Creating a Plan for Positive Influence Essay Example | Topics and Well Written Essays - 1000 words

Creating a Plan for Positive Influence - Essay Example Managers have a greater role to play in shaping the different emotions exhibited by their employees and create an atmosphere in the workplace where the employees feel motivated thus creating an improved performance in the organization. This paper will therefore discuss the differences in personality, values, emotions and attitudes as well as how all these elements influence behavior. Finally there will be a discussion on how these differences can be implemented effectively in to a plan so as to influence the team positively. The Differences in Personality, Attitudes, Values and Emotions and how They Influence Behavior Yang and Diefendorff (2009) points out that an attitude usually shows how an employee feel about something that relates to him or her and has three main components which include the cognitive, affective and behavioral. the cognitive aspect of attitude elaborates on the truthfulness of an individual concerning certain issues for example in the workplace setting employees knows very well that visiting social sites while at work is prohibited therefore those visit such sites are on the wrong and it can be said that this type of attitude is right and is cognitive. The affective aspect elaborates on how an employee feels about a certain situation for example in the case above an individual might state he or she dislikes visiting the social sites during the working hours thus this aspect shows how an employee affectively feels about visiting social sites during working hours and those individuals who visits those sites. The behavioral aspect of attitude shows how an employee feels through an action in the work place. Values refer to the life goals that are set out by the individual that reflects what is important to them. Values are gained from the experiences of the daily occurrences thus making the stable. Important values in the life of an individual affect the decisions that this individual makes in the work place. The attainment of an individual’s values in the organization is likely to make the individual remain in the organization and when the job does not satisfy a person’s values this individual is likely to leave the job. In the case of behaviors, an individual is likely to choose a job that posses high values and that he or she values them (Garrety, et al., 2003). The personality of any individual include the person’s feelings, behavioral patterns and thoughts and the success of an institution is highly dependent on how the leaders are able to understand the personalities of the people within the organization. By understanding the pers onality of a certain individual within the organization makes it easier for managers to gauge how the employees are likely to behave when faced with certain issues. In the institutional setting each and every individual has a role to play thus he or she is required to behave in a certain manner that is expected of them in the office etiquette. In jobs that require more independence or freedom, then personality usually tends to exert a much strong influence on the behavior of people in the workplace (Morris & Feldman, 1997). Developing the Plan The completion of the project will take one year and during this time different activities will be undertaken. The team will need to stay focused throughout the period which the project is being undertaken thus there is need to for the team members to be motivated

Hog case study Essay Example for Free

Hog case study Essay Product Life Cycle: Late Growth / Early Maturity I. Uncertainties that may affect industry structure II. The plausible assumptions about each important causal factor The uncertainties that exist for the Motorcycle Industry are fluctuations in the following categories: government regulations, price of supplies, Fuel Cost, Global Demand for motorcycles, Product innovation, customer loyalty value (CLV), target market, and market share. The casual factors that drive these uncertainties are an important factor when forecasting the future of the Motorcycle Industry. The most likely scenario for government regulations will push the industry towards going â€Å"Green† and becoming more environmentally friendly by requiring lower emissions. They will require the industry to improve these emissions standards. Currently the average motorcycle averages 40 MPG (miles per gallon) in the city and 50 MPG on highway but they still emit smog into the environment. The industry will most likely use the fuel consumption statistics to their advantage by relating to the current price of gasoline and the fact that the average car gets 20 MPG and SUV’s get even less at about 16 MPG. Price will be a major uncertainty for the industry. The industry relies on other companies to provide them with materials so that they could assemble the bike. The increasing cost of transporting these materials from the manufacturers to the motorcycle assembly plants are going to increase and therefore lead to increase in the operating cost for the industry and lead to higher price for the finished product resulting in no value added. The price of the finished product is a very important factor for the industry because all the players in the industry are trying to attract the younger target market and are competing on price. The Japanese manufacturers have a mindset that they are willing to incur short-term loss so that they could gain market share. This strategy is bad for the industry because every company will try to reduce its prices and will eventually not be able to make significant profit. This fact needs to be carefully monitored so that no one player tries to influence the overall industry. Economic conditions in the U. S. significantly affect the firm’s performance from year to year. During an economic recession, Harley-Davidson will feel its effects since consumers tend to tighten up discretionary spending during rough times resulting in no value added to the company. This is what is currently happening in the economy. Global demand fluctuation also is an important factor to the overall success of the industry. The global demand for the heavy weight motorcycles grows at an average core rate of 7% to 9% per year and has averaged 8. 6% since 1991 for Harley Davidson. This trend will most likely continue because of the Baby-Boomers who previously purchased these bikes will continue to do so as they live more active and adventurous lives then previous generations. The baby boomers are more affluent then previous generations. The global demand will rise because of this fact. It will also rise because they are not only catering to the older consumers but also towards the younger generation and women. The industry is creating bikes that are cheaper and faster that appeal to the younger consumer. This trend will spread globally because of the Blue Ocean created by Harley Davidson because of the Rental Programs, and the Riders Edge programs that will be emulated by the other players in the industry. This will lead to the Red Ocean scenario again and companies will compete at the same level within the industry. We also believe that players in the industry will make strategic alliances with other industries to cross sell their products such as Harley currently produces clothing and accessories to increase and diversify its revenue sources. The industry will continue to compete on all aspects such as price, quality, and functionality. This intense competition will lead to a Red Ocean until a new innovator can emerge. The industry will most likely continue to invest in Research Development to improve the quality of their products, to try to innovate, to get a better product out to the market and even innovate the way they assemble and market their product to the consumer. Also, personalization and customization of motorcycles will increase as television programs such as American Choppers, and West Coast Choppers are glorifying them. All these factors will lead to an expansion of the Target market and more intense competition. Customer Loyalty Value will most likely rise for the industry because many of the individual producers have a wide variety of products that they can offer to their customers. The industry will most likely target previous customers more to get them to purchase a secondary bike. This trend will continue since the largest buyer group numbers are steady for the next several years, currently there are 41 million US men in the age group of 35 to 54 and that number increases to a little over 41 million in 2020. Also currently there are 80 million baby boomers of those the oldest ones are entering their late 50’s and the youngest boomers are just entering earlier part of their 40’s. These groups will be heavily targeted by the industry to either purchase their first motorcycle or 2nd motorcycle. III. Plausible assumptions about each important casual factor The most important casual factors are the level of quality of the motorcycles, product innovation and marketing. These three factors are predetermined meaning that change is likely to happen  nd is largely predictable and they are constant meaning that these areas in the industry are unlikely to change. However, product innovation is uncertain meaning that product innovation depends on other irresolvable uncertainties in the industry. To begin with the first important casual factor the level of quality, we know that if the level of quality for motorcycles increase, it is likely to lead to an increase in other areas as well such as price, sales, market share and customer retention. (Cash flow, interrelationship, linkages and value added). The next important casual factor is product innovation. Similar to quality, if product innovation increases it is likely to lead to increases in other areas such as price, sales, market share, customer retention and gaining new customers. Lastly, marketing is another important casual factor. We know that if marketing is increased and if it becomes more innovative in ways there will be increases in other areas such as sales, market share, customer retention, new customers, advertising and promotion, branding and in relationship marketing resulting in value added. IV. Assumptions about individual factors into internally consistent scenarios. Scenario 1: If quality increases it is likely that performances in other areas are likely to increase as well. Improving quality is always beneficial and important to execute any strategic sequence successfully. The value curve, which is the basic component of the strategy canvas, depicts relative performance across the industry’s factors of competition. Creating a new value curve involves identifying which factors of the industry should be eliminated, reduced, raised well above and created or offered in regards to the industry. So let’s use Harley-Davidson as an example. Eliminate-Reduce-Raise-Create Grid: Harley-Davidson Eliminate Company staff positions Raise Tariff protection against global competitors Reduce Inventory levels Create JIT inventory practice Employee involvement Materials-As-Needed program When it came to improving the quality of the business Harley-Davidson eliminated the positions of senior vice president in marketing and operations because there was no value added. The style of leadership at the company was very effective because they were able to identify weak links in their operations and cut out the extra manpower that was muda. The company reduced inventory levels with the hope that it would make quality problems more apparent and force employees to take action. The tariff protection the company sought to gain time and protect itself from the Japanese inroads in the heavyweight segment was a leading factor that raised them above the industry standards. The company’s OWC that was created was the use of JIT inventory practices, employee involvement and the SOC (statistical operator control). Workers were required to participate in the newly formed circles that were made directly responsible for improving motorcycle quality. A Materials-As-Needed (MAN) program was implemented to free up, as much needed cash by reducing WIP inventory, which led to economies of scale and LC. These changes also led to increased quality. Productivity improvement went up by over 50%, WIP inventory was reduced by 75%, scrap and rework went down by 68%, U. S. revenues increased by over 80%, international revenues by 1. 7 times, operating profits increased by $59 million and market share in the heavyweight segment increased by 97%. Harley-Davidson’s net revenue increased from $1,350,466 in 1995 to $5,015,190 in 2004 in millions. Scenario 2: If product innovation increases it is likely that performances in other areas will increase as well. Product innovation is the new business imperative. It drives growth and future success for companies. Most companies are trapped competing in red oceans because they define their industry similarly, focus on the same buyer group, define the scope of the products and services offered by their industry similarly and they focus on the same point in time and often on current competitive threats in formulating strategies. However, Harley-Davidson has not followed these same guidelines, so they are not currently trapped in the red oceans. Harley-Davidson was selected as an outstanding corporate innovator by PDMA in 2003 (Product Development Management Association) because of its established brand, its strong connection with customers, and because of its continued commitment to product innovation. The company focuses on optimizing the â€Å"customer experience,† and as a company has grown from 40,000 units/year in 1998 to 264,000 units/year in 2002. Their use of multiple and novel venues to gather customer needs and preferences information to guide their new product efforts, while employing a formal Concurrent Product Process Delivery Methodology (CPPDM), has kept their new product engine running at peak efficiency. Several unique elements and concepts in their process such as â€Å"swirl,† â€Å"bins,† and â€Å"cadence,† ensure the degree of innovation, speed to market, match of development resources, and financial viability of individual projects as well as the entire new product portfolio. Scenario 3: If marketing increases performances in other areas is likely to increase as well. Marketing for any company in any industry is extremely important. How well a product/company is marketed leads to the success of that product/company. Blue oceans are defined by untapped market space, demand creation and the opportunity for highly profitable growth. In order to execute a blue ocean strategy market boundaries must be reconstructed and must reach beyond existing demand. This is in fact what Harley-Davidson did to create a blue ocean for itself and increase the brand name and company revenues simultaneously. The company’s three strategic constants: passion, sense of purpose and operational excellence are the cornerstone of their blue ocean strategy. There is no competition, as seen by being the only U. S. manufacturer for 46 years, and petition to end protective tariffs. All bikes are customizable, and some say that they are made to be tinkered with (not as hands-off as can be, therefore redefining premium brand). The company has a huge fan club and a phenomenally powerful brand and its quintessential strong emotional connection keeps them in the leadership position. Undoubtedly, Harley-Davidsons greatest marketing asset is the Harley Owners Group, with one million member’s world wide making it the largest motorcycle-sponsored club in the world. Harley-Davidson is continuing to improve value innovation by still focusing on beating the competition, making it irrelevant by creating a leap in value for buyers and their company by opening up a new and uncontested market space. They have done this with the implementation of their Rider’s Edge and Rental Programs. The rental program was implemented to hook customers and entice them to buy a Harley. This program is offered by 250 dealers and is available in 52 countries. Survey shows that 32% bought a bike or placed an order and another 37% planed to buy within one year. The Rider’s Edge Program offers riding lessons that last for four days and cost students $350. Approximately 70% of students in the program purchase a motorcycle within 18 months and about 40% of the students are women and 30% are under the age of 35. This buyer learning relationship created by Harley-Davidson has increased sales, new customers and targets the untapped market of women highly. This value innovation has led to LC for people who have learned to ride the motorcycles through the program and also to the instructors teaching the students. It has led to increased sales and revenues from the 70% of students that buy within 18 of completing the lessons. This continues to be a huge win for Harley-Davidson. V. Analyzing the industry structure that would prevail under each scenario McKinsey Model INDUSTRY ATTRACTIVENESS Competitor Profile WeightRateTotal Market Growth Rate. 102. 20 Marketing Size. 103. 30 Competitive Structure. 203. 60 Seasonal/Cyclical. 103. 30 Industry Profit. 102. 30 Tech Demand. 204. 80 Eco of Scale. 102. 20 Unique Social. 102. 20 TOTAL12. 90 Competitor Profile WeightRateTotal Market Share. 204. 80 Tech Strength. 203. 60 Marketing Skill. 203. 60 Company Profit. 102. 20 Management Skill. 102. 20 Ability to compete on price quality. 203. 60 TOTAL13. 00 9 Cell Matrix for Motorcycle Industry 2004 Competitor Profile Strong Average Weak HiIIE MedIE HOGD LowEDD HiMedLow I= Invest E= Evaluate D= Disinvest The next step in scenario planning is to analyze the implications of each scenario for competition. We will determine the future industry structure, implications for industry structural attractiveness and the sources of competitive advantage. The future growth is largely dependent upon its ability to develop and successfully introduce new, innovative and compliant products. In addition, it must comply with governmental laws and regulations that are subject to change and involve significant costs. Worldwide demand for motorcycles is forecasted to advance to 5. 2% annually to more than 35% million units in 2007, valued at $46 billion. Driven by increased income levels in emerging markets such as India, China, and Southeast Asia, demand for scooters, mopeds and light motorcycles will remain relatively strong, providing continued growth opportunities for motorcycle OEMs and suppliers. The market for large motorcycles will also remain strong, although some concerns regarding future demand have emerged due to the aging customer base and rising insurance costs, especially in the US and Europe. While growth prospects remain solid, especially when compared to the 2% annual growth experienced by the light vehicle industry, the industry will likely go through a restructuring phase in the future. Many of the small competitors will begin to exit the market. The intense focus on price in the Asia/Pacific region has caused Japanese OEMs to begin to abandon Japan as a production base in favor of lower cost hubs like China or Thailand. In China, for example, the largest motorcycle market and producer in unit terms, is rapidly transitioning away from motorcycle toward cars, and in the process overflowing the world market with motorcycle exports. In contrast, rising fuel prices and increasing restrictions on car uses are favoring motorcycles in developed markets. Two separate motorcycle markets exist. The first is centered in the industrialized Triad (US, Japan, Europe), where consumers who already have one or more vehicles see motorcycles as pleasure vehicles. These motorcycles tend to be larger, more powerful machines, which cost on average about $5,000 to $6,500. The other much larger market in unit terms is found in the emerging economies of the Asia/Pacific, where motorcycles are seen as primary family and work vehicles. These vehicles are cheaper, smaller and less powerful than Triad motorcycles. Motorcycles everywhere is being fractured down from, stricter emissions controls to noise limits, from land closures to exclusions from HOV lanes. The motorcycle industry has spent the last 10 years of convincing the public that motorcycles are a form of entertainment and not a form of transportation. The world has been changing with new issues and now advertising is geared toward qualities like dependability, practicality, technology, safety and environmental friendliness. Women control 85% of all the discretionary dollars spent in the US. Ten years ago women represented about 3% of the motorcycle owners. In 2004, they ramped up to 12% in motorcycles. Utilizing learning curve, dealers are beginning to understand their sales people can no longer talk down to a woman. Some have started to hire women as salespeople. Once only men staffed dealerships, women are showing up as techs, service writers, parts counter, and unit salespeople. The behavior has changed. The Motorcycle Safety Foundation conducts training for new motorcyclists. In 2003, they reported that 40% of those signing up for new classes are women. In the case of Harley-Davidson, the Harley rider is now 45 (10 years ago it was 37) and 20% of Harley riders are over 55. Despite the company’s success in the past 18 years, it has difficult time attracting younger consumers, who tend, to go for sporty, fast, technologically-savvy racing bikes produced by its competitors. Harley has been investing in its product to attract a younger buyer. It continues to revamp its affordable Sportster line and its higher-tech V-Rod family with liquid-cooled revolution engines continues to appeal to more youthful market. In addition, its sports bike subsidiary, Buell, is to lure in the Generation Y market. Growth in year-to-year sales was slow, but with the economic downturn in the market, sales in this market segment may increase due to the lower price point. These marketing challenges will force the company to examine their manufacturing, marketing, pricing and every other part of the business. For consumers, this will means better pricing, more value and greater service to attract their more discerning and selective purchase. The industries never stand still. Operations improve, markets expand and players enter and exit. VI. Determining the sources of competitive advantage under the most likely scenario The driving force behind Harley-Davidson’s competitive advantage is its quality, marketing and product innovation so we will determine the sources of competitive advantage in these forms. Quality Harley Davidson’s source of competitive advantage in regards to quality will most likely be its continued use of the productivity triad. Harley’s productivity triad involves employee involvement, use of JIT inventory practices (which Harley renamed MAN – Materials As Needed) and statistical operation control. Quality drives productivity and increased productivity is a source of greater revenue. This can be seen as under Harley’s new system inventory turn increased to 17 and productivity improvement went up by over 50%. This new system allowed Harley to free up cash by reducing its work in process inventory by 75%. This system proves that improved quality does not always mean increased cost because its costs decreased while its U.S. revenues increased by over 80%, international revenues by 1. 7 times, and operating profits increased by $59 million. Their market share under this new system had also increased by 97%. Quality is defined entirely by the customer and end user and based upon that person(s) evaluation of his or her entire customer experience. Through the use of the productivity triad, customer retention will increase as Harley Davidson continues to improve its entire customer experience from how their bikes are sold (utilizing women sales people to make women customers more comfortable), to how the bikes perform. The increased customer retention and productivity triad will result in a differentiation advantage over its competitors thus creating superior value to its customers and superior profits for itself. Harley was able to create a blue ocean by driving costs down while simultaneously driving value up for its consumers. Marketing Harley Davidson’s source of competitive advantage in regards to marketing will most likely be the continued use of its programs such as the Ladies of Harley, the Riders Edge and Rental Program. The Ladies of Harley group cultivates and will most likely continue to cultivate the interest of women riders. This group was sponsored by HOG to support women motorcycle enthusiasts, and to encourage women to become more active within the group. The Riders Edge program offers motorcycle-riding lessons that last for four days and cost students $350. Surveys show that 70% of Rider’s Edge participants purchase a motorcycle within 18 months. This program helps to target the women market (who makes up 40% of participants) and younger riders (30% of participants who were under 35). The future strategy of Harley is to gain market share in the younger rider segment, so it is likely to continue this program. Harley will most likely continue the use of its rental program, which is used to â€Å"hook† customers and entice them to buy a motorcycle. It is said that 32% of participants bought a bike or placed an order and another 37% planned to buy one within a year after renting a Harley. The company will most likely increase the number of dealerships the program is offered in, as it has demonstrated great success. This is a value added to the consumer who gets to experience the feel of a Harley before making an actual purchase, and a value added to the company because it almost guarantees future earnings. These programs will result in a differentiation advantage over its competitors. Product Innovation In regards to production innovation, Harley-Davidson will most likely continue with new product development and upgraded manufacturing technology. With many concerns with environmental health issues, Harley will most likely manufacture a Hybrid or economically friendly motorcycle to entice sales of future consumers who are concerned with environmental conservation and to appeal to current eco friendly consumers. Harley-Davidson’s resources and capabilities together form its distinctive competencies. These competencies enable innovation, efficiency, quality and customer retention, all of which could be leveraged to create a cost or differentiation advantage for the firm and thus creating value for its customers and profits for itself. Harley-Davidson has created a strong differentiation strategy setting itself apart from the crowd and making its brand identity legendary. On the next page, you will find a competitive analysis of Harley-Davidson to one of its existing competitors, Honda. Competitive Analysis HARLEY DAVIDSON HONDA Future Goals? Produce and sale high quality motorcycles. ?Maintain market share. ?Replace some of aging boomer customers by tapping into the youth market. ?Address shifting demographics. ?To make cycles more popular. ?Strengthen themselves as a manufacturing company. ?Strengthen focus on initiatives, quality and technology. Current Strategy? Maintain current growth in traditional segments while taking measures to reach younger customers. ?Keep up with trends and customer needs. ?Increase product line of accessory and apparel. ?Provide motorcycles accessories and services to selected niches? Maintain global viewpoint. ?Supplying products with high quality at a reasonable price. ?To create new technology that offers new possibilities in mobility. Assumptions ?Harley would not be able to maintain ?Market for Harley-Davidson products may be maturing. ?Baby-boomers were aging and may not want to ride motorcycles anymore. ?Boomers will ride into their late 60 and 70’s. ?Manufacturers are more skilled at mass-producing motorcycles efficiently. ?Will continue to be more technically advanced in the industry. CapabilitiesStrengths ?Renewed RD expenditure.? Strong brand identity and loyalty. ?Boomers are living more of an active lifestyle. ?Productivity triad. Weakness ?Some bikes are too expensive for younger consumers. ?Close association with baby boomers. Strengths ?Strong technical advances. ?Have a stronger brand with the younger generation. ?Caters to younger buyers with smaller budgets. Weakness ?Does not have an association with baby boomers who are expected to ride longer. Market Share Harley Davidson maintains a large margin in its dominance in the U. S. Heavyweight Motorcycle market as compared to its major competitors. 2003 2007 US Heavyweight Market ShareUS Market Share 2007 2006 2005 2004 2003 Harley-Davidson 49. 4% 50% 49. 6% 50. 2% 50. 3% Honda 14. 2 15. 1 16. 6 18. 7 18. 4 Suzuki 12. 5 12. 9 12. 4 10. 2 9. 8 Yamaha 9. 2 8. 6 8. 9 8. 7 8. 5 Kawasaki 7. 2 6. 8 6. 5 6. 4 6. 7 However, Harley’s international market share is slightly smaller. For instance, the company has a 38. 4% Canadian market share and a 10. 2% market share in Europe as of 2006. Notably, both of those markets are substantially smaller than the US market. Nonetheless, Harley has a dominant worldwide market share of 33% in what is a growing industry. Operating Metrics Several operating metrics are useful in understanding the company’s position vis-a-vis its largest competitor. Honda’s figures are for its motorcycle business only. Please see chart on next page. 2006 Operating MetricsOperating Metrics Harley-Davidson Honda Units Sold 361 103 Units Sold per Employee 35. 4 3. 6 Revenue per Employee (USD) 637,881 356,746 Operating Margin(%) 27. 5 9. 2 CapEx as % of Sales 3. 8% 4. 2% While the company’s competitors, notably Honda Motor Company (HMC) and Suzuki, do not have as dominant a market position, they often have greater financial resources. This is largely because companies like Honda have more diverse product lines (like cars), and are greater in size than Harley-Davidson, a far more specialized company. For example, motorcycle sales at the company’s largest competitor, Honda, hover around 12% of total revenue. Revenue by Region While around 80% of the Harley Davidson’s sales still occur in the United States, its international segments are growing quickly, and the company is pursuing opportunities for gaining market share abroad resulting in value added. This can prove important to the company, as market share has begun to stabilize in the US due to saturation of this market. 12 Month Harley-Davidson Stock Analysis The chart above shows that it has definitely been a tough 12 months for Harley-Davidson stock and it is undoubtedly being affected by the economy. VII. Predicting competitor behavior under each scenario Introduction of competitor behavior In 2007, Sales in the motorcycle industry failed to increase after 14 consecutive years of gains and were lower than in 2006. For Harley-Davidson, revenues declined 1. 3% and earnings declined 4. 3% 2007. In preparation for the affects of a slowing American economy, the firms largest market, Harley cut production and shipment of its motorcycles in the 3rd and 4th quarters of 2007. However, on the up side, the motorcycle industry sales in 2007 were over the 1 million mark for the 5th straight year. Battery and tire sales indicate that ridership and enthusiasm for the sport remain high. Quality The competition will continue to manufacturer new models and invest in quality improvement; however, they will focus on supplying products with high quality at a reasonable price. In addition, they will strive to further improve JIT inventory practices and statistical operation control. Quality drives productivity and increased productivity is a source of greater revenue. Marketing The competition will market their brand with the younger generation. It will cater to younger buyers with smaller budgets. The aim to attract the younger target market and compete on price. Furthermore, create bikes that are cheaper and faster that appeal to this market. In addition, the current success that Harley has had with the rental’s, and the rider’s edge program will most likely be emulated by the players in the industry. Product Innovation The competition will continue to invest in product innovation that will appeal to the younger generation in design and price points. They will continue to create new technology that will offer new possibilities in mobility. Conclusion: Harley-Davidson has developed a blue ocean strategy by fulfilling dreams through the experience of motorcycling. All bikes are customizable and have developed a huge fan club and a phenomenally powerful brand with emotional connection and loyalty. This loyalty will be crucial to the company’s success going forward, and Harley will depend upon duplicating this success  internationally to fuel growth. Despite the fact that due to economic issues, in the motorcycle industry sales have been down and cost up, we expect that Harley-Davidson will continue to invest in quality improvement, marketing strategy and product innovation in order to remain competitive in the industry and achieve economies of scale. Harley-Davidson will continue to manufacturer new models and invest in quality improvement however; they will do it with increasing cost pressures. The dollar has lost 26% of its value against the euro and 11% of its value against the yen since March 2003. Escalating cost for the metals, plastics and other commodities used to manufacture motorcycles and the fuel needed to transport foreign models to the U. S. market, has resulted in price pressures for the European and Japanese manufacturers in particular. Harley will need to look to further cut manufacturing costs, (lean manufacturing) rather than raise retail prices for consumers who, in the U. S. , are continuing to tighten their belts. Harley-Davidson will continue to invest in marketing. Through marketing efforts the company will look to increase its current loyalty program but also duplicate this success internationally to fuel growth. The company’s customers tend to be fiercely loyal to the brand, which has helped to drive consistent growth over the past 20 years while making the company the premier name in its industry. In addition, since the company’s core consumer group is aging, it will target women and the younger generation of motorcycle enthusiasts. In order to appeal to this group, the company will continue to use the HOG and riders edge program. Furthermore, the company will continue to revamp its affordable Sportster line and its higher-tech V-Rod family with liquid-cooled revolution engines and its subsidiary, Buell, in order to lure in the Generation Y market. However, it should be noted that in marketing to this new segment, it will lead to the red ocean scenario again and companies will compete at the same level within the industry. The company will also have an opportunity to increase marketing in the international markets. While around 80% of the Harley Davidson’s sales still occur in the United States, its international segments are growing quickly, and the company will have an opportunity to market to these segments in order to gain market share abroad resulting in value added. This can prove important to the company, as market share has begun to stabilize in the US due to saturation of this market. Harley-Davidson will also continue to invest in product innovation. In order to increase its customer base, the company will focus more on fuel efficiency transportation oriented models in the coming years. With many concerns with environmental health issues, the company will most likely manufacture a Hybrid or an economically friendly motorcycle to entice sales of future consumers who are concerned with environmental conservation and to appeal to current eco friendly consumers.

Cybercare Work Placement Review

Cybercare Work Placement Review Ignacio Fernà ¡ndez De Arroyabe The work placement for this module, Work Related Module II, was at Cybercare UK. From October 2016, I have been developing this activity. Cybercare UK is an organisation in London, which offers one-stop-shop to support victims of cyber crimes. The goal of the organisation is to assist victims of cyber crimes in detecting and protecting themselves. In fact, the aims of this company are advocacy for the protection of the individual, respecting rights and responsibilities to ensure security and freedom, in consultation with government, legal and technical services, and charitable agencies. During the time spent at Cybercare, I have worked in a group called Cybercare Business Research Team. The objective of this team has been to identify products for the security of computer systems. For this task, we have followed the work methodology DESP, which consists in detecting problems and vulnerabilities, customer education, and in supporting and offering protection for victims of cyber crime. In this report, we synthesise both the activities carried out and the assessment of the learning outcomes. Thus, we firstly conduct a review of the activities performed, placing special emphasis in the work methodology. Secondly, we evaluate the activities carried out in terms of learning. This learning has been evaluated at three levels: (i) the acquisition of knowledge, (ii) the improvement of capabilities, and finally (iii) the improvement of skills (not only personal skills but also interrelational and leadership skills). In the following sections, I present the review of activities, the academic context in which they have been developed, the evaluation of activities and finally, the conclusion explaining the achievements with this Module. I enclose as Annexes the presentations that I have elaborated for the organisation. 2. Review of Activities As a member of the Cybercare Business Research Team, the work we have done has been to find products for the security of computer systems. Our role was to educate and provide victims of cyber crime with measures (software or procedures) to protect systems; For example, antivirus and search engines that provide you privacy, or network sniffers, for users with more computer skills. As members of the Cybercare Business Research Team, we took care of everyday software, for example, encrypted mail, secure VPN, secure payment methods, etc. The Table 1 shows the activities developing. Table1: Activities performed during the work with Cybercare Research Type Main Duties Research on Antivirus and Secure Browsers -Find the best Cost/Security Antivirus. -Find the best Secure browsers that do not slow down the system. -Compatible with multiple O.S. Research on Network Sniffers -Research for Network Sniffers. -Tutorials to show how to use the Software. Research on Network Ports -Tutorials in explaining what Network Ports are. -Research on how to close ports. 2.1 Dealing with the client needs In the context of my activities in Cybercare Business Research Team, we note that Cybercare is a peculiar organisation in the relationship with its clients since it is not only necessary to provide a service, but also it is necessary to consider the psychological state of the client, as these people have suffered a cybercrime. Therefore, this makes our work affected in several ways: First of all, when finding solutions or helping a client, we have to lead with clear and simple ideas to help them. We assume that their knowledge of computer tools does not necessarily correspond to an expert level. Second, the psychological situation, since apart from customers, they are victims of cybercrime. This means that we have to be especially sensitive, both in the provision of the service and in the relationship with them. These two aspects have been the reason for the first meetings with the company since the relationship with the clients is fundamental. 2.2 Working Methodology: DESP approach. For the accomplishment of our work, and considering the framework of the relationship with the clients, the methodology used in the company is DESP approach. This methodology work consists of four phases: Detect, Educate, Support, and Protect. Through it, we provide an integral service to our clients, following the guidelines of work of the main international regulations, on the implementation of information security systems (Boehm, 1991; CLUSIF, 2008[1]; Infosec Institute, 2016; ISO, 2016). Below we describe the main aspects of the work methodology: The first stage of the work is the detection (Detect). This is probably the most difficult task because when a client needs help, you have to find the possible vulnerabilities or mistakes that they have made and that have allowed the hacker to enter to the system. It is a crucial step, as all the solutions that might be applied depend on finding the problem. If the vulnerability exploited by a hacker is not detected, it will not be possible to implement a solution. To make a good detection analysis, it is crucial to meet with clients, with the aim of identifying and recreating the steps followed by the hacker. For the realisation of this work, we use technical diagnostic toolkits, such as CrystalDiskInfo, which monitors the hard disks and reports the state of their health, then it returns all the S.M.A.R.T. information and shows how many times the disk has been turned on and off (Hiyohiyo, 1998), or even the help of legal agencies (for example, the metropolitan police). The second stage of our methodology is education (Educate). At this stage, we develop an educational programme, suitable for each client. The purpose of this is to instruct the client so that he/she can understand why it happened (identification of vulnerabilities), and how to remedy it (development of information security systems). As we pointed out above, for the development of this educational phase, we must be patient with the client, and very clear and didactic in the teachings, as well as in the recreation of the computer attack. Therefore, for this task, it is necessary both, the understanding and empathy of the employee as the interest towards the client. Moreover, we have to consider, that in many cases the client does not have a high knowledge in IT, for which is essential that it is explained in a language and context that the client can understand and apply later what has been learned, always taking into account that the most important thing is that the user can apply the se remedies or the solutions taught. As a means to accomplish this task, we have used digital and blended training tools and e-learning tutorials. These educational systems have helped customers learn the use of some software, for example, Zenmap. Zenmap is software from the company Nmap[2], which adds an interactive GUI so that the user can easily see the networks to which it is connected, the open ports and all the interactions between the computer and the network. The third stage of our methodology is Support. This stage is intended to help the client in future questions or doubts about what has been learned to protect themselves. Fui-Hoon et al. (2001), Boehm (2008) and ISO (2016) point out that this task is critical for the development of a computer security system. Cybercare considers this stage to be fundamental, unlike other consulting companies that do not give so much importance to the phase of support, in Cybercare we ensure that the customer has the best support possible. This is because if the client does not remember how to apply what they have learned to protect their System, they will repeat the same mistakes made previously. For the accomplishment of this stage, telephone support is usually the most used medium, and combined with online assistance, in the clients system. The last step is protection (Protect). This is the stage in which the system is already protected and the customer has already applied the recommended guidelines to keep the System safe. Normally this is the last process, unless it is necessary to repeat any of the above, either due to new system vulnerabilities or bad habits and/or forgetting to follow practices to defend it. If this is successfully completed it can be said that the system is protected and that the user is out of risk. 2.3 Working within a team environment For the development of our work and the performance of the same, it has been done by working on a team. The importance to the business success of teamwork is well known in the literature (McDonough, 2000; Bakker and Schaufeli, 2008). In this sense, in Cybercare, we work as a Research Team, being team work the second pillar on which the methodological work is supported. In this context, the coordination and interaction between the team members were very important, with the aim of finding solutions for our clients, which can satisfy them in all aspects both economic and practical security. My working group was Cybercare Business Research Team. The goal was to work on finding cybersecurity solutions for each client. The assignment of the tasks in our work team was based on the type of products needed. Thus, each member of the group specialised in one type of product. In my case, I was responsible for the antivirus software. For this task, I elaborated a list with all the antivirus that were on the market and classified them considering two conditions, the price and the operating system of the client; also for mobile devices, such as smartphones, PDAs, etc. The second product I had to research in my working group, was secure browsers. In order to perform this assignment, I had to find the best secure browsers that offered the most security and privacy to the user, for the various operating systems, which could allow them to navigate the network with the highest security possible. However, in our situation as students with not much experience in the organisation environment, it was difficult at first to be able to coordinate and divide the assignments properly. This is a fundamental element since in any professional environment the coordination of workers is a critical element, which is why we try hard to learn from it. The situation among the teammates, given that we all have the same background (IT), made communication between us easier since in technical terms we all understood each other. 2.4 Presentations for employers, clients and team members In the implementation of our work methodology, a key element is the presentation of our results to employers, clients and members of the others groups. This methodology followed in Cybercare was considered critical, as Fincham (1999) points out, it facilitates the learning, the interaction and the trust between the company and the clients (Fincham, 1999; Nah et al. 2003). In addition, teamwork required that each member of the Research Business Team had to present at the meetings our results and recommendations, both in terms of solutions and products. Hence, I have made several presentations during my work with Cybercare. In these presentations I showed the characteristics, the prices and the time that would take to get the software or product to be in operation for the company. 2.5 Find the right products for customers As a member of the Cybercare Research Business Team, our work was based on the search for products that offered security for our clients. For this, we looked for products the most affordable as possible, preferably free, since in many cases the user or customer prioritises the software to be free or very low cost. One of the products to look for the clients was an antivirus and secure browsers. For this, we elaborated a comparative spreadsheet (Annexe 1), in which we explain the features of the antivirus and the secure browsers. We also prioritise the cost, thus obtaining two antiviruses per operating system (one free and another low cost but with features better than the free), and secure browsers by Operating System. For the realisation of this work, apart from the Internet search, we had to contact companies to ask about their products specification, for example, Panda Security. The objective was to clarify the various products and classify them both in security level and in cost. 3. Academic Context The work placement is related to my course in many ways. Firstly, it has allowed me to put into practice the knowledge acquired in the modules developed in my Bachelor. Especially, I would like to point out that the knowledge acquired in the CC6004: Network and Cloud Security, CS5001: Networks and Operating Systems and CC5004: Security in Computing modules, have been useful in the accomplishment of my work at Cybercare. Secondly, I had the possibility of interacting with other colleagues, of whom I have acquired knowledge in other areas, which I did not have prior knowledge, or in which my knowledge was superfluous. This is the case, for example, network security or software security. In addition to the implementation of the knowledge acquired in my BSc, I have had the opportunity to improve my capabilities and skills. Working in a company has helped me to gain first-hand in-depth knowledge, not only on customers needs but also on new working methodologies and learned to interact with other colleagues. 4. Activities Evaluation 4.1 Dealing with the client needs Since my experience in a company environment was not as extensive as some of my colleagues, I did not have the opportunity in prior working occasions to deal with clients needs. This, in turn, resulted in that I had to learn many things, which helped me develop my skills and abilities. Specifically, I have developed my client orientation competencies, as the relationship with them was oriented towards the search for adequate protection solutions, in terms of money and time of implementation. Furthermore, I have improved my skills of interrelating with people, especially in dealing with clients. In this respect, we have to consider not only the classic supplier-customer interaction but also we had to qualify the clients psychological state, as the victim of a cyber-attack. This was helpful to see what the requirements in company environment are. As a result of this, I developed my personal skills, such as work and time management and organisational capabilities. 4.2 DESP approach As pointed out earlier, DESP approach follows the standards of consulting in the information sector. This system is very effective in solving cyberattack problems, which has required being able to detect, educate, implement and assist the client, developing and learning to better analyse systems and problems derived from malware or intrusion to the system. This has allowed me to assimilate this methodology, as well as to know how and when to implement it properly and to learn the international standards of computer security. This experience has opened me the doors to a learning process and therefore an increase in my personal skills and abilities, which will allow me in the future to work in the consultancy sector. Windolf (1986) and Sparrow (2007) point out that in the recruitment of personnel in the consultancy sector the most valued capacities are: to detect, educate, implement and help the client. 4.3 Working within a team environment The next challenge for me has been group work. Although at university we have experiences in group work, for example, the elaboration of coursework. However, the experience of a professional job has enriched me in my skills both in a personal relationship and in management. The group work, has in first place, meant the need to plan and organise the tasks in the team. This interaction has been a very interesting experience, for example, analysing the criteria for dividing tasks and adjusting a work plan to the needs of the client. Additionally, in some tasks, I have developed the coordination role. This has allowed me to gain experience in the management of work teams. Having to learn, listen, coordinate, motivate, and lead a team. 4.4 Presentations for employers, clients and team members Personally, before working at Cybercare, I did not have much experience in presentations in a business environment, outside the strictly academic. This experience has, therefore, helped me greatly to improve my presentation skills, in presentations with employers, clients, and team members. More in detail, the presentations meant the implementation of our communication skills, especially in the transmission of ideas, which have to be especially good to be able to express and convince the possible client about the solutions or products more suitable for their Computer security problems. In addition, considering that clients were not IT experts, we had to make a communication effort, to simplify some terms, for example, VPN, Network Sniffer, etc. In addition, attending presentations of other teams helped me to increase my knowledge in areas in which I had not much prior knowledge, such as Networks Sniffers products (this is the case of Wireshark, Nmap or Zenmap). 4.5 Find the right products for customers As already mentioned, much of the time working for the company was spent looking for the products and applications most appropriate to the needs of customers. The best example has been to search, analyse and classify the best antivirus that can be found on the market. This has required looking at all the antivirus for all operating systems, their functions, and features, considering aspects such as the price and the number of licenses that can be obtained for that price. So make a chart with the main features and prices. In order to be able to find products to recommend to customers, we had to acquire an exhaustive knowledge about the product and the market, besides identifying the needs of the customer or user. As a conclusion to this work, this helped me to understand that each customer has different necessities and therefore the product has to be adapted to these needs, thereby increasing my analytical skills greatly improved after this situation (see Table 2). Also, gain a thorough knowledge of antivirus. Table 2: Skills, Knowledge and Capabilities gather. Skills Capabilities Knowledge Clients Personal Interaction Orientation to the clients Client treatment DESP Personal Consultant Work Methodology Working Team Personal Interaction Direction Define and eradicate the problem Networks Team Work Solutions Personal Analytics Anti-Virus, Secure Browsers Network Sniffers 5.   Challenges As in all jobs, motivation is always a great ally in order to perform a task properly. At first you are very motivated to have achieved that position, but then irremediably with the passage of time is just falling into a routine, which ends up gradually losing your motivation, and instead of being something special that put one hundred percent, You end up just putting what you think is just necessary to complete the task. In my case, I always try to be motivated, with ideas, with previously read material to extend my knowledge on the field. But sometimes it is impossible to keep that motivation all the time. For example in my case, to get down to work, I have to travel an hour and a half between trains and the underground. At the beginning, I used that time to read the extra material, that could give me a better idea of à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹the topic that was going to be working that day, but in the end, I end up not reading on trains, usually for lack of motivation. This I think has been one of the great challenges for me, to keep the motivation to one hundred percent, to be able to take full advantage of the experience of working in the company Cybercare. Another great challenge that I had when it comes to successfully carry out the work with the organisation Cybercare, has been the product presentations. This was due to my lack of experience in professional presentations (not academic, since I have had numerous presentations at the University), since professional presentations require a more practical knowledge of the products (such as cost of a product, the availability, the time it would take to have such a product), plus you have to present only what is important, since the rest of the things you say will not serve to the company at all, therefore, they would not pay attention. This has been from my point of view the most difficult challenge, getting the audience (employers and clients) to pay attention and being able to convey the main characteristics of the product. Compared to presentations at an academic level, in which data, such as the history of the product, origin, how you ended up reaching that product, etc., are very imp ortant. In the presentations at a business level, the important thing is: why would the company invest in this product, which is what it makes it better than the rest of the product, and when will they have it. 6. Conclusion In conclusion, after working with Cybercare since last October (2016), I have noticed that I have improved in my personal, interrelation and leadership skills. Being in a business environment the demand by the employers is maximum, so you have to do your best to be able to meet deadlines, and correctly perform the tasks ordered. The Learning outcomes (LO) have helped me to set goals to meet. With the logbooks, I have been able to summarise what I have done during this time, and it has helped me to review the feedback of the employees so that I was able to improve every week. In general terms, the Work Related Module II module has helped me to put into practice my theoretical knowledge learned in the University and has prepared me for the business world for when I finish my bachelor. References Bakker, A.B. and Schaufeli, W.B. (2008). Positive organisational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior, 29(2), 147-154. Boehm, B.W.   (1991). Software risk management: principles and practices. IEEE Software Journal,8, 32-41. Boehm, B.W. (2008). Appraisal of the Effectiveness and Efficiency of an Information Security Management System Based on ISO 27001. SECURWARE, 8, 224-231. CLUSIF (2008). Risk Management. Concepts and Methods. Club de la Securite Infomatique, Paris, France. Fincham, R. (1999). The consultant-client relationship: Critical perspectives on the management of organizational change. Journal of Management Studies, 36(3), 335-351. Fui-Hoon Nah, F., Lee-Shang Lau, J. and Kuang, J. (2001). Critical factors for successful implementation of enterprise systems. Business Process Management Journal, 7(3), 285-296. Hiyohiyo (1998) CrystalDiskInfo software crystal dew world. Available at: http://crystalmark.info/software/CrystalDiskInfo/index-e.html (Accessed: 12 January 2017). Infosec Institute (2016). IT Auditing and Controls Planning the IT Audit. Infosec Institute. http://resources.infosecinstitute.com/itac-planning/#gref ISO (2016). ISO/IEC 27001 Information security management. ISO. http://www.iso.org/iso/iso27001 McDonough, E. F. (2000). Investigation of factors contributing to the success of crossà ¢Ã¢â€š ¬Ã‚ functional teams. Journal of Product Innovation Management, 17(3), 221-235. Nah, F.H., Zuckweiler, K.M.and Lee-Shang Lau, J. (2003). ERP implementation: chief information officers perceptions of critical success factors. International Journal of Human-Computer Interaction, 16(1), 5-22. Sparrow, P.R. (2007). Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process. The International Journal of Human Resource Management, 18(5), 845-867. Windolf, P. (1986). Recruitment, selection, and internal labour markets in Britain and Germany. Organization Studies, 7(3), 235-254. Annexe 1: Presentation on Antivirus and Secure browsers Annexe 2: Presentation on Network Sniffers Annexe 3. Presentation on Network Ports (Windows) [1] CLUSIF: Club de la Sà ©curità © de lInformation Franà §ais (https://clusif.fr/). [2] Nmap Security   (NMAP.ORG, https://nmap.org/zenmap/).

Federal Preemption of Class III Medical Devices Receiving Premarket App

Federal Preemption of Class III Medical Devices receiving premarket approval Case in Review Court rulings have held that the preemption clause included in the Medical devices act of 1976 protects class III medical devices which have been approved through the Food and Drug Administration’s (FDA) premarket approval process (PMA) from litigation. Injured parties have no means to seek relief from device manufacturers for injuries sustained due to the use of a class III medical device receiving PMA. Overview of the FDA and Medical devices act of 1976: Congress created the Food and Drug Administration in 1938 under a statute known as the Federal Food, Drug and Cosmetic Act. Under the 1938 act, the FDA could not prevent medical devices from entering the market but they could remove unsafe devices from the marketplace. The FDA believed that those same powers given to regulation of drugs should be extended to medical devices to ensure public safety. The Medical devices act of 1976 granted oversight and approval of medical devices to the FDA as a logical extension of duties already provided under previous legislation. The act provided for three classes of medical devices, levels I, II and III. Devices classified under level III were given the most rigorous level of testing and review due to the fact that these devices could produce the greatest level of harm. Level III devices are the only class of devices that are subject to premarket approval which requires manufacturers to submit information related to the safety and effectiveness of their devices for FDA review and approval. The Medical devices act of 1976 included a preemption clause over state law to ensure the federal statutes held supremacy over any state statut... ...mble_fda_final_rule.php>. "Medical Devices." U S Food and Drug Administration Home Page. N.p., n.d. Web. 22 Apr. 2012. . Miller, Roger Leroy, and William Eric Hollowell. Business Law. Mason, OH: South Western Cengage Learning, 2011. Print. "The Development of the Medical Device Amendments | MDDI Medical Device and Diagnostic Industry News Products and Suppliers." MDDI Medical Device and Diagnostic Industry News Products and Suppliers. N.p., n.d. Web. 5 May 2012. . measure, the most plausible, [PDUFA] did not, and in. "Project FDA Report 1 | In the Wake of Wyeth v. Levine: Making the Case for FDA Preemption and Administrative Compensation." Manhattan Institute. N.p., n.d. Web. 21 Apr. 2012. .

Analysis of Poetry Essay

This Unit Activity will help you meet these educational goals: 21st Century Skills—You will use critical-thinking and problem-solving skills and communicate effectively. Introduction In this activity, you will read and analyze three poems by different poets and examine the similarities and differences among them. __________________________________________________________________________ Directions and Analysis Task 1: Read and Analyze Poetry Read these poems, which revolve around the ideas of darkness and the night: â€Å"Do Not Go Gentle into That Good Night† by Dylan Thomas â€Å"Acquainted with the Night† by Robert Frost â€Å"We Grow Accustomed to the Dark† by Emily Dickinson Read the poems a few times, noting each one’s theme, mood, form, structure, rhyme scheme, and use of imagery and figurative language. Use the provided table to record your analysis. Type your response here: â€Å"Do Not Go Gentle into That Good Night† â€Å"Acquainted with the Night† â€Å"We Grow Accustomed to the Dark† theme Mortality Isolation To â€Å"find the light† imagery Sunrise and sunset Loneliness figurative language Their frail deeds might have danced in a green bay Personification and rhyming Darkness and light mood Somber desperation Discomfort Sadness form Villanelle Iambic pentameter Lyric poem meter, structure, and rhyme scheme five three-line stanzas and a sixth stanza with four lines Terza rima, ABABCBCDCDADAA, Italian form Rhythm is similar throughout, but changes from eight and six syllable lines to seven and six syllables to seven and six syllables. Task 2: Make Comparisons Write a 250-500-word essay describing the similarities and differences you found in the poems. Address the following points in your essay: Examine how the subject of darkness is used in each of the three poems. How has each poet woven the central idea of the poem around the subject? Compare and contrast the figurative devices used in each poem. How do they affect the mood and relate to the theme of the poem? Point out the differences in style and tone, including the choice of words. Which poem do you think has the greatest overall impact on readers? Which one communicates its message most directly and effectively? Which poem appeals most to you? Give reasons to explain your answers. As with any essay, this essay should be structured into paragraphs, with a clear introduction, a body, and a conclusion. Arrange your ideas logically and group them into paragraphs, using suitable words to mark transitions between ideas. Remember to provide textual evidence from the poems for your opinions. Type your response here: The similar ideas of dark and night appear in works by Emily Dickinson, Dylan Thomas, and Robert Frost, but the meaning of the two concepts in context of the literary works differ greatly. In Emily Dickinson’s â€Å"We Grow Accustomed to the Dark†, Dylan Thomas’ â€Å"Do Not Go Gentle into that Good Night†, and Robert Frost’s â€Å"Acquainted with the Night† the theme of night and darkness is compared and contrasted through the literary elements of point of view, imagery, and structure. The concept of darkness and night is portrayed through the use of point of view. In each of these poems, the poet writes in the first tense, giving the reader a sense that the narrator has personally experienced the presence of the symbolic â€Å"darkness† and â€Å"night†. However, while â€Å"We Grow Accustomed to the Dark† is written in a plural point of view, â€Å"Acquainted with the Night† is written in a singular view, and â€Å"Do Not Go Gentle into that Good Night† is from the speaker point of view. This gives a differing meaning to dark and night between these poems, because although Dickinson’s plural poem encompasses humanity as a whole, showing the dark to be a natural point in life, Frost’s poem depicts the night his character is experiencing as a lonely, solitary happening, and Thomas’ poem shows loneliness and wanting for companionship. The differences in these poems help to show night as a more unnatural and depressing experience than the dark that happens to everyone. __________________________________________________________________________ Evaluation Your teacher will use these rubrics to evaluate the completeness of your work as well as the clarity of thinking you exhibit. Task 1: Read and Analyze Poetry Criteria Distinguished (4 points) Provides a complete and accurate analysis of each poem Exhaustively lists instances of figurative language and use of imagery Provides a concise but compelling description of the mood and theme of each poem Proficient (3 points) Provides a complete and largely correct analysis of each poem Lists most instances of figurative language and use of imagery Provides an effective description of the mood and theme of each poem Developing (2 points) Provides a complete analysis of the poems with some inaccuracies Lists some instances of figurative language and use of imagery Provides a passable description of the mood and theme of each poem Beginning (1 point) Provides an incomplete analysis of the poems with some inaccuracies Lists only a few instances of figurative language and use of imagery Attempts to describe the mood and theme of the poems Task 2: Make Comparisons Criteria Distinguished (4 points) Thoroughly addresses all the points mentioned Effectively compares how the subject has been woven into the central idea in the three poems Thoroughly evaluates and compares the effect of figurative language and imagery in the poems Insightfully compares the style and impact of the poems Provides strong textual evidence to support opinions Structures the essay exceptionally well, has a compelling introduction and conclusion, and uses transitions to enhance the organization of ideas Consistently uses correct grammar, spelling, and punctuation throughout Proficient (3 points) Adequately addresses most of the points mentioned Effectively compares how the subject has been woven into the central idea in the three poems Adequately evaluates and compares the effect of figurative language and imagery in the poems Effectively compares the style and impact of the poems Provides adequate textual evidence to support opinions Structures the essay well, has a meaningful introduction and conclusion, and uses transitions effectively Largely uses correct grammar, spelling, and punctuation Developing (2 points) Adequately addresses some of the points mentioned Compares how the subject has been woven into the central idea in the three poems Evaluates and compares the effect of figurative language and imagery in the poems to some extent Compares the style and impact of the poems Provides some textual evidence to support opinions Structures the essay into paragraphs, has an introduction and a conclusion, and uses transition words Makes a few mistakes in grammar, spelling, and punctuation Beginning (1 point) Marginally addresses some of the points mentioned and omits others Attempts to compare how the subject has been woven into the central idea in the three poems Inadequately describes the effect of figurative language and imagery in the poems Attempts to compare the style and impact of the poems Does not provide textual evidence to support opinions Does not structure the essay well and does not use transitions effectively Makes several mistakes in grammar, spelling, and punctuation

Greenpeace and the 21st century Environmentalism Essay

In today’s expanding and growing population in local economies, various technological changes and improvements have been happening that have been an important catalyst towards development. However, corresponding to these innovations that shape human lives is a threat that critics have often attributed as a setback for development. These are societal and environmental problems deemed to be a vital cause of concern as evidence and manifestations have been appearing more rapidly. But amongst these two problems, one important facet has been affected the most: the environment. With the rising challenges that man faces with the environment, various groups have stood up and started to make a stand towards environmental degradation. An example of such organizations is Greenpeace. The organization has continually lobbied for legislation as it tries to create law-binding solutions and increased awareness with the overall aim of environmental sustainability. This, in turn, has sparked a new phase of social, political and economic concern, which was later coined ‘environmentalism. ’ With all of these, it can be argued that since its inception, Greenpeace has adopted a role towards creating environmental awareness and protection. It has continuously been adapting towards the betterment of both global and local societies. In the end, as new issues and challenges emerge, the organization is committed towards adjusting and administering proper avenues for change. Prior to 1960’s, the drive for environmentalism has been a spurting one and occurred at a minimal level. Boston Review argues that â€Å"until the late 1960s, much (not all) of environmental protection in the United States occurred via private law suits and judge-made common law† (p. 1). However, this aim proved to be biased and limiting as it created temporary solutions and non-accountable judicial bodies. (Boston Review) Since the creation of Greenpeace in 1971, the period has been classified to be an important era for environmentalism as recognizable and large scale changes started to take place. Various legislating bodies across America have recognized the importance maintaining and preserving the environment for future exploitation and usage. Moreover, the system during this time was more accountable; in taking responsibility of actions and democratic in nature; by providing fair and equal provision of processes, which greatly improved the outcome of various decision making and regulation among concerned groups. Boston Review mentions that â€Å"between 1970 and the present, much (not all) of environmental protection has occurred via a remarkably ambitious, complex, and cumbersome system of national regulation† (p. 1). Defining Environmentalism Before dwelling further on the contributions of Greenpeace towards local and international societies, one must look at the focal and foundation of the organization’s endeavors – environmentalism. To fully grasp such concept one must be able to define the parameters and evolution of environmentalism and link it towards how Greenpeace operates. Looking at the concept, one can define environmentalism to be the goal towards preservation of the natural environment. However, since its conception, the term has reached out in various fields and areas that made the term dynamic and continuously evolving. Tao of Prosperity points out that â€Å"in defining environmentalism, we must recognize that it is not a monolithic movement† (p. 1). With all of these, it can be argued that the term environmentalism takes a holistic approach and embraces various dimensions and norms in society and therefore creating a balanced approach. Bidinotto stipulates that environmentalism thought is â€Å"the view that everything in nature exists in a perfectly harmonious balance–a balance ever threatened by the activities of Man† (p. 1) This means that the environmental movement has been moving towards the creation of better practices on the basis of experiences learned in the process of harmonizing and interaction with society. It is in here that they form their own respective views and points out what needs to be done. The Strands of Environmentalism Since its initial creation, the term environmentalism has evolved into various forms and various strands of the movements have been seen in the years. Though these groups vary in their thoughts, their contribution and mindset remains to be united and aimed towards one goal but various alternatives of practice. Looking at it, these facets have been credited as hues of environmentalism. Examples of these groups include (1) dark greens, (2) light green and (3) bright green environmentalism. The first strand deals with the belief of dark green environmentalism. The ideals of this strand are extreme in nature and are unwilling to compromise their objectives among other groups or organizations. Environment Support mentions that â€Å"Dark Greens have a more radical point of view, believing that we need to change our worldview drastically in order to be in harmony with the earth† (p. 1). Moreover, the philosophy of the group revolves around the concept that â€Å"all living things have the same right to live and flourish† (Environmental Support). The second strand deals with Light Green environmentalism. Compared to Dark Greens, this people advocate a lesser way of promoting environmental security. Looking at their beliefs, Light Greens believe that â€Å"belief that all living things have the same right to live and flourish† (Environmental Support). In addition, these groups propose reforms to important movers of society by cooperating and bargaining towards changes. Also, the promoters of this strand seek to have a positive relationship with the conventional ideologies. Environmental Support points out that environmentalism should not be approached â€Å"as a separate ideology but as something that needs greater importance within political schools of thought like conservatism, socialism, and liberalism† (p. 1) The last strand involves a new approach towards environmentalism. The Bright Greens, which was coined in 2003, seeks to promote a new outlook of the concept towards the future. (Environmental Support) Seeing the current developments in today’s society, the group seeks to exhaust the positive effects of technological innovations and apply it to the environment. Environmental Support mentions that the process can be achieved by using â€Å"new technology, improved and modified designs of products, plus eco-communities and sustainable lifestyles† (p. 1). Furthermore, the supporters of this claim argues that by using alternative measures backed up by technology such as renewable energy, biotechnology and nanotechnologies, environmentalism is achieved. In the end, the group favors advancement and progress but with responsibility and taking into consideration the environment. Looking at this, there is a â€Å"need to adopt open-source models of information exchange, so ideas and innovation can grow and be shared and develop as fast as possible† (Tao of Prosperity). This means that environmentalist must continuously open communication lines so as better sharing of information necessary for change can be possible. Linking Greenpeace and the strands Environmentalism After pointing out the relevant hues of environmentalism, it is better to point where Greenpeace can be associated with. The formation of Greenpeace is a reaction towards the clamor for environmental protection and security. Moreover, it is an activism in its organizational form; a grouping of individuals who fight for one common goal. Looking at the facets of each strand, the organization can be associated with the Light Green Environmentalism. Greenpeace creates avenues of cooperation among various organizations and governments to create a consensus towards creating better outcomes for the environment. Environmental Support mentions that the â€Å"groups belonging to this category are Greenpeace, Sierra Club, and Friends of the Earth† (p. 1) However, Greenpeace has gradually been diversifying and adopting a different environmentalist approach (Bright Green) while retaining important and valuable objectives of environmentalism. Take for example, the case of the regional office of Greenpeace in USA. Many scholars attribute their current programs and schemes aimed at the balance of the three hues of environmentalism. Shaiko argues that â€Å"Greenpeace U. S. A. exhibits characteristics of both and new social movements and is thus classified as an organizational hybrid† (88). Quoting Eyerman and Jamison, both argued that: â€Å"Greenpeace is environmentalist because behind its non-ideological ‘profile’ lies a continuation of the basics of environmental cosmology: that modern societies have reached the limits of growth, that the consumption of resources has reached dangerous and crisis proportions and that there is a need for fundamental social change if society is to survive† (114) II. Tracing the roots: Greenpeace The beginnings of Greenpeace began during the time when there was a renowned interest in testing nuclear weapons. The story of the organization begins in 1971 when activists sailed towards a destination where nuclear testing was taking place – Amchitka. Greenpeace International mentions that â€Å"Amchitka was the last refuge for 3000 endangered sea otters, and home to bald eagles, peregrine falcons and other wildlife† (p. 1) Greenpeace International mentions that â€Å"in 1971, motivated by their vision of a green and peaceful world, a small team of activists set sail from Vancouver, Canada, in an old fishing boat. These activists, the founders of Greenpeace, believed a few individuals could make a difference† (p. 1) Looking at it, the relevance of Amchitka was indeed important in the point of activists. This is because the event proved to be a catalyst towards the creation of the organization and a plight to stop nuclear testing at a far greater level. Though the nuclear testing took place on the same year and the team of Dorothy and Irving Stowe, Marie and Jim Bohlen, Ben and Dorothy Metcalfe, and Bob Hunter were prevented from arriving in the island; it raised international clamors seeking its protection. After such, an international organization; Greenpeace, was founded and recruited millions of followers. The Rainbow Warrior One important aspect of Greenpeace’s history is its prized ship – the Rainbow Warrior. According to Greenpeace International â€Å"it was renamed ‘Rainbow Warrior’ after the Warriors in a North American Cree Indian prophecy: ‘When the world is sick and dying, the people will rise up like Warriors of the Rainbow† (p. 1). It is a symbol of the first collaborative effort by members towards one particular objective. Also, it is a significant symbol towards the organizations commitment towards worldwide consensus to protect and save the environment. Their first efforts were to sail towards Iceland and advocate the abolishment of commercial whaling. (Greenpeace International) After that, the Rainbow Warrior has been associated as an instrument for environmentalism. Though it was bombed in 1985 allegedly by the French Government due to its contributions towards pressuring the state against nuclear testing, the spirit that it carried was always part of the organization. (Greenpeace International) Currently, the new Rainbow Warrior is a manifestation of old traditions of the organization and a mixture of new environmental friendly technological developments – a symbol of Greenpeace’ past and present. Greenpeace International mentions that â€Å"it is also a showcase of environmentally friendly technologies including solar panels for hot water, a specially designed fuel-saving wind/motor propulsion system, and a recycling system for engine heat† (p. 1) Core Values and Structure For any organization to function according to their objectives and goals, one must have a firm foundation of structure and core values. With regards to Greenpeace, their foundation and values are structured heavily on environmental protection and democracy. Greenpeace International mentions that â€Å"in developing our campaign strategies and policies we take great care to reflect our fundamental respect for democratic principles and to seek solutions that will promote global social equity† (p. 1) Looking closely, the core values of the organization revolve on the following: â€Å"(1) ‘bear witness’ to environmental destruction in a peaceful, non-violent manner, (2) use non-violent confrontation to raise the level and quality of public debate, (3) exposing threats to the environment and finding solutions we have no permanent allies or adversaries, (4) ensure our financial independence from political or commercial interests and (5) seek solutions for, and promote open, informed debate about society’s environmental choices† (Greenpeace International).