s ‘Patriarchy’ a useful concept anymore?

My personal way of defining patriarchy is a society typically dominated and control by men. Patriarchy shows us how our society functions and how it controls women, including all systems, like work place, home, religion etc, where women are formed and developed to the way men want them to be. It is the opposite of matriarchy, meaning women are the head and in control of families. This quote given by H, Hartman signifies social patriarchy, so it is not naturally suggested but socially. ‘I define patriarchy as a set of social relations which has a material base and in which there are hierarchical relations between men, and solidarity among them, which enables them to control women. [p3, H Hartman: (1982), ‘What about women? ‘; ‘Gender Inequality in Employment', 551. 04 leatures 11 and 12. ] The way in which society used to be, was that once the content of ‘patriarchy' had been established, it was used strongly in every society and in many different ways, creating sexual politics, where men were seen as the dominant sex class and the treatment of women, through this patriarchy system determined their future and success in life. The possibilities for women making choices in every aspect of their own personal life were taken away from them or where very limited because of this patriarchal control that was upon them. In the past the husband was clearly the principal negotiator, with the marriage license being the only exception, where the women would really be going into a life long commitment of serving her husband as a slave. The females main source of learning were things such as learning to spin, sew and weave, and maybe a little reading and writing. The main company that was given to them, were other females, and they lived more or less behind closed doors. The women had a separate section in the house that was located away from the other sections so that communications with males or strangers were barred. While the men when out to work, the women's role was just seen as to be looking after the house and children, and listen to their husbands. ‘The separation of home from work led to a sharper separation of male and female spheres. The world of business outside the home became a male sphere and the world of home and children became a women's one. ‘ [p366, Fulcher & Scott. (1999) Sociology] The husband's leisure and business time were of no business to the wife, domesticity cut women off from business life and public activities in general. In some society's women were degraded, they were seen as objects used for male needs and a simple tool of breeding children. ‘A woman of a particular community, caste or social-economic stratum is raped to ‘teach' that section of the society, in other words, to reproduce the hierarchical structure. ‘[http:marxists. org/archive/marx/work/1884/orgin-family/ch02d. htm]. It was in the mid-1800 when the first signs of the feminist movement came about. In 1961 it was discussed by a man named John Stuart, that the role of women is society during that time, pointing out how the patriarchy placed such an intense limit on what women could do. A time came out when evidence should the existence of a pre-industrial division of labour between men and women. However this existence contained occupational segregation, where the females worked only in female jobs and males concentrated in male jobs. ‘Middleton (1979) argued that women did carry many different agricultural tasks, but it was the men who did the high status work of plouging. ‘ [p367 Fulcher & Scott. (1999) Sociology Family and Household] Job segregation enabled males still to maintain superiority over women, because of the patriarchal relationships in paid work. The labour market urged lower wages for women, so that it would encourage them to marry and stay financial dependant on their husbands. Women were excluded from better jobs than men, to keep their primary responsibilities as the main caregiver for children and family. However in some areas of the pre-industrial society capable women who entered the labour market were forced into part-time and insecure employments, where they would be excluded from promotion. Once they married they had to leave their job, so their personal status would drop back down into the status level as they were when they started off. Also the employment of women alarmed men highly as their position of the male role of head of the household became seen as threatened, especially in the twenty century then demands for labour by women became stronger, and women would no longer be ignored. This was when the ‘family wage' became known, when the male breadwinner would support his family with his earnings, whilst the women's earning were treated as a additional source of income so that their unpaid domestic work would not be interfered with their paid work. It was not until the 1980s that these requirements changed, when recruitment practices of certain companies had referred to the Equals Opportunities Commission. The position of men was altered and the women's position underwent significant changes. More women moved into the labour market and were used less in the homes. With the changing of attitudes towards means of the production, families began to drop away from the ways and ideas of ‘male ownership' with society and the changing attitudes of women's role became stronger. Society needed women to work as men could not fill all the vacancies and they needed women to do the jobs that men would not. More opportunities for young children to go to school were given. ‘Private housekeeping is transformed into a social industry. The care and education of the children became a public affair; society looks after all children alike, whether they are legitimate or not'. [p170, Jodi Dean. (1997) Feminism and the New Democracy] Changes in women's employment have had consequences that we still do not know what will happen in a situation involving children, marriages and other important factors in ones individual life. Countries that have high birth rates now have low birth rates, due to women working. Dramatic changes have also taken place, such as divorce rates rising and single mothers increasing. Organizations themselves are re-thinking employing different work time and working practice; because number of paid work and taking care of unpaid domestic and family work has increased as men have to also help now. Females that were before at home looking after husband's mother refuse to do this now. The late twenty century patterns was going to work, leaving work on the first child, then gradually coming back to work. These females were married, where as mentioned before that in the early days, that if women worked, they had to leave the employment completely when they got married. Now there are more women in the labour force than men. Women's economic behaviour is the same as men, but still do different jobs on a lower level. Patriarchy was also found in adopting the name of their husbands after marriage, but more women are choosing to keep their maiden and have a choice of titles e. g. Ms, Miss and Mrs, so that they can retain their own identity. Also another element that changed in society which is widely appreciated now is the fact that women were able to vote which began after the First World War, which was still based on age. However the question still remains that is patriarchy still useful? I would personally argue that yes it is. One has to understand it with other concepts, with the way of how the concept of patriarchy is used. I would personally argue that some concepts of patriarchy has fad away from today society's, but overall it has not lessened, but is now being used under different forms. One form of patriarchy that can be seen as a useful concept, is entertainment given by women. Women are appreciated on their glamour. In the media women such as the ‘Spice Girls' are a role model in society because of glamour. Naked women are commonly shown e. g. in the Sun Newspaper, on page three, where as men nudity is more under the covers. This is seen as useful, as it can be forfilling entertainment for men, and women' role models are being used to put across message, such as Spice Girls putting forward the message of ‘girl power'. It can also still be useful in a relationship as men still oppress women, maybe it is something that males inherent, that men can use to impress women, such as paying when going out, walking the lady home etc. I would say it's main usefulness still lies within the family, as the family and religion are the source of many of our beliefs. Families and religion can be the most powerful sets of shaping one's personality and future. This is important as it is given to us from our primary experiences of family life. It is believed that for a family to work it needs to be organized within a set of rules and belief's. These still mainly come from the main positional power, which is mainly the role of the father. The rules and beliefs are expected to be practiced in order to keep a family together. ‘The key to survival and success for the children in the family system, or the underlying incentives and rewards, is to please the father or, in it's modern form, please the parents, and obtaining their attention and/or approval. [http://www. 2. warwick. ac. uk/fac/soc/siology/researh. htm] In some religions and cultures it is seen as a useful concept, for example Islam, because some elements are practice to protects women and their dignity. Their rules come from the Holy Qur'an, which Muslims obey by not only because they have to, but also because they believe it has been given to them to help guide them and protect them from the dangers of life, one example, adultery. However some may not see it as useful, as facts have shown that the top politicians and scientists are men. Work hours still have had seen to be problems for women. In Britain inequality is illegal but still is happening in other parts of the country, and men still oppress women. Sometimes society promotes sex- stereotyped roles themselves when it is unnecessary, for example in some cultures there is more of a celebration when a baby boy is born, or when children are a bit older society places them into their sex roles, e. . to praise them we say things like â€Å"that's pretty for a good girl† or to a boy it is said † you do that like a girl†, or â€Å"boys don't cry†. We are teaching girls to be feminine, and boys are taught to be masculine, by being tough and insensitive. My conclusion to this essay from reviewing the facts I have gained, is that patriarchy is seen more as useful concept in society today despite the negative elements. I would personally say that women today still depend on certain patriarchal concepts to enable them to gain security within their lives, however this is not true for everyone. During this essay I have covered a range of topics to with patriarchy. In my essay I have concentrated on four aspects, I have defined the term ‘patriarchy'; I have talked about how society was how society has changed, and discussed if patriarchy still is a useful concept. I have produced this with relevant evidence in a form of quotes.

Interpersonal Violence

Violence can be defined as an assault or application of physical force of other person to exploit or hurt others (Encarta, 2007). Violence often illustrates injury to other persons that is usually intentional, and emotionally or verbally insulting to others. â€Å"Clinical associates† of violent behavior are recognized, but the fundamental mechanisms are not yet well understood, such as mechanisms involving intricate interaction between perinatal and prenatal environmental factors, genes, and rearing conditions.According to recent studies, violent behavior is heterogeneous, meaning; hasty works of violence differ in managements, methods, and origin (The Journal†¦, 1999). There have been studies in molecular genetics that indicates that neurotransmitter regulation observed through the use of brain imaging methods might be the one affecting violent behaviors. It is also said that increasing evidence indicates harmony between suicidal behavior and neurobiology of violence. A ccording to the Journal of Neuropsychiatry and Clinical Neurosciences:In the United States, homicide accounts for approximately 20,000 deaths annually and a victimization survey estimated that approximately 4. 2 violent crimes (assaults, robberies, and rapes) occur annually for each 100 persons older than 12 years, while another survey of the general adult population found a 3. 7% annual rate of self reported violent behavior against other persons, and thus, violent crime and violent behavior in general cause a major public health problem (p. 307).According to studies conducted, cultural and societal factors have a significant role in the growth of violent behaviors, however, these environmental factors shows different reactions in different persons. Base on studies, personality disorders, major mental disorders, substance used, and other disorders add to the intensity of human violence, however, recent evidence directs to neurobiological mechanisms influence the control and develop ment of violent behaviors (The Journal†¦, 1999).â€Å"Substance use sickness† such as the utilization of alcohol and drugs perform a great part in suicides and violent or aggressive behaviors. Disorders in personality, specifically the â€Å"borderline personality disorder† and the â€Å"antisocial personality†, are commonly displayed by violent behaviors, and a part of violent acts happening in the society are due to persons identified with extreme mental disorders like schizophrenia or mood disorders.Many hormones and neurotransmitters such as opiods, steroids, vasopressin, and other substances are concerned in the moderation of violent behaviors. Gender is also predicts suicide and violent behaviors because base on surveys, it is generally known that males are the major perpetrators of aggressiveness and violence The Journal†¦, 1999). Also, based on some studies, gender difference in aggressiveness starts to mature in preschool years and is fully ex pressed by puberty due to societal causes including child rearing practices.Violence can be reduced, prevented, and treated in many ways or methods and some of these are: improvements in the perinatal and prenatal care and avoidance of head injuries, caring and treating manic and schizophrenic patients and focusing on the treatment and diagnosis of frequent substance use disorders, and strong adherence to treatment and medication and monitoring of patients with major mental disorders who have a record of violence after discontinuing their treatment or medication (The Journal†¦, 1999).Years of studies have brought understanding and progress in the neurobiology of science, and it has been maximized by several contributions in brain imaging and molecular genetics. And with the extreme understanding of neurobiology, harmony or unity between suicide and violence can be clearly viewed. References Encarta. (n. d. ). Violence. Retrieved December 15, 2007, from http://encarta. msn. com/ encyclopedia_761585330/Violence. html The Journal of Neuropsychiatry and Clinical Neurosciences. (1999). The Neurobiology of Violence: An Update. Retrieved December 15, 2007, from http://neuro. psychiatryonline. org/cgi/reprint/11/3/307. pdf

Professionalism. As A NonCommissioned Officer, Leader, what it means Essay

Professionalism. As A NonCommissioned Officer, Leader, what it means to be professional, and why we should always be professional as Leaders of Soldiers. What Professionalism mean to me as a Leaders - Essay Example NCOs have the skills to carry out special trainings to correct emerging weaknesses. NCOs train soldiers, so that they are prepared to conduct their responsibilities and duties and can also lead their people. Indeed, Noncommissioned officers make noncommissioned officers. NCOs know how to identify future leaders and help train the latter to be effective leaders too. Furthermore, NCOs are supposed to be the yardsticks for their men’s own performances. They are leaders by model; they act with the direct intent of influencing the behavior and attitudes of their men. Professionalism is also about taking care of the welfare of our soldiers. NCOs ensure the Soldier is taken care of and is mentally and physically gifted to defend this country. NCOs help soldiers deal with both professional and personal problems, so that these problems will not lead to one another or reinforce each other. NCOs educate soldiers about existing benefits and services for themselves and their families, because these can assist them in focusing on their missions. Professional noncommissioned officers understand that their jobs are not limited to that defined by the Military Occupational Specialty. They understand that as members of the volunteer force, they are ready to take initiative and apply themselves in situations that are not clearly defined by their original duties and responsibilities. They know that they are on duty all the time. The clock does not impact professional soldiers; they are on call all the time. Thus, professional NCOs know by heart that there are no permanent schedules and only the call of duty

The dangers that police officers face in rural areas due to the lack Research Paper

The dangers that police officers face in rural areas due to the lack of back up or riding partners - Research Paper Example The personal safety and security of a rural police officer is a cause of stress to the police fraternity, as they are faced with isolation that poses great danger. The back- up required by an urban police officer is met with, almost instantly. Whenever the need arises, the urban police officer is assured of back-up within minutes. The same is not in the case of their rural counterparts because at most times there is the danger that relief comes when it is too late. In most cases it sometimes takes more than an hour to get help from back-up forces. This leads to stress on the part of the rural police officer even when they have to handle seemingly easy cases of domestic violence or auto crashes. A good example of this was an incident that took place on March 31st 1989, where help did not arrive in time and Maine State Police Detective Giles Landry was shot and killed after he responded to a call regarding a domestic dispute in a secluded spot in a rural area. When inspector Landry arrived at the scene of the crime, the suspects girlfriend made a beeline to the passenger seat of the detective’s patrol car, giving the suspect reason to believe that Detective Landry was indeed her lover because he was in an unmarked police car and moreover alone. The suspect had slowly approached the vehicle from the rear- end and shot at Landry twice through the window at the back, with a Ruger .44 caliber rifle, hitting Detective Giles Landry in the head, putting an end to him instantly. Immediately after this, the suspect shot at his girlfriend killing her on the spot and soon after that committed suicide himself. The detective officer had left behind a wife and their two children. There are countless such cases taking place especially in the rural areas, where unsuspecting police personnel are at the mercy of dangerous criminals. Such a dangerous situation could have been averted had the officer

Assignment for Business Integration Example | Topics and Well Written Essays - 2000 words

For Business Integration - Assignment Example If the employee productivity is at its highest level then the company would be beneficial after all. So every company should take care that every employee of the company is highly motivated so that they can provide their full effort. If an employee becomes demoralized then he can’t provide his 100% effort for the company as well as the employee can leave the organization, which is in turn the loss of the organization itself. Some researchers have stated some theories, following these principles the company management can make sure that the employees are well motivated. This report is an attempt to analyze the Hertzberg’s factor theories which influence the employees’ motivation positively and thereby suggesting some ways to improving the performance of the team members. Hertzberg’s Factor Theories Among the motivational theories presented by certain researchers the factor theories of Professor Frederick Herzberg is an important one. The motivation- hygiene theory of Herzberg was presented in three volumes. In the year 1959 it was first stated by Him. After that the theory was elaborated by him and at present the theory is applied by many organizations. The research about the motivation to work had two hypotheses. These are as follows The factors which are causing positive attitudes among the employees which affected their performance and the factors which are causing negative attitudes among the employees are different. The factors which affect the performance of the employees or personally differs for the job events which are extended over long term than the job events which are of short duration. From the research outcomes the factors which leading to job satisfaction and the factors which leading to job dissatisfaction are specified and thus it became the part of the theory. There are five factors of job satisfaction recognized by the researcher. These are the work of the employee (Is it challenging or not), the verbal recognition , the responsibility in the organization, the achievement and the promotion of the employee in the organization. If these five things are present in the organization then the basic needs of the employee will be satisfied and the employee would be able to produce an improved performance. On the other hand there are also certain factors which lead to the job dissatisfaction of the employees. These factors are the policy of the company and the practice of the administration, the working conditions, the interpersonal relations between the employees and especially with the supervisor, the technical quality of the supervisor, job security and remuneration. These factors are represented by Herzberg as the hygiene factors. Herzberg argued that when these hygiene factors are appropriately provided by the company management then the dissatisfaction of the employees is removed and performance of the employee get improved to a certain point. But providing only these factors don’t ensure the performance to the high level which is possible potentially. Regarding the human motivation Herzberg said that human being has two kinds of needs. One is the basic needs (life security, hunger, pain etc) and the other need is of psychological growth. Herzberg emphasized that there are need of motivators in the company as the employees who are the hygiene seekers are motivated only for a short term. They need external

Discussion On Non-cargo Claims Case Study Example | Topics and Well Written Essays - 1500 words

Discussion On Non-cargo Claims - Case Study Example Loading and unloading of cargoes in piers must be fast and efficient. Parties who cause the slow pace of the turn-over of those goods do not contribute to the smooth movement of harbor activities and must be penalized. Imposing the sanctions will be an incentive for shippers, consigners, and other parties to make use of port facilities and equipment with the needed efficiency especially within the context of global modernization. Cargo owners are therefore charged with the duty to see the expeditious and orderly loading and unloading of their merchandise and are liable to pay demurrage for any delay in that connection. The payment of such demurrage may not be imposed only in cases of fortuitous or unforeseen events and force majeure or in instances where the guilty party is the carrier which includes its ship captain or master. (Becerra, Robert J. THE DEMURRAGE DILEMMA. December 24, 2007. ShippingDigest. [internet]). In the case at bar, the guilty party is the master of Flying Dustma n and his accountability to compensate for the damage is solidary with the owner of the ship. Horatio has thus nothing to do with the demurrage. It must be importantly noted that the contract between O and Horatio is one of voyage charter where the legal obligations are the burden of the carrier or the shipowner. These accountabilities cover the men and crew of the vessel including the master or the captain. (Compare and contrast the duties, responsibilities, and liabilities of the charterer towards the shipowner under both time and voyage charter parties. LAW ESSAYS UK. the law essay website. [internet]) The execution of the LOF with SCOPIC appurtenant to the Flying Dustman relating to both salvage contractors Pugwash and Saviour does not have any bearing on the possible controversy because the vessel to be salvaged, Flying Dustman, or O, its owner, evidently failed to provide the initial security required by No. 4 of the SCOPIC CLAUSE of SCOPIC 2007 within two working or office da ys from the time that the said SCOPIC CLAUSE was invoked. (SCOPIC CLAUSE. SCOPIC 2007. [internet]) Under this set of facts, Pugwash and Saviour, may opt or choose not to apply the provisions of the said SCOPIC CLAUSE in its totality and may instead go back to the provisions of any subsisting contract in conjunction with Article 14 of the International Convention on Salvage, 1989 (also herein referred to as Convention for brevity) which defines, delineates and enumerates the terms of a special compensation available to salvors or salvage contractors. (Article 14. Special compensation. Chapter III RIGHTS OF SALVORS. International Convention on Salvage, 1989. Admiralty and Maritime Law Guide. International Conventions. [internet]) The rights of the salvors are clearly outlined in the above-cited Convention. At this juncture, it has to be mentioned that the parties are all citizens or subjects of states parties which are likewise members of the International Maritime Organization. The l atter enacted the Convention. The states parties involved are the United States from where the cargoes came and the United Kingdom because of its territory Monserrat where the goods are to be delivered.

Gentiva Health Services assignment Essay Example | Topics and Well Written Essays - 750 words

Gentiva Health Services assignment - Essay Example The adoption of differential costing would greatly help the company. Differential costing helps evaluate the difference in total costs and expected revenue. This information is necessary in choosing where to invest or not to invest. In addition, it will help evaluate the incremental benefits resulting from an acquisition or a disposition. In a situation when the company requires closing down a new firm, the company would be able to weigh the detrimental costs likely to occur as a result of the closure. Gentiva is on the verge of making several decisions to remain relevant and stable in the current economic demands. Since differential costs involve the assessment of costs and revenues arising as a result of taking a given alternative, the company needs to employ the method to reach the best decisions. In turn, the company will be able to cope with the proposed law to cut health services and hospice care.The effects of the health care reform on the providers of health services are clea rly evident. The reform requires that costs of health services be reduced by at least 3.5% every year.   This implies reduced returns for services offered by Medicare companies. Due to the health services reform, Gentiva is on the move to diversify its operations. The company aims at capitalizing on the provision of Medicare services to the robust ageing American population. Chances are high that there will be several incidences of disease with the ageing population. Other likely effects include employment lay-offs.

Megacities in Asia - Tokyo Assignment Example | Topics and Well Written Essays - 250 words

Megacities in Asia - Tokyo - Assignment Example This meant building high rise buildings to offer office space for increased business. Though this was faced with frequent cases on sunshine rights, the government was able to move the communities out of the city to suburbs by buying the land in central Tokyo (Sorensen 2003, p527). The rapid growing population meant more commutes per day. The government developed subways, overpasses and wide roads across the city to ease transport. As busy as the city is, traffic was a major factor. The solution to this problem was an understanding between the government, developers and the general public on the need to develop the city. Any chance of creating pace in Tokyo is deemed important since there is more demand for offices and residential houses. The model used in Tokyo can be applied in other cities in Asia. This is because sacrifice is inevitable for development. However, this should be done in consultation with stakeholders to avoid conflicts between developers and the public. Asian cities are marred by poor urban planning that lead to chaos in terms of traffic and residential

Quick Loan Business Essay Example | Topics and Well Written Essays - 750 words

Quick Loan Business - Essay Example The requirements for taking out a payday loan are very easy. Therefore, it is very likely for any individual to take out the payday loans so long as one has a bank account, some form of income such as benefits like social security as well as a legal form of identification. This kind of loan assists people in coping with the expenses that come in between their paycheck (Bartlett, 2009. A payday loan is very important both to the borrower and to the lender. This is because as long as the borrower has a bank account, the loan can be available. Even if the borrower had been declared bankrupt in the past, or had been having a bad credit history, the individual is in a position to acquire a payday loan. This is in contrast with other lending companies which cannot give a loan to individuals with bad credit history as well as to people who are bankrupt. This means that the borrower needs not to worry about accessing payday loan. The author says that payday loans are taken very quickly. This is because of the low requirements that are needed to acquire the loan as well as their design for the short time. The author says that the payday loan can be available within 24 hours after application, even if some companies make the funds available in just a couple of hours. This means that the choices are great if the borrower needs the money quickly. The money can be available instantly if the borrower has the unexpected expense (Francis, 2009). Payday lenders offer small amounts of money which is in contrast with other lending companies whereby they put an upper limit on how much an individual can borrow. As the author puts it, the limit means that the borrower cannot borrow more than what an individual can be able to pay. The author explains that the borrower cannot get into more debts as part of the procedure Lawrence & Elliehausen, 2008).

Press release assignment Essay Example | Topics and Well Written Essays - 750 words

Press release assignment - Essay Example That is a key element in a successful press release. Another key element is to talk up why both companies are good for one another, how do the two companies complement each other? You need to indicate the similarities they have but also how is each the missing piece of the puzzle for the other. The final element is to tell shareholders how this will effect their bottomline. The reason people invest money in companies is because they want a return on their profit. Shareholders want to know how much money will they make from this? If all of this can be done, the deal will probably be approved. It is important to remember that how the deal is reflected in the press can have a direct influence on the price of the companies shares. Most investors get much of their information from reading business journals and newspapers. They care what reporters and analysts think. The key message from such press releases is to be very positive. Examples: Dow Jones- New Corp. http://www.scribd.com/doc/219699/Official-Dow-JonesNews-Corp-Merger-Press-Release HP – Compaq http://www.hp.com/hpinfo/newsroom/press/2001/010904a.html Avaya – Silver Lake http://www.avaya.com/gcm/master-usa/en-us/corporate/pressroom/pressreleases/2007/pr-070604a.htm Intel – McAfee http://newsroom.intel.com/community/intel_newsroom/blog/2010/08/19/intel-to-acquire-mcafee Question 2 Write the press release. 350 words. Press Release For immediate Release: 12th January 2011 BHP Billiton to acquire Anadarko Petroleum for $10 billion. BHP Billiton and Anadarko Petroleum today announced that they have entered into a clear and unambigious agreement under which BHP Billiton will purchase Anadarko Petroleum shares at a price of $55.90 per share of Anadarko Petroleum common stock in cash. The transaction has been approved by both BHP and Anadarko Petroleum boards of directors. It will be a boon to investors. The combination of BHP’s global scale and financial strength with Anadarko Petroleum excellent management and oil fields will certainly enh ance BHP’s ability to participate more aggressively in the oil and gas markets. Anadarko Petroleum's natural gas fields are particularly appealing as this is a fast growing sector of the energy market. This is truly a great deal. Anadarko Petroleum is one of the finest companies out there. â€Å"Anadarko Petroleum's innovative gas-capturing technology is ideal to expand BHP’s profit in this sector,† said Joe Davids, CEO of BHP Billiton. â€Å"This is going to be an excellent deal for everyone involved. Throughout the negotiations we have had the best interests of shareholders in mind.† The merger will happen soon, he said, and much of Anadarko's staff will join BHP. The new head office will be BHP's current office. The new company will be called BHP Billiton. Most of Anadarko's management will be kept on. The new company will work quickly to develop new plans and seize on new opportunities. â€Å"BHP is a world leader in so many sectors,† said J.D. McDade, CEO of Anadarko Petroleum. â€Å"It is a true pleasure to join them on this remarkable adventure. We are happy to join the BHP family. The best is yet to come.† Under the terms of the acquisition, Anadarko Petroleum stockholders will receive $55.90 in cash for each share of Anadarko Petroleum common stock that they hold at the closing of the deal. The acquisition is subject to customary closing conditions, including and not limited to the receipt of domestic and foreign regulatory approvals and the approval of Anadarko Petroleum's stockholders. There are a number of pro forma regulatory conditions which must be met. Due diligence must be completed. The transaction is expected to close during BHP’

Shrek Media Essay Example for Free

Shrek Media Essay Handsome princes and beautiful princess are things you expect to see in a fairytale. Shrek is a huge exception; it is not your average traditional fairytale. The things that make it unlike any other fairytale are its unique characters, the plot, language and music. Shrek includes plenty of familiar fairy tale faces popping up along the way and even more humour. In this essay I will be discussing how the makers of Shrek use presentational devices to reverse and represent the traditional fairytale. Firstly, the main character of this fairytale is an ogre, Shrek. Shrek, however, is not the usual ugly, smelly, cruel, threatening ogre. Although he may be ugly, and even a bit smelly he is kind, sensitive and has a heart of gold. He is simply misunderstood. The makers of Shrek manage to make Shrek sympathetic and easy to warm to. We see that Shrek is actually lonely and no one will give him a chance because he is ugly and they assume he is this horrendous creature. Another example is Princess Fiona. The usual fairytale princess is beautiful, sweet, kind and gentle. This princess is strong and feisty. Shes assertive and perfectly capable of fighting her own battles. Princesses hang around and wait to be saved, and then let things be done for them. Princess Fiona makes it clear that she is perfectly manageable. Lord Farquaad is another example. A conventional Prince/King is tall, handsome, heroic and kind. This is everything Lord Farquaad isnt, he is lacking in height, scheming and not at all heroic. These characters all go against what a traditional fairy tale would. This is one type of role reversal in the film. Shrek follows a the story of an large but friendly ogre who only wants to lead a peaceful life except he cant because his swamp has been filled with fairy tale creatures that have been banished to there by the short and cruel Lord Farquaad. In order to have all the creatures back where they belong, Shrek must rescue a beautiful young princess who shall become Farquaads bride; in order for him to own the whole kingdom. Shrek agrees to do so, and pairs up with Donkey, a witty mule who talks too much, to complete the quest. All goes well until Shrek begins to fall in love with Princess Fiona. The princess herself turns out to have many hidden talents and secrets. The narrative in itself tells us that this is different from an ordinary fairy tale but also things like exaggeration, incongruity and role reversal tell us this. In the opening scene Shrek is brushing his teeth, he smiles into the mirror and it cracks, he farts in the pond and a dead fish floats up, these are examples of exaggeration.. The language used is not suitable for fairytales, modern language is used and even though there are no rude words actually said, you know they were about to before an interruption. For instance in the opening scene where Shrek flushes the toilet at the same time that he says the word. Parodies make fun of another piece of art by mocking it. The parody is an imitation of the original, but exaggerating it, showing cliches which have been used, to make the original look ridiculous. The scene where Lord Farquaad has to pick which princess he would like to marry via selections put forth by a stolen Magic Mirror is a reference to Dating Game. In one scene, Fiona sings to the birds and accidentally kills one by singing in an extremely high-pitched tone. This is a parody of Disney princesses, who are often shown singing with woodland creatures such as birds. In Shreks swamp, when all the fairytale creatures are there, Papa Bear and Baby Bear are present, and later on we see that she has been turned into a rug. Throughout Shrek, the music is modern rock/pop. The songs used are to be easily recognised by most people. All these things help make Shrek unique, but the computer animations contribute towards the freedom of the cartoons. They are able to anything, therefore imagination and creativity is used well to take advantage of this. In the scene that Shrek, Fiona and Donkey bump into Robin Hood and his men in the woods role reversal is used. Instead of Shrek fighting off the merry men it is Fiona who does all the fighting single-handed. This is also exaggeration, as she takes on all of the men alone. Fiona jumps into the air and freezes in place; the camera hovers around her, giving her time to adjust her hair, before she finishes off two attackers in normal time. This is a reference to the movie The Matrix. This is also an example of incongruity. In this scene, Friar Tuck plays the accordion. When Robin Hood attempts to rescue Princess Fiona the background music changes to a fast jig. When Friar Tuck is knocked out the background music stops immediately. The camera looks down on the merry men from above where Fiona is stood, making them seem smaller and weaker. In conclusion, I think that the makers of Shrek used presentational devises well to reverse the traditional fairytale. Shrek is like the modern day fairytale. It is made unique because the usual stereotypes are reversed; the music is modern, as is the language. Although it is very different from other fairytales it still falls in the category and ends with the familiar happily ever after.

Theoretical Foundations of Human Relations Essay Example for Free

Theoretical Foundations of Human Relations Essay Section One: Increasingly there is economic interdependency among nations. A global communications network, like a gigantic central nervous system, links every nation of the earth. As ideas, information, and technology are exchanged, cultures merge and adapt to one another. Throughout the world, people dress more alike than ever before. Cities of the world share much in common—police, luxury hotels, traffic, stores, banks, pollution. Thus, as the peoples of the world come together, we witness what some describe as an emerging world culture. According to Herbst, there are several American companies that actually employ oversees workers without thinking of the said individuals’ needs as foreign nationals in the country. Moreover, the situation of the said workers become devastatingly disturbing with regards the evaluation on how American companies treat their workers whether natives of the country or not. With the promise to give due payment for the job of the employees, such employers hold payment for the work visas of their workers, thus forfeiting the issues related with the contract signed by them and their employees as well.   Likely though, it could be observed that such greed has increased the possibility of employees living their work or suing their employers at court with demand of the rightful amount of salary which they believe they are due. The increase of such incidents in the American market however had been reportedly committed by immigrants themselves. Such immigrants who are able o establish their own business in the country and are aiming to earn more than what they are supposed to earn likely make possibilities in stealing from their employees. Negatively, this results to a more devastating situation that is increasingly disturbing within the American society. Understandably, the said situation could still be fixed through educating the said entrepreneurs with regards the laws and ethics of human resource management. Through this, the problem could be resolved thus giving justice to the business and the workers of the organization as well. Nevertheless, while peoples and cultures intermingle, clearly not all see one another as brothers. â€Å"Everyone’s quick to blame the alien,† wrote a Greek playwright over 2,000 years ago. Sadly, the same is true today. The evidence is no farther away than newspaper reports of bigotry, hatred of foreigners, â€Å"ethnic cleansing,† racial strife, religious riots, massacre of civilians, killing fields, rape camps, torture, or genocide. Of course, most people can do little or nothing to change the course of ethnic conflicts. People may not even be directly affected by them. For many of us, however, problems come from a lack of communication with the foreigners with whom we come into contact—neighbors, workmates, or schoolmates. Does it not seem odd that people of differing ethnic groups so often find it difficult to trust and appreciate one another? After all, the Earth is a planet of enormous diversity, endless variety. Most of the people appreciate the rich variety of food, music, and color as well as the many kinds of plants, birds, and animals. Somehow, appreciation of variety does not always carry over to people who do not think and act in the same way that others do. Instead of looking at the positive aspects of diversity among peoples, many tend to focus on the differences and make them a point of contention. Certainly, living in a world that is governed with diversity, it could be expected that in the workplace, diversity itself is also present and thus cannot be avoided. Many workers refer to this hardship as the common source of many conflicts within the working area. Hence, the performance of the employees is then directly affected. Impossible as it may have seemed, diversity within the workplace has still been referred to by many modern business enthusiasts as assets of the organization. How could this be possible? What is Diversity?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Diversity, when referred to in business terms may mean a lot of things. An organization’s workforce may be referred to as diverse for many reasons as well. Diversity may occur because of the differences of opinion because of the differences in personality, in age, in educational attainment, in status in life and even in culture. Mostly, as observed on different business companies, the main reason of such diversity is the existence of a much distinct group of races making up a single workforce for a company.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   How could all these happen? As mentioned in the introduction, many people have already transferred from place to place and a lot of those people, the so-called immigrants, have already decided to stay and work on the foreign lands they have gone to. Hence, the main effect of this social move on achieving success on other places, the employment of the multicultural population has been the resort to supporting the lives of the said immigrants. Hence, the workforce of every company making up the business industries are at times having the same worries on how to face the challenge of dealing with and managing people who are widely different from each other. Section Two:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As mentioned earlier, management of a diverse workforce has been one of the biggest problems that concern the human resources department of any type of company present in the business industries. Hence, it is just reasonable to say that at some points, some management teams may find it a difficult task as well. However, the author, John riddle says otherwise. According to him, â€Å"these are all factors of management that should be considered by good managers even before entering an organization† (113). Hence, this definitely means that avoiding diversity in the workforce may be impossible but giving a resolution to it is not that impossible. After all, there is still a common ground among the working force of each company no matter how diverse they may be it is that they are humans, which makes them capable of being dealt with and managed well. To add to the implication of the procedures, the reading entitled â€Å"CURRENT PSYCHOTHERAPIE, INCREASING MULTICULTURAL UNDERSTANDING: A COMPREHENSIVE MODEL AND DOUGLAS MCGREGOR, REVISITED: MANAGING THE HUMAN SIDE OF THE ENTERPRISES†, the author further mentions that human relations could be enhanced through the psychology of human relations. This means that the psychological approach in understanding human connections actually helps in understanding why and how people are able to relate to each other.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In this regard, John Riddle has suggested several points of consideration when dealing with such business problems. In general terms, he summarized the ways by which a good manager could handle the difficulties of dealing with a diverse workforce.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The said suggestions are as follows: Concentrate on the strengths of the employees. When a manager discovers the tasks where the employees usually excel in, they should be assigned to them as they are expected to be more productive on those fields of the job. Understand the abilities and the potential of each employee present in the organization. These potential assets of the employees could as well be used by the company itself in aiming for the goals that it has set up for the future. Allow communication lines t be open at all times. It is very important for managers to be good listeners. The ability of hearing what the employees want form the company as well as to how they could be of bigger help to the organization could be used as a resource of ideas for the company as well. Make the employees feel that they too have a sense of authority in the company. However, this type of authority should not overstep that of the administration’s. It should be clear that this authority could only be exercised at specific times and places when it is permitted. This may often refer to an ‘open door’ policy that deals with an easier type of agreement between the employees, which could give them a chance to affect how the organization is being managed. They are then allowed to give suggestions; however, no suggestions are implemented unless approved by the administration. Make sure that all employees understand the business goals and objectives. It should always be remembered that a well-informed employee, whether young or old, is a productive employee. A manager should always remember that he is supervising people with feelings who are valuable members of the organization, hence, treating them with great respect at all times no matter what culture they come from is one of the most important virtue any manager could post as an example for his colleagues. Treating everyone fairly and sensitively is the key to creating a fine working environment. It should be remembered that because of the different clutters of the people, they all have different preferences; they have different personal obligations and other more. Considering the fact that dealing with multicultural workforce also involve dealing with their differences of belief, a manager could as well consider fairness at all times to be able to set a common ground for everyone else in the organization. Keep everyone else busy and going all the time. Feeling one’s worth is usually measured on the things they are able to do for the organization in a day. In this manner, it could be said that regardless of one’s difference from the others, being able to do something for the company and being of worth to the organization makes an employee feel that even though there are differences, he still belongs to the organization he is working for. Keep employees informed of the ins and outs of the organization. Keeping employees in the dark when some changes within the organization arise may give them the notion that they are not given importance by the administration of the company. Acknowledge the employees’ efforts, years of work, talent, creativity and good job attributes. Doing so would help everyone else strive for the best while they are working in the company. It could be noticed that the suggestions listed in here are general. Putting these suggestions into good use have mostly caused several companies to achieve unity beyond diversity in their own much diverse workforces. Hence, as Jones commented in his book â€Å"Contemporary Management†, â€Å"diversity is a normal part of modern management. Being globally distinct, it could not be avoided that dealing with different people everyday is a challenge to the modern managers today† (180). Section Three:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The certainties of dealing with diverse people in the workforce are around ninety-nine percent. Considering that we are living in a culturally diverse society, it could be argued that a diverse workforce is indeed a challenge to many business managers today. However, at first, this fact may seem a big problem, on the other hand, if the managers are able to see the common ground of everyone else, which is being human, the said managers would recognize the possibility of making diversity a source of further progress for the company. Mixing up the talents and the abilities of the employees for the goal of the organization would surely help the company reach its peak potential. True, many businessmen around the world today are open to the idea of sharing their business programs with people from other races. Because of the advancement of technology, the said business systems have been made possible to exist between business enthusiasts who belong to different respective cultures.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To others, this step in modern business is usually referred to as one of the most prevalent risks taken by business companies today. Although, to those who have been able to succeed in a highly culturally diverse business environment, the system of involving different races within an organization system had brought them so much challenge to improve and thus further develop their company’s competency within the business world.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   True, the challenges in making certain business systems possible is really not that easy to face. Both the risks of dealing with different people having different individualities as well as diverse cultural preferences are real challenges that must be considered carefully by any business founder. Yet, taking the necessary steps and adjustments in attaining success from the said business system is indeed most rewarding in the end. â€Å"Putting up any business is taking on a big risk†, indeed, controlling a business organization as well as the people making it up is a big challenge for anyone trying to enter the business industries. Although there is the information technology to help out in the process of business expansion, meeting people’s needs from different countries and cultures is always an issue in putting up any business which is expected to become known worldwide.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Indeed, it is no joke to take such a kid of challenge. But with the use of rightful reasoning and open-mindedness, the challenge of meeting people’s needs amidst their differences could be taken by anyone who is determined in making it to the business world. True, it does take so much effort, time and even research to really be able to become successful in this kind of business venture. But the ability to adjust one’s self for others as well as for the organization’s sake is considered a key reason why many who strongly believe in this system of diverse business environment survive the challenges. The Need to Communicate to Eliminate Issues of Differences   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Communication is an important factor that makes a particular organization revolves around the cycle of success. It is one particular element that naturally makes the connection between the individual members of the organization possible. However, it is only through an effective use of communication shall it be noted as a prospect source of success for an organization. Without the effective use of the said factor of organizational connection, it could be observed that the organization would have a hard time following the success system that communication itself offers. What are the measures of both the positivity and the negativity of the usage of communication in organizational arrangements? How does this particular element of success affect the behavior of the members in a certain business organization? These questions shall be carried on through the discussions presented within the paragraphs that follow.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The interpersonal connection that communication particularly creates between people around the organizations actually creates the environment that the said groups of people are supposed to work in. there are particularly five major areas with which communication is particularly involved in the progressive process of the organizations in business: Communicating for the sake of passing information There is a need for constant passing of information especially for organizational members. The idea is that the regular way of people communicating with each other would indeed keep the organization unified and intact for the sake of continuous business progress. Communicating for organizational update on progress Whatever the company deals with, the members should know of all of them. This is for the sake of the establishment of trust among the employees as well as the organization’s administration section. It is through the application of regular communication that the progress reports could be utilized to motivate the other members of the organization. Communication for motivational purposes As mentioned earlier, there is a specific need for the people of the organization to take specific steps in being able to perform well for the sake of organization’s progress. To be able to come to a meeting point between the administrators and the employees, it is then necessary to take advantage of communication. Through the open line of communication that exists between the two said parties, it is then obvious that the changes could be given chances of being fulfilled as both sides of opinions are already able to relate to each other’s needs and expectations form the organization as well as form each other. Communication for the sake of advancement as an organization It is necessary that there exists an open line of communication between all the people making up the organization because of the fact that much of the progress procedures would rely on the ways that govern the ways by which the said people are able to connect with each other through speaking with each other. Their unity, their connection with each other towards progressive efforts relies on their capabilities to talk to each other and support each other through the use of communication. Communication for the sake of implying law To be able to keep the whole organization at the right track, there is a necessity for the administration to imply the laws of business within the operational engagements of the employees as this would particularly identify the limitations and the capabilities as well as the benefits that the company has further provided for the employees. Communicating to the employees on why the said set rules are necessary to be followed by the people working within the organization shall then make it easier for them to cope up with the organization’s rules and thus keep a clear track of the changes that they need to face as they are staying with the said organization.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   From the discussion of the five-point reasons of why communication in the continuing process of a particular organization’s growth, it could be noted that the price that keeping the communication lines open pays is much essential for any organizational progress procedures. Constant attention given to the procedures of communication shall indeed bring forth fine results for the whole team or group that works their way on towards advancements. These five concepts of communication obviously involve the presence of arising conflicts within the process. As obviously mentioned in the explanation, the individuality of each member of the organizations actually notes the possibility of developing conflicts between them. It is through the usage of effective dealing with conflict could the organizations survive the procedures of dealing with their member’s individual differences. Facing destructive conflicts may not be as easy as with dealing with the constructive conflicts. This is primarily because of the fact that destructive conflict aims to destroy the thinking and the perception of the parties involved, whereas constructive conflict could still be turned around just to be able to use the conflict as key reasons for human motivation. [e.g. competition-based conflicts could bring in the possibilities of people wanting to achieve better than the others; thus constructive enough for the organization’s growth]    BIBLIOGRAPHY Riddle, John. (2001). Business Management. Adams Media Corporation. Avon, Massachusetts. Adams, Bob. (2000). Managing people: Lead your staff to peak performance. Adams Media Corporation. Avon, Massachusetts. Hiam, Alexander. (2001). Motivating and rewarding Employees: New and better ways to inspire your people. Adams Media Corporation. Avon, Massachusetts. Martinez, Esdras. (1998). Buisness Managements theories and practice. Rex books Publishing. Manila, Philippines. Jones, Gareth R. (2004). Contemporary Management. Irwin/McGraw-Hill; 4th edition. Pawan Budhwar. 2004. Managing Human Resources in Asia-Pacific   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   (Global Hrm). Routledge. Publishing Company. 236.   Richard C. Foltz. 2000. Religions of the Silk Road: Overland Trade and Cultural Exchange from Antiquity to the Fifteenth Century. Palgrave Macmillan. 241. Chen. 1998. Trajectories (Culture and Communication in Asia). Routledge. Publishing Company. 211. Kwok-kan Tam. 2002. Sights of Contestation: Localism, Globalism and Cultural Production in Asia and the Pacific. The Chinese University Press. 311. Peter Van Der Veer. 1995. Nation and Migration: The Politics of Space in the South Asian Diaspora. University of Pennsylvania Press.141. Laurence Whitehead. 2002. Emerging Market Democracies: East Asia and Latin America. The Johns Hopkins University Press. 213. Alan Barnard. 2002. Encyclopedia of Social and Cultural Anthropology. Routledge. Publishing Company. 122. David Birch. 2001. Asia: Cultural Politics in the Global Age. Palgrave Macmillan. 23. CURRENT PSYCHOTHERAPIES,INCREASING MULTICULTURAL UNDERSTANDING: A COMPREHENSIVE MODEL AND DOUGLAS MCGREGOR, REVISITED: MANAGING THE HUMAN SIDE OF THE ENTERPRISE. Moira Herbst. (January, 2008). Are H-1B Workers Getting Bilked? Overseas companies are accused of underpaying foreigners on work visas—and hurting U.S. wages. http://www.businessweek.com/magazine/content/08_06/b4070057782750.htm?chan=top+news_top+news+index_best+of+bw. (May 20, 2008).

Origin And Importance Of Rattan Weaving Cultural Studies Essay

Origin And Importance Of Rattan Weaving Cultural Studies Essay A traditional mode of occupation to some of our local people. Mostly the weavers are blind people which had been trained by Ministry of Welfare to give this people a chance to earn and make living with this job. It is also one of Terengganu famous craft that can be bought as a souvenir or can be use in a daily work. Its is one way of diversifying the handicraft products and develop this family business into a more systematic industry producing long term, high standard quality products, that are able to penetrate the tourist and commercial markets. Mengkuang (screw pine leaves) or pandanus weaving is one of the traditional arts still very much alive and its products are still in demand. The Mengkuang and pandan leaves are found abundance in the local jungles. The leaves are first cut in long strips and dried in the sun. Once dried, it is boiled and dyed with vegetable colours. Still using the traditional weaving techniques, the mengkuang or pandan leaves are coiled, plaited, twined and woven to create beautifully products such as mats, conical food covers, grocery bags, hand fans, baskets, tissue decorative boxes, hats, handbags, slippers, purses and pencil cases. The potential of Mengkuang/pandan has been tapped into and creating increasing demands by tourists and locals. The Mengkuang/pandan finished products are widely available at the Central Market and souvenir shops. Wau Making Wau (pronounce as wow) can appear in all shapes and size but the most popular and famous kite is the moon kite (Wau Bulan) and cat kite (Wau Kucing) in the east coast. Kite making requires patience and tremendous skill. Bamboo will be cut and make into the frame or skeleton of the kite. The best time to cut the bamboo is in November or December and this will be kept for 10 months before it is split and soaked in water followed by heated to straighten and toughen. On the other hand, designs are traced on a tinted and shiny glazed paper and then carefully cut out and pasted on paper which is glued to the bamboo skeleton. The designs are normally flowers with vines which signifies women (flower) and man (vine), eg. if the flowers are in bud form, it symbolizes a young woman etc. In some older designs, flowers were drawn from the side and back to represent the shy and reserved personality of female in those days whereas for the vines, the more meandering the vines, the more twists and turns in a mans life. There are also waus that are made using the batik technique or painted by batik artists and the designs are always more creative and less formalized by tradition. It is never an easy job to fly a Wau kite into the sky. A traditional Wau can be as big as 3.5m in height and 2.5 m wing span and usually needs the help of a group of person to bring it to the sky. To choose a good kite, you should look at the harmonious colours matched and the flowers as well as the vines drawn which represent the inner state of the kite maker. In a windy day, a Wau can fly up to 450m into the sky. Batik Hand drawn batik is an exquisite and delicate art which requires skill, patience, meticulousness, flair and creativity. Batik is intrinsic to the fashion world, be it in cotton or silk or in the making of sarongs, scarf, pareos, shirts, shorts, handbags, purses and even shoes.  Terengganu batik shows originality and is not commercialised thus, retaining its price for the quality of the material and the elegance of the designs. A special wax is mixed with amber and boiled over a slow fire to maintain the optimum temperature. On white cotton or silk fabrics, a special copper chanting pen dipped with the wax.  The designs reflect nature-based motifs such as floral prints and marine life to produce a freestyle handrawn motifs. Each drawings are different. Another method is by using either tin, copper or brass block print stamped with flowers or abstract designs. They are first dipped into the wax and then used to print the designs on the white fabrics. Colours will be added after the wax had dried. Different colours can be added without spreading onto other parts as the wax creates sections within the designs. The fabrics will then dipped in boiling water to wash off the wax and to strengthen the colours before the batik can be made into different products. The elegant prints stand out on mens shirts and womens dresses. Batik souvenirs include pareos, scarfs, wall panels, neckties, handbags, purses and shoes. Contemporary batik designs are also being introduced as designer wear, to alleviate batik to exclusive international standards. Batiks are available at various shops especially at the central market. Watch out though for low quality batik sold at exorbitant price. The colours are easily come off, usually on the first wash. Buying at an established batik shops therefore guarantees the quality of the products. Songket The origins of the many different colourful and traditional textile are lost in antiquity. The art of songket weaving consist of using traditional heirloom to make intricate songket brocade through painstaking weaving with gold or silver threads. Songket is a rich fabric that is worn only on auspicious occasions and used to be the textiles of royalty. It is now the headgear of Sultans, Chief Ministers and the States Cabinet members. The weaving process usually takes a few days for normal and simple designs songket cloth but for more intricate designs, usually takes more than two weeks and can costs thousands of Malaysian Ringgit. Several shops in Kuala Terengganu sell this regal fabric that comes in an array of both vibrant and pastel shades. The elegant and exquisite songket is slowly being introduced into the international fashion scene by adapting it to a more contemporary style. Wood Carving Wood carving was originally found in houses of sulatans or Malay nobility as part of their interior decoration and the craftsmen were commissioned for their services. Because human depiction is prohibited in Islam, Malay wood carving gets its inspiration from flora, animal motif and Islamic art but this has never influence its finest artistically designs. Terengganu wood carving not only found in the beams, doorways, window shutters of a house, but also in the traditional boat making industry and some furniture items such as sofa, bed frame and mirror frame and as small as a jewelry box. Brassware The people in Terengganu are well known for their creativeness. A simple item will turn into a most exquisite and delicate article by their hands. Brassware is generally a cottage activity. It is very usual that the son will learn the skill and trading strategy from his father whom had also learned from his father and later brings forth to the next generations. Regardless whether it is from silver, wood or pewter, brassware like vases, ashtrays, jugs, candle stands, napkin holders, filigree jewellery, incense burners etc are turned into a piece of fine and presentable art and at the same time with practical usage. This is why brassware is always one of the ideal surveniors that one can bring home. It is believed that the skills were taught to the local folk by Chinese settlers from Funan. The lost-wax method is usually employed, though sandcasting is also used. At the Central Market, or Pasar Payang, located by the Terengganu river, brassware is sold amongst many other enticements. Keris Making This double edged wavy blade dagger is the synonymous with the Malay culture and way of life. In the ancient time, a man walks without a keris was akin to walking around in naked. In those days, keris was always believed to be endowed with mystical powers and guardian spirit, this makes it serves the function as weapon to defend oneself in a combat and to use for medicinal purposes. There are handful of Malay legendaries about keris. The famous among these will be the keris of Hang Tuah who is the Malay hero during the Sultanate of Melaka. Hang Tuahs keris, Taming Sari was presented by the King of Majapahit to Sultan of Melaka after Hang Tuah won in a challenge. This keris was believed to have endowed with powerful spirit. Whoever possesses this keris would attain invulnerability. There was a story saying that Hang Tuah killed his childhood friend, Hang Jebat because of being disloyal to the Sultan with this Taming Sari. He was very ashamed to have killed his own childhood friend in the name of loyalty, therefore he then returned the keris to the Sultan. There is always romance and adventure and nobility in a keris. Because of being so precious, keris is always highly valued and treated with special care. Keris has two kind of shapes: keris lurus (straight keris) and keris luk (meandering keris). Empu, the keris maker will make the dagger accordance with the wish of consumer. Whether straight or luk, this will only be done during which the nickel inserted iron rod is repeatedly being forged and smoldered. The fluid design of the blade makes the keris stand out as a unique dagger-like weapon. Its ornate carved handle also provides for a strong grip. It is no wonder that the keris is one of the oldest of personal weapons. Made from the combination of eight to ten different metals, the spiritual qualities of the keris are known to include the spirits of warriors. Some myths even warn that certain lethal daggers should never be simply removed from their sheaths for their blades must taste blood before being inserted again. Keris making is considered as a dying art in Malaysia, however visit to the keris making centre in Kampung Pasir Panjang and Kampung Ladang Titian in Kuala Terengganu is still worth. Here you can see how a piece of raw iron is to turn into this significance and meaning rich weapon. You can also purchase you own piece of keris collection with relatively cheap price. Beaded necklaces The Rungus, the natives of the Kudat area, have long been known to produce beautiful beaded necklaces; they wear long, broad multi-stranded pinakol crossed over their shoulders over their traditional black costumes interwoven with gold thread. Patterns on the strands tell of ancient fables, and human figures are picked out in bright hues in the beadwork. Ever-enterprising, the Rungus today produce bangles, earrings and even brooches to go with the necklaces. Parang The parang is still crafted in traditional ways by the Bajau from Kota Belud. The ones made by them these days are usually from scrap iron, which goes though a process of melting, pounding, shaping and finally polishing. The blades are straight and tapered, from a sharp tip widening up towards the hilt. Some may have patterns etched into the metal along the topside. The hilt and sheath are carved from of wood, and occasionally one can come across an antique parang with a wonderfully carved hilt of horn. In days gone by, the parang was used as a weapon as well as a work tool, but these days it is mainly a decorative item for display.    Tudung Duang Tudung Duang is the local name for a food cover: in the tropics, like in Sabah, food on the table has to be protected from insects and dust. One is instantly attracted to them because of their bright colours, especially when they are laid out on pandan (screw pine leaf) mats in high piles, like at the Kota Belud Tamu grounds on the weekly Sunday Market (tamu). Native hat By the shape of a native hat, and its patterns, one can immediately identify the wearer to which ethnic entity he or she belongs. Most hats here are steeply conical and have nature-derived designs on them. Murut hats woven from the strips of sombituon bamboo are hexagonal in shape with a three-bands patterned weaving. Hats from Penampang and Tuaran have wider, circular bases with geometrical designs. All these hats are crafted from bamboo and rattan strips, and the red and black colours used to be natural dyes red from the mengkudu root, or dragons blood which is obtained from the fruit of a climbing rattan, and black from the leaves and stalks of the indigo plant. The Murut from the Nabawan area are now reproducing their hats in scaled-down sizes, showing their skill and craftsmanship in the extremely delicate weaving. Lipa-lipa Bajau sailboats, the lipa-lipa, carved from wood, and blowpipes used by Murut on hunting trips are available in many handicraft shops. The tambu-tambu wood is the main wood used in making the lipa-lipa, apart from mata-mata and gangil. A traditional lipa-lipa is elaborately carved. The designs are based on the motifs of plants, namely the kembang tuli or dahan and kellong. The blowpipe, or sumpitan, can be made of bamboo or hardwood. In the latter case the central duct has been drilled through in a long, manual process. Pottery Pottery has a long tradition in Sabah, and ancient Chinese jars, or tajau, were once even used to bury the dead. The Murut especially cherish and value their heirloom jars, in which they still ferment tapai their traditional rice wine. If you visit some of the antique shops in KKs major shopping malls you might come across nice Ming Dynasty vases; better still, you admire antique jars that are kept in the houses of the locals (like in the picture left). On the way to Tuaran, there are several potteries manufacturing nice vases and plates, as well as other household items made from clay. Kain dastar Rinago There are over 32 different ethnic entities in Sabah, and all of them have their own, sometimes specialised handicraft. Many more traditional items appeal to visitors to Sabah, such as the richly woven kain dastar, a piece of fabric used as headgear by the men of certain ethnic communities such as the Kadazan and Dusun; and the rinago trays and boxes made of rattan and lingkong, a type of fern that produces long, very tough strands ideal for weaving. The latter is made by the Rungus people. Silverware The Malay Kelantanese are well known for their Silverware making skills. These skills have been around for centuries, influenced by the Hindu and Islamic Civilization famous for well crafted items from gold and copper. Copperwork This is a skilled handiwork still flourishing in Terengganu. Traditional techniques are still being used in most processes though machines have been introduced to replace some processes. Copperware products include tepak sireh, candle holders, wedding gift trays, ember holder, pahar and others. Ceramic Ceramic art is a craftwork using high quality clay that is kneaded, decorated with a variety of motif, and fire-dried in kilns to produce fine ceramic products. Bead The indigenous people of Sarawak have since long ago been associated with beadwork for adornment as well as for ceremonial purposes. Here, beads tradition goes back to the very remote past. The variety of beads, the materials from which they are made , their colours and the values attributed, all make up an interesting conversation and discussion. Beads, today, are used in many different ways and one can see government officials using them as gifts and garlands for different functions and events as well. Pua Kumbu Pua Kumbu is a traditional patterned multicolored ceremonial cotton cloth used by the Iban, made and used in Sarawak, Malaysia. Pua kumbu are woven by Dayak women and are considered to be sacred objects. They are used for lifecycle rituals and special events including the birth of a child, coming of age celebrations, receipt of an important item to a longhouse, and to screen a corpse that is being laid out in a longhouse prior to burial. Labu sayong Labu Sayong is a black-coloured gourd-shaped clay jar typically used to store and cool water. The state of Perak is renowned for this type of pottery. Belanga Found in many rural Malaysian homes, The belanga  is often  characterised by a round base and wide rim. It is often used to cook curries, as it is believed that its round base allows heat to be distributed more evenly. Terenang This angular-shaped jar is popularly used for storing water in the states of Pahang and Terengganu. It has a concave neck and a convex body. Tekat The art of embroidering golden thread onto a base material, generally velvet, was traditionally used to decorate traditional Malay weddings regalia. Kerongsang A three-piece brooch set traditionally used to pin the lapels of the baju kebaya together. Kerongsang usually comes in sets of three. The typical three-piece set comprises of a kerongsang ibu (mother piece) which is larger and heavier. The other two are called the kerongsang anak (child pieces) and are worn below the kerongsang ibu. Cucuk Sanggul A traditional hairpin used to secure hair in a bun at the back of womens heads. Typically made of gold or silver, these hairpins are normally worn in graduated sets of three, five or seven by brides and traditional dancers. Pending A large, intricately ornamented belt buckle worn around the sampin, a skirt-like cloth worn by men, to complement their baju melayu, the traditional attire for men. Traditionally, the pending is a sign of wealth and status for men.

Network Administration Essay -- Computer Science

Network Administration I have worked as a computer network administrator for over 5 years. I have worked mostly with networks in a mixed Microsoft Windows NT and Novell Netware environment. I am a Novell Certified Novell Engineer (CNE) and I am a certified Novell GroupWise Administrator. I have taken classes in configuration of Cisco routers. In this essay, I will discuss the definition of a network administrator, the tasks and responsibilities of a network administrator and share a day in the life of a network administrator. For documentation on my credentials, I am including my certification certificates. What is a Network Administrator? A network administrator is one who maintains and troubleshoots your computer systems. Depending on the size of your organization and the complexity of your technology, a network administrator's job can range from ten hours per week to full time. There are some obvious network administration tasks, such as installing or upgrading system software and managing user accounts and disks space, so you probably have some idea of what an administrator does. The International Telecommunications Union (ITU) is a consortium of telecommunications companies worldwide who have, among other things, defined a series of recommendations that describe how a telecommunications management network (TMN) should be operated. The ITU members have adopted a model of management functions that I think is of interest to us because it provides a framework that we can use to understand the role of the network administrator. This function model is often referred to as the FCAPS model after the initials of each of the major functions it describes. TMN function Naive description Fault Management: Fixing what is broken. Configuration Management: Controlling the operational parameters of something so it works the way you want. Accounting Management: Knowing who is using how much of what, and maybe billing them for it. Performance Management: Making sure it all works acceptably quickly. Security Management: Controlling who can do what. The idea is that just about any network management task can be said to belong to one of those management functions. For example, plugging a patch-lead back in after it has fallen out is fault management, introducing a firewall onto your network is a security management t... ...workstation can be put back in service elsewhere, the administrator would possibly format the drives (effectively erasing all the previous data) and reassign the workstation in a position that is less demanding than the previous one. I have found that installation of new workstations not only makes the end user more productive, but generally the task of administering the workstation is easier because of the improvement in technology i.e. newer operating system. Some administrators have found it useful to sue a procedure called "ghosting" to speed up the process of setting up multiple new workstations. When this process, a workstation is configured with general setting sufficient for most users. Special software is used to "copy" an image of that configuration. When a new workstation or workstations is needed to be configured the imaged is then copied to the hard drive. For this procedure to work, the workstation must have the same or very similar hardware as the original workstation the image was copies from. Otherwise there will be multiple errors and the administrator will spend time more correcting errors than he/she would have doing the configuration manually.

Child Labor Essay examples -- essays research papers

Child Labour Child Labour In the past few years, a great deal of attention has been drawn to the global problem of child labour. Virtually everyone is guilty of participating in this abusive practice through the purchase of goods made in across the globe, usually in poor, developing nations. This issue has been around for a great length of time but has come to the forefront recently because of reports that link well known American companies like Wal-Mart and Nike to the exploitation of children. Prior to this media attention, many Americans and other people in developed nation were blind to the reality of the oppressive conditions that are reality to many. Child Labour has been in existence in different forms from the beginning of time but it wasn’t until the Industrial Revolution that it became the problem it is today. With the arrival of the factory system in the 18th century, Children as young as 5 were being used as workers in England. During this period, a law called the English Poor Act gave the government the responsibility to care for children that had no parents or whose parents were too poor to care for them. Under this law, the government would take these ‘pauper children’ and place them in jobs where they could become apprentices and learn a trade. The law was not usually affective because when the children were handed over to the factory owners, they usually became slaves. Other children were sold by their parents as indentured servants. Children were used to tend to machines in factories and many worked in the dark, damp coalmines, carrying coal on their backs up ladders. Many children would work 10 to 15 hour days with a small break for lunch. On top of this, the children were paid a starvation wages. The problem spread to other industrialized countries including the United States. Massachusetts passed a law in 1836 that required working children to receive some amount of schooling. Connecticut followed in 1842 with a law that created a maximum amount of hours children could work a day in a textile factory. It wasn’t until the Fair Labour Standards Act of 1938 that real progress was made in child labour in the United States. One example of these terrible abuses is the story of Iqbal Masih, a Pakistani child who was forced into labour as a carpet weaver. At the age of four, the boy was sold as an indentured servant to a factory owner for ... ...shops or big factory operations in Egypt unlike Bangladesh or Pakistan. So you cannot classify Egypt and Bangladesh in the same category when it comes to child labour. Family working units are a good thing will continue to exist. But these family working units aren’t suitable to modern products. They are suitable for traditional products such as carpets and garments. The ILO cannot put an end to all the child labour. They don’t have any legal power. They employers sure won’t since they don’t want to increase costs. Some morally conscious employers will but the majority won’t. Then there is the government of the country where the multinational comes from (99.9% of the time American) which can force inspections and could take action against the company. The trade unions are weak and don’t have the funds to do the job. This is also the third world where bribes are an everyday thing. In conclusion I stand against the kind of child labour such as in Bangladesh which. Selling of kids to Big factories is immoral. On the other hand I do support the example set in Egypt and the family work units. They do more good than bad to the economy and save the government a lot of welfare money.

Biometric Cryptosystem :: Technology, Encryption

As stated in ISO/IEC JTC1 SC37 biometrics is defined as the automated recognition of individuals based on their behavioural; and biological characteristics. As discussed in section-------(Intro to biometrics) the main process involved in biometric recognition are Enrollment and Verification or Identification in general called as recognition. During the Enrollment process features of the captured biometric entity are converted to template, to be stored in database for further matching. At the stage of recognition , template obtained from the features of the realtime biometric entity are compared against the stored template. The result of matching process involved in recognition is either accept or reject[1]. It has been a long time belief that the biometric signals or data cannot be reconstructed from the stored templates but Cappelli et.al and Ross et.al[2][3] has proven that the belief of biometric data reconstruction from the templates is possible. In order to protect the biometric data , several standard encryption algorithms has been used. But, this attempt leaves the biometric templates exposed during every authentication attempt[4]. Even homomorphic and asymmetric encryption schmes [5][6][7] represent some exceptions. Conventional cryptosystems is based on the possession of secret keys and key management is performed using second layer authentication entity like password[8]. Decryption keys in this scheme could be obtained by using the password. To overcome the drawbacks of the existing schemes, biometric template protection schemes which are commonly called as biometric cryptosystems also referred to as Helper data-based scheme are proposed. Two major requirements of biometric information protection as per ISO/IEC FCD 24745 standard are, †¢ Irreversibility Reconstruction of original biometric template from the stored template should be made difficult whereas construction of protected biometric template from the stored template should be made easy. †¢ Unlinkability Several different versions of protected biometric templates can be generated based on the same biometric data, which is referred to as renewability whereas the protected templates should not cross-match, which is referred to as diversity. Biometric cryptosystems herein after referred to as BCS are designed to securely bind a digital key to a biometric or generate a digital key [9]. BCS paves way for the growth of biometric dependant key-release and biometric template protection [10][11]. BCS is more difficult to forge, copy, share and distribute biometric data when compared to that of passwords [1]. Conventional biometric cryptosystems perform fuzzy comparisons by applying decision thresholds. Decision thresholds are obtained based on the score distributions between genuine and imposter subjects, whereas BCS gives only stable keys as output , which are required for matching at the authentication stage.

Application of Balanced Scorecard

A Case Study: Application of the Balanced Scorecard in Higher Education by Andrea Mae Rollins A dissertation submitted to the faculty of San Diego State University In partial fulfillment of the requirements for the degree Doctor of Educational Leadership June 28, 2011 iii Copyright  © 2011 by Andrea Mae Rollins v DEDICATION This work is dedicated to my brother Jason, from as early as I can remember he has always been proud of his little sister and her accomplishments; his pride, his love, and his support will forever be cherished and means more than he will ever know, and To my grandmother Dollie, who sacrificed so much in order to provide for me the life I needed; she taught me to be kind and generous and to ask for help when needed, but most importantly she taught me anything is possible, and To my dear friends, who give me more credit than I deserve and love me unconditionally; I am extremely fortunate to have such a wonderful group of amazing women in my life, and To Fred, who never gave up on me; his confidence in my abilities gave me the strength to push through all obstacles and make it to the finish line. v ABSTRACT The purpose of this study was to examine the application of the Balanced Scorecard as a management tool within the External and Business Affairs (EBA) unit at University of California, San Diego (UCSD). Specially, the study sought to examine how the Balanced Scorecard was communicated throughout the organization, how the data are used within the organization, and how the data are used for decision making, paying particular attention to the four perspectives of UCSD’s EBA’s personalized Balanced Scorecard.These four perspectives are financial/stakeholder, internal processes, innovation and learning, and the customer. This descriptive case study, a review of program records, a quantitative survey and qualitative interviews with EBA employees utilizing the constant comparative method and descriptive statistics, identified four l essons learned: the truly informed employees are at the top of the organization and they find value in the Balanced Scorecard, most employees are unaware of availability and usefulness of the Balanced Scorecard data, even an unbalanced Scorecard improves business operations and the annual performance evaluation process is an opportunity to reinforce the Balanced Scorecard. The study includes three recommendations for EBA.The recommendations are EBA leadership needs to communicate the Balanced Scorecard process, outcomes, and application with greater clarity to all employees in the organization; there needs to be an institutional plan for sustainability of the Balanced Scorecard to ensure it transcends the current people and environment; and the Balanced Scorecard process within EBA must be flexible for future organizational evolution. vi TABLE OF CONTENTS PAGE ABSTRACT.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . LIS T OF TABLES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . LIST OF FIGURES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ACKNOWLEDGMENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CHAPTER 1—INTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Background: The Balanced Scorecard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Site of the Case Study: University of California, San Diego. . . . . . . . . . . . . . . . . External and Business Affairs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Problem Statement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Definition of Terms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Significance of Thi s Study.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Purpose Statement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Theoretical Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Research Questions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Limitations of the Study.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Delimitations of the Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Role of the Researcher. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organization of the Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CHAPTER 2—REVIEW OF THE LITERATURE. . . . . . . . . . . . . . . . . . . . . . . . . . Roles and Expectations of Higher Education. . . . . . . . . . . . . . . . . . . . . . . . . . . . Higher Education in California. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v x xi xii 1 1 4 6 9 10 11 12 12 14 14 15 15 15 17 17 19 vii Reengineering Education. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Performance Funding.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Accreditation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organizational Structure and Management Tools. . . . . . . . . . . . . . . . . . . . . . . . . Total Quality Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Malcolm Baldrige Award Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . Balanced Scorecard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Balanced Scorecard and Higher Education. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organizational Change and the Case Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CHAPTER 3—METHODOLOGY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Research Design.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Research Questions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Setting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Participants.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Data Collection and Analysis.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interviews.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Survey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Program Records. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Data Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Timeline. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ethical Principles Based on Human Subjects. . . . . . . . . . . . . . . . . . . . . . . . . . . . Role of the Researcher. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 22 24 28* 28 29 30 33 34 36 37 37 38 38 40 41 42 44 45 46 47 47 48 viii Limitations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CHAPTER 4—FINDINGS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Participant Profiles.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Survey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interviews.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Source of Findings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Program Records. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Survey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interviews.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Historical Perspective. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Implementation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Lessons Learned.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Recent Changes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Interview Themes.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A Tool With Many Names.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Communication Is an Individual Choice. . . . . . . . . . . . . . . . . . . . . . . . . . . . . An Unbalanced Balanced Scorecard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Impact Is Personal.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Visionaries Can Be Found at All Leve ls. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CHAPTER 5—DISCUSSION AND RECOMMENDATIONS. . . . . . . . . . . . . . . . . Lessons Learned.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 48 50 51 51 54 56 56 57 60 61 61 63 64 64 65 66 69 72 74 77 78 79 ix Informed Employee. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Availability and Usefulness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unbalanced Scorecard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Performance Evaluation Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Theoretical Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Communicate With Clarity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sustainability Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Flexibility.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Future Research. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Process Mapping. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Balanced Scorecard Implementation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Balanced Scorecard Components.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Traditional Academic Unit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Quantitative Outcome Measures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . REFERENCES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . APPENDICES A. Vice Chancellor—External and Business Affairs Organization Chart.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B. Balanced Scorecard Example.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 86 88 92 95 97 98 99 100 102 102 103 103 104 104 105 106 112 113 LIST OF TABLES PAGE Table 1. External and Business Affairs’ Personalized Balanced Scorecard. . . . . . . . Table 2. Unit Affiliation of Survey Participants. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Table 3. Years of Service of Survey Participants. . . . . . . . . . . . . . . . . . . . . . . . . . . . Table 4. Position of Survey Participants.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Table 5. Interview Participants. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Table 6. Survey Responses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 52 53 54 56 58 i LIST OF FIGURES PAGE Figure 1. The Balanced Scorecard visual created by Kaplan and Norton.. . . . . . . . . 3 xii ACKNOWLEDGMENTS I would like to thank my dissertation committee for their support and patience in the completion of this study. Thank you to Dr. Fred McFarlane for always making time to hear me. There were many excuses used, but you never seemed frustrated or disappointed but rather your continued support kept me motivated and committed. Thank you to Dr. Shaila Mulholland for continuously pushing me a bit further and your continued support while doing so. Thank you to Dr. Mark Tucker for your careful review of this work and your sound advice and guidance.I would a lso like to thank Dr. Angela Song and the UCSD community. Dr. Song, throughout this entire process, if felt as though I had a partner in you. Your generosity in terms of sharing your time and knowledge meant a lot and was a significant contributor to my success. To the UCSD community, thank you for your honesty and openness. Lastly, I want to thank my friends and family. Thank you for always believing in me. Your encouragement and support helped make this possible. A final thanks goes to Bailey and Hershey for their unconditional love, especially in those moments when I had little time and attention for them; they rode this wave with me. CHAPTER 1—INTRODUCTION Steven Covey is quoted as saying, â€Å"People and their managers are working so hard to be sure things are done right, that they hardly have time to decide if they are doing the right things† (Rohm, 2002, p. 1). Managing an organization is a balancing act. This balancing act requires the organization and all its members to ensure the development of good business strategies that allow for efficient operations and practices. The Balanced Scorecard is a performance management tool that assists the organization in finding its balance (Rohm, 2002). According to Kaplan and Norton (2007), â€Å"The balanced Scorecard supplemented traditional financial measures with criteria that measured performance from three additional perspectives—those of customers, internal business, and learning and growth† (p. 2).This case study examines the application of The Balanced Scorecard in External and Business Affairs (EBA) at the University of California, San Diego (UCSD). Specifically, it looks at the personalized Balanced Scorecard that UCSD developed for their implementation. Background: The Balanced Scorecard The Balanced Scorecard, developed in 1992, provides organizations with an opportunity to measure more than financial performance indicators. Kaplan and Norton (1992) developed the Balanced Scorecard so that â€Å"managers should not have to choose between financial and operational measures† (p. 71). The development of the balanced scorecard was in response to a changing and more competitive environment where executives felt traditional measures of financial performance were not sufficient.The Balanced Scorecard was designed as a model for measuring several dimensions of 2 performance. The model provided managers with a format that allowed them the opportunity to incorporate additional perspectives beyond financial performance measures. By using this model, organizations are able to complement their financial measures with additional nonfinancial performance measures for the purpose of planning future growth and creating an organization with more collaborative leadership (Kaplan & Norton, 2007). Kaplan and Norton (1992) completed a yearlong research project that was comprised of 12 companies that they described as being at the leading edge of performance manage ment.The result of this yearlong research project is the Balanced Scorecard, which is an assessment tool comprised of a set of measures that go beyond the traditional measures of financial criteria to include measures that are inclusive of both financial and operational indicators. The Balanced Scorecard â€Å"provides answers to four basic questions: 1) How do customers see us? 2) What must we excel at? 3) Can we continue to improve and create value? and 4) How do we look to shareholders? † (Kaplan & Norton, 1992, p. 72). Kaplan and Norton argue that by giving managers the answers to these four basic questions, they will have multiple measures to judge the performance of their organization, but will not be overloaded by a large number of measures. Additionally, the variety of measures requires the financial and operational leaders to work together.The Balanced Scorecard serves as an easy tool for determining whether the success in one area occurs to the detriment of another, as well as identifying if success in one area is associated with strong performance in another area (Kaplan & Norton, 1992). By considering the four perspectives altogether, the Balanced Scorecard indicates when a process that serves a benefit to your customers may in fact hinder the 3 organization from the innovation and learning perspectives. Figure 1 is a visual of the tool Kaplan and Norton created to describe the Balanced Scorecard. Figure 1. The Balanced Scorecard visual created by Kaplan and Norton. Adapted from â€Å"The Balanced Scorecard: Measures That Drive Performance,† by R. S. Kaplan & D. P.Norton, January-February 1992, Harvard Business Review, p. 72. The tool provides the four questions of the Balanced Scorecard in relationship to one another and links the questions to the perspective to which they are responding. Additionally, the Balanced Scorecard provides the format for tracking the data, which they break up into goals and measures. The four perspectives are: Financial, Internal Business, Innovation and Learning, and Customer (Kaplan & Norton, 1992). These four questions are the foundation of the Balanced Scorecard. Goal setting and tracking 4 measures help to make the Balanced Scorecard a successful performance measurement tool for organizations.Site of the Case Study: University of California, San Diego In recognition of its â€Å"innovative approach to cutting costs, solving problems, and increasing efficiency† (UCSD, 2003, para. 1) the University of California, San Diego was inducted into the Balanced Scorecard Hall of Fame in 2003 (External and Business Affairs [EBA], 2011b). Robert S. Kaplan and David P. Norton founded the Palladium Group (2010), a global organization that provides, among other services, consulting in strategy and performance management. The Palladium Group developed the Balanced Scorecard Hall of Fame, which honors organizations that have achieved performance excellence through the use of the Balanced Scorecard.There is a formal application process, and the selection criteria requires an organization to have implemented the Balanced Scorecard methodology, have completed a breakthrough in performance results for at least 24 months, and have provided a testimonial that the organization’s success is, at least in part, due to the Kaplan-Norton approach. In 2010, there were more than 130 current Hall of Fame Members. Members included domestic and international organizations. They were presented in the following industry groups: consumer, education and nonprofits, energy and utilities, financials, government, healthcare, materials and industrials, and telecommunications and information technologies (The Palladium Group, 2010). In 2003, UCSD was the first university to be added to the Hall of Fame.The recognition came 10 years after adopting the performance management system in 1993. There are only two other universities that have been inducted into the 5 Hall of Fame. These two universities are the University of Leeds located in the United Kingdom and the International Islamic University of Malaysia. University of California, San Diego, one of the 10 campuses in California’s University of California system, was founded in 1960. University of California, San Diego is highly regarded nationwide as both an outstanding institution of higher learning and as a top tier research institution. In the 2011 â€Å"America’s Best Colleges Guidebook,† issued by U. S.News and World Report (as cited in UCSD, 2010a), UCSD was ranked as the 7th best public university in the nation. In 2010, there were five Nobel Prize winners among UCSD’s faculty body (UCSD, 2010a). University of California, San Diego has significant ties to the local community, specifically related to the amount of jobs it provides for members of the local community. University of California, San Diego is the third largest employer in San Diego County, employing nearly 26,000 em ployees. Its faculty and alumni have contributed to at least 193 start-up companies in the San Diego community. The impact of the research at UCSD extends throughout California, which notes that â€Å"UC San Diego contributes more than $7. billion in direct and indirect spending and personal income each year to the California economy and generates 39,400 jobs, based on an independent study conducted by CBRE Consulting released in† 2008† (UCSD, 2010a, para. 7). The work of the students, faculty, researchers and alumni has a local, state, and national influence and a global reach. The campus consists of six undergraduate colleges, five academic divisions and five graduate and professional schools. In the fall of 2010, the total campus enrollment was 29,899 students. The annual revenues for UCSD are approximately $2. 6 billion with 22% of the revenues 6 coming from federally funded research and 11. 5% coming from the State of California (UCSD, 2010a).The Washington Monthly is a different ranking guide that ranks higher education organizations on an annual basis on their contribution to the public good. The categories for the college guide and rankings for the award are Social Mobility—recruiting and graduating low income students; Research—producing cutting-edge scholarship and PhDs; and Service—encouraging students to give something back to their country. In 2010, UCSD ranked number one on the Washington Monthly list. Washington Monthly explains their rankings are unlike U. S. News and World Reports and other guides because they do not look at what colleges can do for the individual but rather what the colleges do for the country (â€Å"College Guide,† 2010).External and Business Affairs The mission of UCSD focuses primarily on education and research. The leadership structure of the university is divided into seven vice chancellor areas. Three of the vice chancellor areas hold academic appointments and directly serve the education and research mission of UCSD. The other four vice chancellor areas serve this mission, as well, but in more of a peripheral role. The External and Business Affairs (EBA) vice chancellor area serves the university by providing leadership and management for the business and administrative functions. Despite the fact that UCSD is recognized by the Balanced Scorecard Hall of Fame, only EBA has implemented the Balanced Scorecard.The overall mission of EBA is â€Å"raising financial support for UCSD’s research, teaching and patient care, while delivering superior service to our stakeholders in a responsive and cost-effective manner† (EBA, 2011a, para. 1). The organizational units in the EBA 7 include Administrative Computing and Telecommunications, Human Resources, Business and Fiscal Services, Housing, Dining and Hospitality Services, Alumni Affairs, University and Health Sciences Development, and the UCSD Foundation and Advancement Services. A full description of the organizational unit is found in Appendix A. Currently, Steven W. Relyea serves as the Vice Chancellor for EBA.Through his leadership, UCSD’s EBA adopted the Balanced Scorecard in 1993. When honored as a member of the Balanced Scorecard Hall of Fame in 2003, UCSD had saved more than $6 million since the Balanced Scorecard was adopted. Mr. Relyea is quoted as saying: The Balanced Scorecard process provides UCSD with a roadmap which indicates where it should focus its energies, priorities, and resources in providing administrative services for UCSD. During difficult budgetary times, this approach is indispensable. While some may have viewed an approach such as the Balanced Scorecard as optional in the past, many will find it a key to survival in this era of shrinking funds. (UCSD, 2003, para. ) Stemming from the basic four questions outlined by Kaplan and Norton (1992) in the Balanced Scorecard (i. e. , â€Å"1) How do customers see us? 2) What must we excel at? 3) Can we continue to improve and create value? and 4) How do we look to shareholders? † [p. 72]), UCSD created four perspectives for the focus of their Balanced Scorecard tool. The four perspectives of UCSD’s Balanced Scorecard focus on: the financial/stakeholder, the internal processes, innovation and learning, and the customer. These four perspectives link to Kaplan and Norton’s questions as follows: the financial/stakeholder perspective responds to Kaplan and Norton’s question number four; the internal process perspective responds to question number two; the innovation and learning perspective responds to question number three; and the customer perspective responds to question number one. University of California, San Diego prides itself on being a strategic, forward-thinking organization. University of California, San Diego’s EBA kept this framework as their foundation when personalizing the four perspectives and outlining their foci for the implementati on and application of the Balanced Scorecard. External and Business Affairs values these four perspectives (see Table 1) as tools and provides the organization with the following foci to further define the perspectives.Table 1 External and Business Affairs’ Personalized Balanced Scorecard Perspective Financial/Stakeholder Internal Process Innovation and Learning Customer Focus Looking Backwards Process Performance Employee Satisfaction and Wellness Customer Satisfaction University of California, San Diego has described their benefits from the Balanced Scorecard as the ability to align customer priorities with business priorities, the ability to track progress over time, the method for the evaluation of process changes, the method for identification of opportunities for initiatives and partnerships, the source for accountability to constituents, and the source for the development of action plans and setting strategic direction. University of California, San Diego as an institu tion benefits by the application of the Balanced Scorecard within EBA. Despite EBA being the only vice chancellor area that has implemented and applied the Balanced Scorecard, the benefits extend through all areas of the institution given that the services EBA provides to faculty and staff extends throughout the entire institution. Problem Statement In tight fiscal times, challenges and expectations increase for higher education organizations. The concept of a higher education organization running more like a corporation serves as a basis for criticism of the organization. In tight fiscal times, critics are extremely outspoken about the business of higher education. They challenge everything from the manner in which higher education organizations are organized and their funding decisions, to their staffing choices.Higher education organizations are viewed as a key component in overcoming tight fiscal times, therefore providing hope for the nation. However, their resources do not inc rease while their expectations by the students and other customers do increase over time. Higher education organizations face external pressures to adapt and manage change by utilizing market and business strategies. The financing of higher education organizations is cyclical. Therefore, tight fiscal times are either on the horizon or currently present for most publically supported higher education organizations. Alexander (2000) described this issue when discussing the concept of higher education accountability.He stated that â€Å"a new economic motivation is driving states to redefine relationships by pressuring organizations to become more accountable, more efficient, and more productive in the use of publicly generated resources† (p. 411). A related perspective is provided by Kotler and Murphy (1981), who wrote about tight fiscal times in higher education in the 1980s. Almost 30 years later their arguments are still very relevant given the cyclical nature of the 10 finan cing of higher education. They viewed the economic condition as a motivator, rather than seeing only setbacks and challenges. They looked at the economic condition as an opportunity to strategically move the organization forward. When fiscal times are tight, they see opportunities for higher education organizations.From their perspective, tight fiscal times are opportunities for planning and strategizing about the organization’s future. If the higher education organization can look introspectively and begin to analyze their current situation rather than focusing simply on daily operations, they can look to the future and find new opportunities (Kotler & Murphy, 1981). Presently higher education organizations face dilemmas of accountability. They are challenged to operate more strategically and are tasked with finding greater process efficiencies. Green (2003) argued that traditional approaches for managing higher education organizations are no longer relevant. Organizations n eed to reengineer themselves to be relevant in today’s society.Higher education organizations must identify, explore, and implement strategies that can assist them in responding to these new expectations. In 1993, when EBA implemented the Balanced Scorecard, it was partially in response to tight fiscal times and increased federal regulations. Consistent with Green’s argument, EBA was looking for a way to reengineer their organization in order to respond to the challenges of disappearing resources and increased regulation while finding a way to be strategic and accountable. Definition of Terms The following terms were used in this study. 1. Balanced Scorecard refers to the performance management tool developed by Robert S. Kaplan and David P. Norton in 1992. 11 2.Balanced Scorecard foci refer to the foci established at UCSD in conjunction with their personalized Balanced Scorecard perspectives. 3. Balanced Scorecard perspectives refer to the personalized Balanced Scorec ard at UCSD. 4. External Business and Affairs (EBA) refers to the vice chancellor unit at UCSD that has implemented the Balanced Scorecard. 5. Higher Education organizations refer to public and private nonprofit 2-year colleges and public and private nonprofit 4-year universities. 6. University of California, San Diego (UCSD) refers to the study site for this case study. 7. Western Association of Schools and Colleges (WASC) is the accrediting commission for Senior Colleges and Universities in the Western Region of the United States.Significance of This Study In light of the current and future expectations, higher education organizations require examples of successful implementation and adaptation of management strategies that address the need to become more productive, accountable and efficient. The Balanced Scorecard, which utilizes measures beyond financial performance, is a tool that can assist higher education organizations to become more efficient and accountable. This case stu dy took an in-depth look at the application of the Balanced Scorecard in units within the EBA vice chancellor area at UCSD. The results of the case study will provide other higher education organizations with a detailed view of how the Balanced Scorecard is communicated throughout the units, examples of what type of data elements are 12 tracked, and how these data elements are used for decision making.This detailed view of the Balanced Scorecard application will be useful for higher education administrators who are both internal and external to UCSD. For current UCSD administrators, this study provided them with a new view of the Balanced Scorecard. For external higher education administrators, this study will provide them with another model for doing business. This detailed view will provide them with examples of how one higher education organization has applied their Balanced Scorecard and impacted its performance. Purpose Statement This case study examined the application of the Balanced Scorecard as a management tool, and explored how the Balanced Scorecard and UCSD’s EBA personalized perspectives/foci were communicated throughout the organization.The results identified the data elements that the Balanced Scorecard tracks and described how the data were used for decision making. This case study paid particular attention to the four perspectives of UCSD’s EBA which were personalized for their application. These four perspectives are financial/stakeholder, internal processes, innovation and learning, and the customer. Theoretical Framework This study was informed by Bolman and Deal’s Reframing Organizations: Artistry, Choice, and Leadership. Bolman and Deal, in 2008, the fifth release of work that was first published in 1984, provide a four-frame model that views â€Å"organizations as factories, families, jungles, and temples† (p. vii).The four frames are the structural frame, the human resource frame, the political frame, and th e symbolic frame. A frame, 13 as defined by Bolman and Deal, is a mental model. It is â€Å"a set of ideas and assumptions that you carry in your head to help you understand and negotiate a particular territory† (p. 11). Frames are necessary so individuals within organizations can quickly create a mental model of their current situation so they know how to appropriately navigate the situation. Bolman and Deal explain that although it is key to have mental models (i. e. , frames in order to negotiate day to day situations), it is also important for individuals to have the ability to break frames; they call this â€Å"reframing. They argue that learning to apply all four frames creates a deeper appreciation and understanding of the organization. Bolman and Deal (2008) outline the frames with the following descriptions. The structural frame or the â€Å"factory† emphasizes organizational architecture and the formal roles and relationships in an organization. The â€Å"s tructure† of an organization is found in an organization’s organizational charts, the linear or vertical relationships that have been defined and provided to employees. The human resources frame or the â€Å"family† emphasizes relationships, particularly interpersonal relationships. The human resource frame is concerned with the individual in the organization, their feelings and their needs.The political frame or the â€Å"jungle† refers to the political nature of an organization including the struggles of power, competition, and coalition building, as well as including the much needed negotiation and consensus building. The symbolic frame or â€Å"temples† refers to the â€Å"informal culture† of the organization. The symbolic frame emphasizes symbols and rituals within an organization. In the context of the case study, it was important for the researcher to have an understanding of organizational theory. These four frames were selected by t he researcher to guide her research design and methodology and to provide her lens for gathering and analyzing data due to the fact that the four frame 14 model provided by Bolman and Deal are inclusive of the entire organization.The theory they have been working on since 1984 provided an appropriate context to study the Balanced Scorecard at UCSD; it describes the organization in four competing and complementary frames, similar to the concept of the Balanced Scorecard. Research Questions In order to understand the application and management of the Balanced Scorecard in UCSD’s EBA, the following questions were answered through this case study: 1. How are the four perspectives of the Balanced Scorecard communicated in the EBA? 2. How are the data from the Balanced Scorecard used within the organization of the EBA? 3. What impact does the Balanced Scorecard have on decision making in the EBA?Limitations of the Study A limitation of this study is that all higher education organi zations operate in a very distinct and unique manner. It may be difficult for some higher education organizations to find connections to this case study given the differences in mission, size, operations, and organizational structures of their institution when compared to UCSD. A second limitation is that since EBA is primarily a financial and administration unit within a high education organization, their processes and applications may not work for nonfinancial units. 15 Delimitations of the Study A delimitation of this study was the study site. The researcher selected UCSD based on proximity and familiarity.Within UCSD, the EBA is the only vice chancellor area that has adopted Balanced Scorecard. The other six vice chancellor areas have not adopted the Balanced Scorecard. Another delimitation of the study was that the researcher focused only on the Balanced Scorecard performance management tool rather than other performance management tools which are utilized at UCSD in the other vice chancellor areas. Role of the Researcher The researcher is currently a Director at UCSD in the Health Sciences Vice Chancellor area. The Health Sciences’ organizational unit has not adopted the Balanced Scorecard as a management tool; however, the researcher works with offices on a regular basis that have adopted the Balanced Scorecard.The researcher was invested in this case study because she wanted to gain a greater understanding of how the Balanced Scorecard has been implemented and how this can be modeled throughout UCSD and other higher education organizations nationwide. Even though she is an employee at UCSD, she attempted to be unbiased and fair. Organization of the Study This research study is organized in five chapters. Chapter 1 includes an introduction to the study, the purpose statement, the significance of this study, research questions, definition of terms, the limitations and delimitations of the study, and the role of the researcher. Chapter 2 includes a review of the literature and research on the Balanced Scorecard and its role in higher education. Chapter 3 includes a discussion of 16 the methodology that was used in the study.Chapter 4 includes the results and analysis that emerged from the study. Finally, Chapter 5 includes a summary of the study and lessons learned and recommendations based on the findings. 17 CHAPTER 2—REVIEW OF THE LITERATURE The roles and expectations of higher education organizations have significantly changed in the last decade. Higher education organizations are expected to provide a multitude of services in addition to providing the highest quality education for their students. Higher education organizations are expected to serve as a significant contributor to the nation’s economic state. They are expected to contribute to their communities via the students they educate.The students should transition quickly into productive workers in society as both skilled and knowledge workers. They a re expected to contribute via technology advances and business start ups that emerge from academic research. Stemming from the academic research, they are expected to contribute via innovations that lead to new products, services, and new collaboration with industry (Berdahl, 2009; Douglass, 2010a; Gumport & Sporn, 1999; Serrano-Valarde, 2010). Role and Expectations of Higher Education The new roles of the higher education organizations and the expectations placed on them have stemmed from societal expectations, public polices, and technological innovations.Higher education organizations are seen as a spark that once ignited can create vast benefits for society. This new role and the expectations of higher education organizations have created a need for university leaders to become increasingly accountable and to develop organizational structures that can support and fulfill current and future expectations. Higher education organizations are now being assessed on their ability to pr oblem solve, their ability to provide a high quality product in a low cost environment, their ability to continue to maintain a level of access despite budget cuts, and to produce graduates as knowledgeable and skilled workers in a reasonable 18 timeframe.The demands upon higher education organizations require them to become more strategic in nature, and to explore discussions of restructuring, resource management, and quality assurance. Despite the new expectations, higher education organizations are not expected to receive additional funding or secure new funding streams. Rather, the reality is their operating budgets will continue to decrease (Gumport & Sporn, 1999). As an example, it was reported in January 2011 that higher education organizations in California should expect budget cuts of approximately $1. 4 billion for fiscal year 2011-2012 (Keller, 2011). Higher education organizations are increasingly challenged to meet these new expectations, given the current budget situat ion and the forecast of a bleak financial future.It is the opinion of many that 2011 and future years may be equally as troubling financially as the recent reductions higher education organizations have faced (Atkinson, 2009; Douglass, 2010a, 2010b). According to Douglass (2010b), the demand for higher education and societal gains from higher education organizations go up during economic downturns. There is an important relationship between the need to educate students and provide support for academic research and the funding available during times of economic downturn. Douglas (2010b) argues, â€Å"Education funding and enrollment capacity may be as important as any other policy level to cope with the economic downturn† (p. 2).Additional or continual budget cuts simply provide further limitations on the higher education organization’s ability to meet these new expectations. The current budget cuts will have a significant impact on graduation rates and future worker sh ortages. Douglass (2010b) continues his argument, speaking specifically about the state of affairs of higher education in California by stating, â€Å"[It is] undergoing a possibly 19 significant redefinition, driven solely by severe budget cuts and without a long-term strategic plan† (p. 9). Higher Education in California Focusing on the state of affairs of higher education in California, Douglass (2010a) describes the near collapse of the system.The near collapse has been brought on by the state’s fiscal weakness and therefore a lack of funding to its three-tiered structure, the University of California System, the California State University System, and the California Community College System. Public support for student funding has plummeted in California and, despite the continued growth of applicants, the three-tiered system is unable to accommodate qualified students. In addition to their capacity issues, California is challenged by its inability to graduate stud ents, which continues to add to the worker shortage in the state. Many students in California are displaced and looking to nonprofit (i. e. , National University) and for-profit universities (i. e. , the University of Phoenix and Argosy University) to fill the void left by the state-supported three-tiered system.The number of displaced students is predicted to continue to grow given that the population in California will increase exponentially in the next 40 years. The U. S. Census Bureau (2010) cites the current population in California at 36,961,664. It is projected to reach 60 million by 2050 (California Department of Finance, 2007; Douglass, 2010a; U. S. Census Bureau, 2010). Douglass (2010c) describes the for-profit universities as providing a lesser quality product. It may be more accessible, but it often comes with a larger cost and a decreased level of quality. The movement to for-profit universities as a result of lack of access is not unique to California or the United Sta tes.Douglass (2010c) describes this phenomenon as the â€Å"Brazilian Effect. † The Brazilian 20 Effect is â€Å"when public education cannot keep pace with the growing public demand for access and programs. For-profits rush to fill that gap, and become a much larger provider† (Douglass, 2010c, p. 5). The Brazilian Effect is usually more prevalent in developing nations—nations that consist of large areas of high poverty rates, low high school graduation rates, and limited access to higher education. The research indicates this is more prevalent in countries such as Brazil, Korea, and Poland. California presently is experiencing these same qualities seen in developing nations.Douglass (2010c) argues the Brazilian Effect is presently being seen in California. In a response to California’s near collapse, Douglass (2010b) argues for a smart growth plan. This smart growth plan â€Å"seek[s] clear goals such as degree attainment rates, with an appropriate rest ructuring of higher education, containment of costs for taxpayers and students, and a seriously revised funding model† (Douglass, 2010b, p. 18). Of concern for California’s three-tiered system is its lack of management, vision, and planning for the future. It is this lack of a strategic plan that Douglass referred to that opens the door for extensive criticism surrounding the management of higher education organizations.The Western Association of Schools and Colleges (WASC) serves as the accreditation body for higher education organizations in the state of California and other western states and territories. The chief goals of the senior commission of WASC, which serves as the accrediting body for 161 institutions in California, Hawaii, and the Pacific Basin, are the promotion of institutional engagement in issues of educational effectiveness and student learning, the development of a culture of evidence that informs decision making, and the fostering of an active inter change among public and independent institutions (WASC, n. d. a). Under these goals, WASC can support higher 21 education organizations in their development of â€Å"smart growth plans† if they choose such a plan during the assessment of the organization.The WASC describes their purpose as assessing academic quality, educational effectiveness and institutional structures, processes, and resources (WASC, n. d. b). However, it does not appear this has translated to successful management and leadership in higher education organizations in California. Reengineering Education As a result of the new expectations for higher education organizations, attempts have begun to occur to reengineer higher education organizations to achieve closer alignment with market principles and management strategies, which have proven successful in the private sector. Green (2003) suggested that supporters of this â€Å"reengineering† movement include leaders from educational administration, sta te governments, and the business world.He argued that â€Å"traditional approaches to higher education organizations and management are increasingly out of step with demographic trends, technological innovations, and the accelerating pace of change found in other sectors of society† (p. 196). Green labeled most higher education organizations as â€Å"bureaucratic† based on their organizational structure of being rigid, hierarchal, and inflexible. Kotler and Murphy (1981), who wrote on the topic 30 years ago, also depicted higher education organizations in a similar fashion. They described higher education organizations as being â€Å"characterized by a high concentration of professionals and usually a significant amount of organizational inflexibility† (p. 472). Kotler and Murphy also acknowledged that management strategies in higher education organizations do not parallel the processes in a business setting.Keeling, Underhile, and Wall (2007) discussed the silo nature of higher education organizations. They suggested the silos are 22 due to a primarily vertical organizational structure, where members of the organization are often competing amongst themselves for scarce resources. Green (2003) provided an alternate option to a â€Å"bureaucracy,† that being â€Å"adhocracy. † An â€Å"adhocracy,† a term popularized by Alvin Toffler in 1970 (as cited in Travica, 1999), is a flexible organization, which operates collaboratively with cross-functional teams and matrix management. An adhocracy represents an organizational structure of the future; not many examples of true adhocracies exist.Performance Funding Another option being explored by some is the concept of performance funding. Performance funding is the mechanism of being paid based on the higher education organization’s accomplishments. Alexander (2000) explained that â€Å"this transformation has resulted from the realization that to strengthen their compe titive positioning, states and nations must increase their involvement in the development of human capital and research through higher education† (p. 412). Consistent with the increased expectations of higher education organizations, there has also been a change in the interaction between higher education organizations and the government.Governments are seeking a greater level of production from higher education organizations, as well as an increased level of accountability and efficiency in the organization’s use of public funds. Similar to societal expectations, the government’s expectation of higher education organizations has increased in terms of the organization’s return on its investment. The government expects expanded access and enrollment growth and is continuing to seek out new ways to measure productivity and efficiency in higher education organizations. Performance based funding has seen its largest increase in the last decade. In 2000, three- quarters of 23 the states linked a portion of the state funding for higher education to performance measures.Higher education organizations continue to find themselves responsible to new state-mandated measures which require tracking and reporting of those measures (Petrides, McClelland, & Nodine, 2004). Liefner (2003) wrote about performance funding. He suggested that performance funding should be defined at the organization level. Governments should allow higher education organizations the ability to manage their organization on an individual basis and define goals based on the historical and culturally accepted framework of the organization versus being forced by an external body. Petrides and colleagues (2004) concurred with Liefner. Their research suggested responses to external mandates are not necessarily drivers of performance.External mandates are becoming more and more prominent in higher education funding provided by the federal government. Field (2010) explained, in an a rticle in The Chronicle of Higher Education, that President Obama, more than his predecessors, is demanding results in exchange for funding. She explains that some administrators have seen this as meddling in their academic affairs. She states, â€Å"Not surprisingly, the plans met with skepticism from colleges. Some community-college leaders worried that benchmarking could shift the balance of power from state and local governing boards to Washington, setting the stage for federal meddling in curricula† (para. 18).Advocates, however, are praising him for increased accountability and assessment. The article concludes by explaining that higher education organizations will need to make the case for the funding they receive. This could be viewed as another form of performance funding; but regardless how you label it, this requires higher education organizations to have an infrastructure that supports data gathering and metrics in order to be able to respond to the 24 requirement s from the federal government to obtain funding that is required to run their organization. Accreditation A historically accepted manner to evaluate the quality of higher education organizations is accreditation.Accreditation is defined by the federal government as: Recognition that an institution maintains standards requisite for its graduates to gain admission to other reputable institutions of higher learning or to achieve credentials for professional practice. The goal of accreditation is to ensure that education provided by institutions of higher education meets acceptable levels of quality. (U. S. Department of Education, Office of Postsecondary Education, n. d. , para. 1) The Council for Higher Education Accreditation (CHEA, 2003) described accreditation as â€Å"a process of external quality review used by higher education to scrutinize colleges, universities and educational programs for quality assurance and quality improvement† (p. 4).In the United States, there are multiple bodies of accreditation for higher education organizations. Accreditation is regional, national, and specialized to individual disciplines. The definitions provided by the federal government and the CHEA speak specifically of quality. Quality within higher education organizations, however, has as many definitions as the number of people you ask. From the accreditator’s perspective, quality focuses more on the educational product delivered to the student rather than providing a direct linkage to the new expectations higher education organizations are facing. Specifically, the WASC, Senior Commission identifies four standards for accreditation.These are Standard I: Defining Institutional Purposes and Ensuring 25 Educational Objectives; Standard II: Achieving Educational Objectives Through Core Functions; Standard III: Developing and Applying Resources and Organizational Structures to Ensure Sustainability; and Standard IV: Creating an Organization Committed to Learnin g and Improvement (WASC, n. d. c). Within each standard, there are references to leadership, vision, and strategic planning. However, none of the standards clearly articulates these new expectations, let alone the evaluation requirements to determine whether or not higher education organizations are meeting these expectations.The lack of focus provided by accreditation bodies on these new expectations, higher education organizations’ role in contributing to the nation’s economic state perpetuates the systematic issues higher education organizations face with little accountability, inefficient practices, and insufficient leadership. Higher education organizations, in order to maintain appropriate accreditation, are required to meet the WASC defined standards. If accountability, efficiency, and strategic leadership was clearly defined and articulated in terms of the new expectations of higher education organizations by WASC, then we would see an increased number of highe r education organizations with these strengths.As indicated by the literature, the current state of higher education in America, as we looked specifically at California, is volatile. The current budget state, the societal expectations, the lack of resources and bureaucratic organizational structures show higher education to be at a state of necessary change. Higher education organizations continue to cling to organizational systems and structure that have served them in the past, but these systems and structures are unstable and lack the forward-thinking, strategic 26 leadership that is necessary for higher education organizations to survive, let alone thrive and evolve into organizations that can be successful today and into the future.Organizational Structure and Management Tools Despite the trend for accreditation to focus on program outcomes, quality is not explored in terms of higher education’s role in the nation’s economic state either via the student’s p roductivity in the workforce or via academic research. Given this notion that accreditation is not providing higher education organizations with a checklist for evaluation, organizations are forced to find ways to manage this internally. In order to meet the new expectations, higher education organizations must examine their organizational structure and management strategies to restructure, change, and implement management tools that will allow them to evaluate how well they are responding to the new expectations.Keeling and colleagues (2007) discuss higher education organizations in the following manner: The organization of institutions of higher education has been seen as operating with ambiguous purposes in vertically oriented structures that are only loosely connected. The rationale for this ambiguity is twofold: (1) to allow for creative thinking, and (2) to respect and even encourage the autonomy of different disciplines. But ambiguity of purpose and vertical organization are at odds with thinking and expectations in an era of accountability and assessment, in which cross-institutional, or horizontal, reporting and measurement of institutional performance are highly regarded and increasingly demanded. (p. 22) 27 Keeling and colleagues’ argument was consistent with the new expectations of higher education organizations.The current structure of higher education organizations no longer fit in this era of accountability, efficiency, and productivity. Serrano-Valarde (2010) provided a similar argument, when she discussed the role of management consultants in higher education organizations. She described the new expectation of higher education as a shift that occurred in the mid-1990s. The shift, she explained, was a â€Å"shift in the perception of responsibility to society . . . to [provide] a locus for individual development, transmission of civic values and basic research . . . to became directly accountable for the nation’s economic well-be ing† (p. 126). Serrano-Valarde discussed the role of management consultants in the academic culture within higher education organizations.Prior to the shift of perception that Serrano-Valarde wrote of in 2010, Kotler and Murphy (1981) discussed the need for higher education leaders who had the strategic vision to serve as change agents. More than 30 years prior to Serrano-Valarde describing the need for management consultants, Kotler and Murphy argued â€Å"few leaders are able and willing to focus systematically on change; they are largely taken up in today’s operations and results† (pp. 470-471). This inability to lead change in higher education organizations still exists 30 years later, and Serrano-Valarde explained that this has created a need for management consultants who, once inserted in the organization, can serve as the change agents that most higher education organizations are lacking. Management consultants, regardless of the cause or their presence, open the door for higher education organizations to explore and implement strategies similar to business. The exploration of these strategies is necessary as a response to the new expectations of higher education organizations: the need for greater accountability, 28 efficiency, and productivity. Gumport and Sporn (1999) described opportunities within higher education organizations, which allow for the injection of management strategies, the opportunities for â€Å"quality expectations [which] focus on public accountability, student learning, faculty productivity and performance, program effectiveness, and institutional evaluation† (p. 11).They acknowledged, however, that management strategies primarily benefit the administrative structures and processes within higher education organizations. They argued that over time the strategies may reach and therefore benefit the academic side of the organization, as well. Common management strategies explored in higher education organi zations include Total Quality Management (TQM), the Baldrige Program Award, and the Balanced Scorecard. Total Quality Management Total Quality Management provides higher education organizations an opportunity to improve quality, increase performance, and decrease cost by utilizing the mechanisms of continuous improvement and cultural change throughout the organization (Chaffee & Sherr, 1992).According to Lozier and Teeter (1996), the early adopters of TQM, in the mid 1980s, were largely community and technical colleges; the training component of their missions fit nicely with the principles of TQM. Lozier and Teeter explain, in order for higher education organizations to appropriately implement TQM, they need to first define quality as it relates to their organization. Secondly, the need to define their mission and vision and lastly implement processes which allow for continuous improvement. Total Quality Management relies on a total transformation of the organization, which is ofte n difficult for higher education organizations which do not 9 operate in the pure top-down model like much of the corporate world where TQM has shown to be most successful. The Malcolm Baldrige Award Framework The award, which is a government program initially developed for industry, was converted into an award for education organizations in 1999. The Malcolm Baldrige Award evaluates organizations on seven categories including Leadership, Strategic Planning, Customer Focus, Measurement, Analysis and Knowledge Management, Workforce Focus, Operations Focus and Results (Karathanos & Karathanos, 2005). Since 2001, the recipients of the Baldrige award have been mixed between K-12 schools and higher education organizations.The award recipients have been recognized for their improvement of academi