball team is a member of the famous â€Å"Tobacco Road† , a place famous for its rich tradition in basketball.With the state of North Carolina itself having a large history in the sport, basketball is a traditional pastime for the locals, who usually become fans of the respective local teams. NC State itself has an outstanding tradition in basketball, as a founding ember Of the AC and holds two national titles. The school's background in the sport provides great pride for NC State students, fans and alumni of the university and also creates a demand for basketball tickets and apparel. NC State men's basketball functions as one of two â€Å"revenue sports† at the university (the other being football).This means that the team helps the athletic department produce a profit and provide funding for smaller â€Å"non- revenue† sports, such as tennis, volleyball, soccer, etc. NC State also participates with several charitable organizations, and they focus their efforts n four core areas: Fighting cancer Fighting hunger Supporting education Why Product/Service Needed (Cone. ) Military appreciation How product/Service Used Fans present their tickets to the ticket scanner when they enter PAN Arena and make their way to their seat to enjoy the game. College basketball games are two halves long, with each half lasting twenty minutes.If the game is tied after two halves, the game enters overtime, in which the teams engage in a brief, five minute period to see who scores more points. The teams continue overtime possessions until one team outscores the other. Other entertainment is provided during timeouts, thanks to performances by the NC State pep band, dance team and cheerleaders. Halftime performances vary throughout the year, but are also provided for games. Fans can watch games on multiple high-definition television channels. Channels include ESP., ASPEN, JSPELL, and the AC Digital Network Local fans can listen to NC State basketball on the radio at 101. *Channels vary outside of the Triangle area. A full list of radio channel affiliates for various cities and towns can be found here: http://www. kopeck. Com/multimedia/football-radio-affiliates. HTML When Product/Service Bought Tickets to games can be purchased prior to and throughout the college basketball season. NC State provides 4,500 tickets for its student body. Students are not charged for tickets, but must have a valid student ID with their ticket in order to enter PAN Arena. For individual games: Tickets are on sale from early September until early March.Also dependent on if the Halfback makes a postseason tournament (NCAA or NIT). For season tickets: Season tickets must be purchased before September 15. There is no deadline to be entered into the random drawings for prizes, revived you purchase them before the September 15 deadline. If you are unable to attend a game for which you have season tickets for, NC State will allow you to transfer these tickets online to your family and friends for them to use. For group tickets: Grou p ticket packages are available for companies, school, team or any other kind of group of 15 or more people.Group ticket packages include: Discount off box office ticket prices (for select games). Block of seating in the same section (based on availability). Group recognition on the scoreboard (Optional). When Product/Service Bought (Cone. ) Customized flyers for promotion of your group outing (Optional). No individual ticket surcharge. For NCAA tournament tickets: NCAA ticket applications are first distributed to Halfback Club members Applications must be submitted by March 5 Halfback Club members have first priority on NCAA tickets, followed by the general public.Quantity limits on tickets vary based on location of sites and the current â€Å"round† Of the tournament the team is playing in (Regional, Final Four, etc. ). Product/Service position Competitors Offering Products/Services The NC State Halfback are one of four major NCAA basketball teams in the Tobacco Road† area. Duke University (Durham), Wake Forest University (Winston-Salem) and University of North Carolina-Chapel Hill are the other three. Duke and UNC-CHI are located with NC State in the Triangle area. There is also competition with three professional sport franchises who operate during NC State's basketball season.Carolina Panthers (NFG), Carolina Hurricanes (NIL) and Charlotte Bobcats (NAB) Competing Products/Services Features/Capabilities College basketball: Duke University 4 National Championships University of North Carolina-Chapel Hill 5 National Championships Wake Forest University Final Four Appearance Professional Football: Carolina Panthers 5 NFG playoff appearances 1 Super Bowl Appearance Professional basketball: Charlotte Bobcats 1 NAB playoff appearance Professional ice hockey: Carolina Hurricanes 1 Stanley Cup Championship How Competing Products/Services Different NC State has one of the largest arenas in the country for college basketball, seating 19,772 fans. PAN Ar ena also holds the record the loudest noise record for an indoor sporting event. NC State is the only college basketball team in the Triangle region that shares its arena with a professional sports team Nil's Carolina Hurricanes), making it a more attractive and modern stadium experience.Competing Products/Services Evaluations The AC is one of the nation's most well known conferences in NCAA college basketball, which means we will see several highly ranked teams playing against NC State at PAN Arena. Attending a NC State basketball game IS usually less time-consuming than attending an NFG or NIL game. PAN Arena offers a wide variety of food and beverages that can be found on the concourse. There are 3,800 parking spots at PAN Arena and nearby Carter- Finley Stadium. The parking lot opens two and half-hours prior to the start of he game as well, making parking hassle free for the most part. Compared to individual and season tickets at Duke and UNC-CHI, NC State is much more affordabl e. All Products/Seen. Ices Market Share The NC State Halfback are one of three â€Å"major† NCAA schools in the Triangle area. The next closest major team outside of the Triangle is Wake Forest, which is 104 miles away. The closest professional basketball (NAB) team is the Charlotte Bobcats, who are 164 miles away. Product/Service Marketing Channels Current Product/Service Ma reeking Channels The main marketing channels used by NC State basketball include: Television AC Digital Network WRAP Internet http://www. kopeck. Com/sports/m-bask/NCSC-m-bask-body. HTML Social Media Twitter Faceable Youth anagram Radio Billboards Online editions of the newspaper: www. Newsreader. Mom Competitor(s) Marketing Channels The main marketing tools used by the competitors of NC State basketball include: Television Social Media Magazines Newspapers (Print and Online) Venue Sponsorship Advantages/Disadvantages of Current Channels Advantages The internet is the best source for tracking the return on investment (ROI) Fans can watch highlights of the team on http://win. Pack. Com/sports/m- bask/NCSC-m-bask;body. HTML or on the team's Youth channel at HTTPS:// www. Youth. Com/channel/Soulfully-XpsnNfb2MU31UQ. Fans can visit the team website to learn about a vast amount Of information regarding the team. Fans can also purchase tickets online to see upcoming games..Television raises awareness of the team and allows fans to watch the team from their homes. All of NC State's games were aired on television this past season, including a visit from Aspen's College Someday for the UNC-CHI game. Advantages/Disadvantages of Current Channels (Cone. ) Television coverage usually includes a prename, halftime and postages show. Social media allows the coaches and players to interact with fans. Allows coaches and players to talk â€Å"with fans† instead of â€Å"at them†. Fans feel more emotionally invested with the team thanks to this personal interaction. Radio allows fans to follow games if they can't watch it on television.All basketball games are aired on radio thanks to current contract. Includes a prename and postages show. Fans can call in and ask questions/make comments about team during postages show. Billboards raise awareness of the team, make the basketball rand more recognizable. The online edition of the newspaper can be updated to show current news and final scores. Disadvantages It is difficult to quantify the ROI from television and radio. NC State basketball is not always televised on ESP. and as a result, does not receive as much exposure as larger markets. Billboards may not be as effective in the current technological age. Social media is usually used by the most dedicated fans.Players may come under criticism for making unprofessional remarks The program may alienate fans by ignoring questions on social media Those who only use the hardcopy of the newspaper will miss the most recent team news. Marketing Project The bookstore's website can be found at http://shop. Bookstore. NCSC. Du/. The online bookstore sells the same apparel found in the bookstore and offers delivery or pickup services for its products. The Go Pack online store can be found at http://kopeck. Escapologist. Com/store. CFML? Store_id=465. The Go Pack online store sells the same apparel found in the store and offers delivery services as well. Market Areas Sells To NC State basketball sells to several markets and attempts to segment their marketing.The organization concentrates its' marketing locally in the Triangle. The total market area include: The Triangle of Raleigh, Durham and Chapel Hill The Western region of North Carolina The Coastal region Of North Carolina The Piedmont region of North Carolina Major North Carolina cities such as Charlotte and Greensboro The teams' television broadcasts from the AC Network can be seen regionally across in the East Coast, in states that feature an AC school (North Carolina, South Car olina, Georgia, Florida, Virginia, etc. ) The team has over 50 radio affiliates in the state of North Carolina.All major North Carolina cities have an NC State radio affiliate, including Raleigh, Durham, Charlotte, Greensboro, Asheville, Winston-Salem and the Outer Banks area. Product/Service Being Marketed Description of Product/service The main product being marketed is tickets to NC State basketball home games. Ticket packages available to fans include: Full season tickets Lifetime seats Ledge Lounge Private Suites Champion's Club Individual game tickets Group tickets (1 5+ people) Features and Capabilities The main focus of the product is the play that occurs during the game.The entertainment at a game include: On-court performance by the team. Halftime and timeout performances by various entertainment groups. Games n the video board, such as the â€Å"Kiss Cam†. Interaction on the concourse with other fans. Food and beverage needs provided by the concession stands or ven dors. Full season ticket plans include tickets to each NC State home game, often at a cheaper price than just buying individual tickets for each game. Season ticket holders may also be eligible for special deals on the AC Tournament or NCAA Tournament tickets.Season ticket holders are automatically entered into a drawing in September in which they are eligible for prizes such as gift cards, autographed memorabilia and AC Tournament tickets. NC State offers incentives to other potential customers as well: Group tickets can be purchased at a discount off box office prices, as well as arranged seating in the same section and group recognition on the scoreboard. Other promotions for individual tickets, such as special â€Å"Black Friday' offers, vary each season. Product/Service Life Cycle The life cycle is roughly 5-6 months per year.The regular season lasts from November-March and the conference and postseason tournaments such as the NCAA Tournament and National Invitation Tournament (NIT) can extend into late March-early April. Market of Product/Service Customers for Product/Service The primary customers are the fans: Dedicated basketball fans who follow the team game to game and frequently attend games. Interested fans who follow the team during the course of the season and often attend games. Fans who are aware of the team and will occasionally attend games. Fans who follow the team, but only watch the television broadcasts of the games and rarely attend games.Fans who are aware of the team and are interested in attending games. People who are not familiar with basketball but are aware of the NC State basketball team. For racketing tickets, the team first focuses on season ticket packages, which are marketed to: Families Individuals For individual games, the organization segments the market into: Small businesses Families College students Young adults Why Product/Service Needed The NC State basketball team is a member of the famous â€Å"Tobacco Road† , a place famous for its rich tradition in basketball.With the state of North Carolina itself having a large history in the sport, basketball is a traditional pastime for the locals, who usually become fans of the respective local teams. NC State itself has an outstanding tradition in basketball, as a founding ember Of the AC and holds two national titles. The school's background in the sport provides great pride for NC State students, fans and alumni of the university and also creates a demand for basketball tickets and apparel. NC State men's basketball functions as one of two â€Å"revenue sports† at the university (the other being football).This means that the team helps the athletic department produce a profit and provide funding for smaller â€Å"non- revenue† sports, such as tennis, volleyball, soccer, etc. NC State also participates with several charitable organizations, and they focus their efforts n four core areas: Fighting cancer Fighting hunger Supporting education Why Product/Service Needed (Cone. ) Military appreciation How product/Service Used Fans present their tickets to the ticket scanner when they enter PAN Arena and make their way to their seat to enjoy the game. College basketball games are two halves long, with each half lasting twenty minutes.If the game is tied after two halves, the game enters overtime, in which the teams engage in a brief, five minute period to see who scores more points. The teams continue overtime possessions until one team outscores the other. Other entertainment is provided during timeouts, thanks to performances by the NC State pep band, dance team and cheerleaders. Halftime performances vary throughout the year, but are also provided for games. Fans can watch games on multiple high-definition television channels. Channels include ESP., ASPEN, JSPELL, and the AC Digital Network Local fans can listen to NC State basketball on the radio at 101. *Channels vary outside of the Triangle area. A full list of radio channel affiliates for various cities and towns can be found here: http://www. kopeck. Com/multimedia/football-radio-affiliates. HTML When Product/Service Bought Tickets to games can be purchased prior to and throughout the college basketball season. NC State provides 4,500 tickets for its student body. Students are not charged for tickets, but must have a valid student ID with their ticket in order to enter PAN Arena. For individual games: Tickets are on sale from early September until early March.Also dependent on if the Halfback makes a postseason tournament (NCAA or NIT). For season tickets: Season tickets must be purchased before September 15. There is no deadline to be entered into the random drawings for prizes, revived you purchase them before the September 15 deadline. If you are unable to attend a game for which you have season tickets for, NC State will allow you to transfer these tickets online to your family and friends for them to use. For group tickets: Grou p ticket packages are available for companies, school, team or any other kind of group of 15 or more people.Group ticket packages include: Discount off box office ticket prices (for select games). Block of seating in the same section (based on availability). Group recognition on the scoreboard (Optional). When Product/Service Bought (Cone. ) Customized flyers for promotion of your group outing (Optional). No individual ticket surcharge. For NCAA tournament tickets: NCAA ticket applications are first distributed to Halfback Club members Applications must be submitted by March 5 Halfback Club members have first priority on NCAA tickets, followed by the general public.Quantity limits on tickets vary based on location of sites and the current â€Å"round† Of the tournament the team is playing in (Regional, Final Four, etc. ). Product/Service position Competitors Offering Products/Services The NC State Halfback are one of four major NCAA basketball teams in the Tobacco Road† area. Duke University (Durham), Wake Forest University (Winston-Salem) and University of North Carolina-Chapel Hill are the other three. Duke and UNC-CHI are located with NC State in the Triangle area. There is also competition with three professional sport franchises who operate during NC State's basketball season.Carolina Panthers (NFG), Carolina Hurricanes (NIL) and Charlotte Bobcats (NAB) Competing Products/Services Features/Capabilities College basketball: Duke University 4 National Championships University of North Carolina-Chapel Hill 5 National Championships Wake Forest University Final Four Appearance Professional Football: Carolina Panthers 5 NFG playoff appearances 1 Super Bowl Appearance Professional basketball: Charlotte Bobcats 1 NAB playoff appearance Professional ice hockey: Carolina Hurricanes 1 Stanley Cup Championship How Competing Products/Services Different NC State has one of the largest arenas in the country for college basketball, seating 19,772 fans. PAN Ar ena also holds the record the loudest noise record for an indoor sporting event. NC State is the only college basketball team in the Triangle region that shares its arena with a professional sports team Nil's Carolina Hurricanes), making it a more attractive and modern stadium experience.Competing Products/Services Evaluations The AC is one of the nation's most well known conferences in NCAA college basketball, which means we will see several highly ranked teams playing against NC State at PAN Arena. Attending a NC State basketball game IS usually less time-consuming than attending an NFG or NIL game. PAN Arena offers a wide variety of food and beverages that can be found on the concourse. There are 3,800 parking spots at PAN Arena and nearby Carter- Finley Stadium. The parking lot opens two and half-hours prior to the start of he game as well, making parking hassle free for the most part. Compared to individual and season tickets at Duke and UNC-CHI, NC State is much more affordabl e. All Products/Seen. Ices Market Share The NC State Halfback are one of three â€Å"major† NCAA schools in the Triangle area. The next closest major team outside of the Triangle is Wake Forest, which is 104 miles away. The closest professional basketball (NAB) team is the Charlotte Bobcats, who are 164 miles away. Product/Service Marketing Channels Current Product/Service Ma reeking Channels The main marketing channels used by NC State basketball include: Television AC Digital Network WRAP Internet http://www. kopeck. Com/sports/m-bask/NCSC-m-bask-body. HTML Social Media Twitter Faceable Youth anagram Radio Billboards Online editions of the newspaper: www. Newsreader. Mom Competitor(s) Marketing Channels The main marketing tools used by the competitors of NC State basketball include: Television Social Media Magazines Newspapers (Print and Online) Venue Sponsorship Advantages/Disadvantages of Current Channels Advantages The internet is the best source for tracking the return on investment (ROI) Fans can watch highlights of the team on http://win. Pack. Com/sports/m- bask/NCSC-m-bask;body. HTML or on the team's Youth channel at HTTPS:// www. Youth. Com/channel/Soulfully-XpsnNfb2MU31UQ. Fans can visit the team website to learn about a vast amount Of information regarding the team. Fans can also purchase tickets online to see upcoming games..Television raises awareness of the team and allows fans to watch the team from their homes. All of NC State's games were aired on television this past season, including a visit from Aspen's College Someday for the UNC-CHI game. Advantages/Disadvantages of Current Channels (Cone. ) Television coverage usually includes a prename, halftime and postages show. Social media allows the coaches and players to interact with fans. Allows coaches and players to talk â€Å"with fans† instead of â€Å"at them†. Fans feel more emotionally invested with the team thanks to this personal interaction. Radio allows fans to follow games if they can't watch it on television.All basketball games are aired on radio thanks to current contract. Includes a prename and postages show. Fans can call in and ask questions/make comments about team during postages show. Billboards raise awareness of the team, make the basketball rand more recognizable. The online edition of the newspaper can be updated to show current news and final scores. Disadvantages It is difficult to quantify the ROI from television and radio. NC State basketball is not always televised on ESP. and as a result, does not receive as much exposure as larger markets. Billboards may not be as effective in the current technological age. Social media is usually used by the most dedicated fans.Players may come under criticism for making unprofessional remarks The program may alienate fans by ignoring questions on social media Those who only use the hardcopy of the newspaper will miss the most recent team news.

Rumba Dance essays

Rumba Dance essays The Rumba is a word used for a group of related musical and dance styles authentic to Cuba. It is also a genre for singing and dancing, born of an Afro-Spanish tendency, with a distinctive African mark. Its origins can be found in poor urban sites with a highly concentrated population of African descent, as well as in semi-rural areas near sugar refineries. Contrary to popular belief the rumba is completely music and has no ritual meanings. Striking an object, drums or even simple wooden boxes is how rumba music is played. This beat is accompanied by small sticks and sometimes spoons. The African contribution is rhythm. From the start, the singer begins to sing, and then the other instruments join he/she. A small stick (clave) marks the rhythm, then comes the bass drum, followed by the "quinte" (higher drum), and increasingly enriches the rhythms. There are three different types of Rumba. The first type is the Yambu. It is a slower, simpler style designed especially for older people and dancers to dance in a relaxed style. The second style is Guaguanco. It is a moderate to fast variation, especially designed for couples. It mimics the play of seduction and sexual possession. The man throws his arm or leg or pelvis in the direction of his partner, symbolically attempting to touch or sexually contact the woman. She entices him and then turns away when he reaches out. The third type is the Columbia. It is the fastest of the three styles. A single dancer who performs acrobatic and daring moves, to demonstrate their courage, strength, agility, and sense of humor, performs the Columbia. Rumba also spelled RHUMBA, ballroom dance of Afro-Cuban folk-dance origin that became internationally popular in the early 20th century. Best known for the dancers' subtle side-to-side hip movements with the torso erect, the rumba is danced with a basic pattern of two quick side steps and a slow forward step. ...